Executive Profile: Phill Nosworthy, Founder of Switch, Inc.

Creating immersive development and branding initiatives for the world's leading organisations.

Phill Nosworthy founder of Switch Inc - TotalPicture Radio interview with Peter ClaytonPhill Nosworthy

A short time ago I had a chance encounter with Phill Nosworthy from Australia and agreed that he would be a great fit for TotalPicture Radio. According to his bio, Phill is a keynote speaker, thought leader, consultant, social impact advisor, educator, community creator, and traveller. He is the founder of Switch Inc. a training and development company.

Prior to establishing the Switch, Phill served as the Global Head of Partnerships and Business Development for renowned behaviour change firm ChangeLabs (now Karrikins Group). This work encompassed best practice deployment of large scale philanthropic and marketing initiatives for Fortune 500 and ASX 200 companies. He has worked with leading brands in over 30 cities across the world.

In partnership with ChangeLabs, Switch has designed and now delivers MACH Increase Impact and MACH Manager programs for Microsoft.

Beyond speaking, Phill's professional experience has encompassed sales consulting for Giorgio Armani, representing Apple as a technology in education spokesperson through the Beyond Chalk initiative, and leading new business acquisitions as Head of Global Partnerships and Business Development for ChangeLabs.

In 2014, Phill founded Switch Inc. to pursue the goal of creating deeply immersive and meaningful development and branding initiatives for the world's leading organisations.

Welcome to a Leadership Channel podcast on TotalPicture Radio, I'm your host Peter Clayton. Joining me from Sydney, where it's summer and already Friday is Phill Nosworthy.


"Interview Transcript"


Welcome to TotalPicture Radio. I'm your host, Peter Clayton. Today's Innovation Channel podcast, feature Phill Nosworthy is sponsored by Jobs in Pods, the cleverest way to advertise your jobs and employment brand. Visit jobsinpods.com where real employers talk about their jobs and tell you how to get them. Recruiters and HR managers, mention TPR when you book your first jobcast for a $50 discount. That's jobsinpods.com.

A short time ago I had a chance encounter with Phill Nosworthy from Australia and agreed that he would be a great fit for TotalPicture Radio. According to his bio, Phill is a keynote speaker, thought leader, consultant, social impact adviser, educator, community creator and traveler. He is the founder of Switch Inc., training and development company. Prior to establishing Switch, Phill served as Global Head of Partnerships and Business Development for renowned behavior change firm ChangeLabs, which is now the Karrikins Group.

His work encompassed best practice deployment of large scale philanthropic and marketing initiatives for Fortune 500 and ASX 200 companies. He's worked with leading brands in over 30 cities across the world. In partnership with ChangeLabs, Switch has designed and now delivers matched increase impact and CH manager programs for Microsoft, which we will get into in this interview.

Beyond speaking, Phill's professional experience has encompassed sales consulting for Giorgio Armani, representing Apple as a technology and education spokesperson. In 2014, Phill founded Switch to pursue the goal of creating deeply immersive and meaningful development and branding initiatives for the world's leading organizations.

Welcome to an Innovation Channel podcast on TotalPicture Radio. I'm your host Peter Clayton. Joining me from Sydney, Australia where it's summer and already Friday, is Phill Nosworthy.

Phill, welcome to the show.

Phill: Thank you Peter. It's such a pleasure to talk to you.

Peter: It's a real pleasure to talk to you because I'm totally impressed with your background. So let's start there. Tell us a little bit about your background, where you went to school and how you ended up in the career that you currently have?

Phill: Yeah, it's a fascinating story. Thanks for the opportunity to share that. I guess you could share who I am now by talking about where I've come from and the simple truth is that I was born the son of an incredible Baptist pastor. Now in Australia, a Baptist pastor is a slightly different thing from a US-based Baptist pastor, but nonetheless, this is a great man who spent his Sundays talking to crowds of people.

So from the youngest age, I've always been aware of what incredible things can happen when you get willing, tended people together who are hungry for growth, hungry for change and somebody who's prepared to bring some ideas together, to talk to those people.

So I grew up in a house full of people who spoke for a living. Now as fate would have it, I got to finishing school and I entered into Bible College. I thought that's exactly what I was going to be doing, preaching and teaching my entire life. But as it turns out, and this is a focus group for one, this is absolutely my story and not a commentary on anybody else's personal journey, but I got to the age of 24 and kind of had a bit of an awakening in regards to my faith and that it was somebody else's that wasn't quite my own. So I had to hit refresh on the entire trajectory of my career.

So there I was, 24 or 25 years of age, knowing how to talk in front of people, knowing how to build content, knowing how to build tribes and communities that actually went after making change in the community, but really without a context for it.

So long story short, I stumbled into an extraordinary opportunity with a great organization called ChangeLabs, who are a behavior change firm and from my unique perspective, I consider one of the great behavior change firms on the planet. And what we did is combine work in philanthropy with the best aspects of marketing and helped typically Fortune-listed organizations reach out to the communities that mattered to them most, to create really significant social change, but do it in a way that actually was sustainable and drove business results.

So for me, that became a School of Hard Knocks in regards to business acumen. I ended up sitting on the executive team pretty quickly. By the age of 27, I was sitting with our most senior team members, looking after business development and partnerships globally and broken relationships with Kraft Foods, our national football league here in Australia, Jamie Oliver's Ministry of Food, some really wonderful brands, helping them do great things but in the way that actually drove business objectives.

So after a couple of years there, I got the itch. A part of my daily practice is waking up in the morning and asking myself, is this what I'm supposed to be doing? And Peter, truth be told, after 6 or 7 years of resounding yes's, I woke up one morning and it was a no. It was a very clear no. So I think philosophically, there was no point in asking a question like that if you're not prepared to do something about it.

So I took the leap into my own practice and consultancy, and have been practicing on my own with a great and wonderful team for the last three years. And our work now really focuses on helping managers and their teams make work and life meaningful. And the simple reason for that is, you're going to spend a lot of time at work. It's a crying shame when people have a less than a love affair with what they're doing 9 or 10 hours in every single day.

So we help make work and life meaningful for people, so we do that through the lens of personal mastery. We do that through the lens of personal branding and career acceleration. We have the really distinct pleasure of hosting for Microsoft around the world, their global talent pool and global talent acceleration program, which is called the Microsoft Academy of College Hires.

Long story short Peter, but starting all the way back, I think I've always been on track to be talking to people for a living, and now get to call that the reality of every single day.

Peter: You bring up something that's very near and dear to my heart, and that's the number of people - I don't know if it's true in Australia. You have the benefit of having - you brought up something, Phill, that I think is so critical, that is employee satisfaction, employee engagement. I don't know what it's like in Australia, but I can tell you here in the United States, employee engagement is miserable and it's something CEOs, CFOs and HR leaders are constantly trying to understand and to bring more enriching work to their employees so there isn't so much churn. How about in Australia? What's it like there?

Phill: No, I think we have the exact same challenges and opportunities. I mean because you can think about engagement as two sides of the exact same coin as far as the shiny side, the opportunity and the burnished side, the problem. I think it's a crying shame.

I think one of the confusing aspects of this is that HR managers, if I'm able to speak quite frankly, are incentivized with metrics around engagement. So their ability to spend in learning and development in regards to their engagement strategies really are pegged back to the metrics that they're able to achieve in any given year.

So on one hand, you'll see a lot of beautiful engagement metrics if you have a look at the individual reporting of listed brands. But if you're going to find a third party, dare I say a more objective measurement of what's going on in any labor market, you'll find I think something a little bit closer to the truth. I think you and I know that when we're chatting with our friends at barbecues and dinner parties, it's a less than love affair with work.

Agreed, I think Australia and the United States share a lot in common in regards to people's love-hate relationship with work.

Peter: That's so true. And like you said, it's a total shame that people are going to work every day and hating their jobs. I mean, what a waste.

Phill: Yeah. I mean it's so much time. For most people, regardless of the city that you live in, you're going to be spending upwards of 9 or 10 hours a day in the office or around the people in your team. Maybe it's going to take you an hour by the time you leave your home, to get to the office and an hour on the way back. I mean that's a lot of time in any given day to give to anything that you like, let alone 30 or 40+ years of your life.

Peter: Exactly. Alright, so I want to return to your company, which is called Switch Inc. I spent some time on your website and you have what I think are quite innovative, called Switch Sessions. So give us an idea of what these are, how they operate. You have these all over the world.

Phill: Yeah. We've had an extraordinary response to the Switch Sessions and effectively, what they are is invitation-only events. That's not to make them exclusive, but that's to make sure that the people in the room at these events are specifically there for their contribution.

If I was going to bring some metaphor to describe what these events actually are, is that as a modern athlete, we understand really well that if you're going to be a great swimmer, you can't just swim. And if you're going to be a great runner, you should go and lift some weights as well. And if you're going to be able to knock a homerun out of the park, you're going to have to be flexible. So you might want to include some yoga in your daily activities. This notion of cross-training is one that's really comfortable to the modern thinker. But if you go back 20 years, if you're a swimmer, all you did was swim. And if you were a runner, all you did was run because that's how they thought that excellence in their given field came about.

Now in business, I think we're a little slow in the outtake of the notion of cross-training. I think surely, just access to more information through the net, but also global phenomena like TED and TED Talks have introduced people to the idea that if you expose yourself with different perspectives and different ways of thinking, it's going to sharpen your point of view.

So these Switch Sessions, which we've hosted in L.A., Hong Kong, London, all over the world, in Sydney and Melbourne here in Australia, are specifically designed to bring people together from different business verticals from across executive leadership, from philanthropy and marketing, all the way through entertainment and athletes themselves, all designed to sharpen each other's thinking by bringing in different points of view.

Peter: That's really interesting. So how do you monetize these Switch Sessions?

Phill: That's a great question. This is a gift from us to the communities that really matter to us most. We've been fortunate that our work is really well-received, and when I say our work, the clientele that we have includes some of the world's best organizations like Apple and Microsoft, Universal Music. So when it comes to the Switch Sessions, we deliberately use that as market outreach - don't get me wrong, this is smart marketing for us, but primarily it's getting in the room with people that we want to hang out with.

From a selfish perspective, when we hosted our very first one years ago, we sat down and we wrote the list of people that we wanted to hang out with and that we wanted to go out to dinner with. But instead of writing a dinner list for 6 people, we wrote an event invitation list of 300 people and got them all together.

So this isn't a monetized strategy for us. It's a market cultivation. It's a contribution to people's lives that we kind of believe in, but genuinely because of that, a lot of work has flowed out of the Switch Session for us as well.

Peter: Yeah, I bet it has and I think that's a brilliant strategy. What a great idea. So you've mentioned Microsoft a couple of times and I'm really interested in these Microsoft MACH sessions that you have, MACH Increase Impact and Match Manager. So can you unpack those a little bit for us and explain what those are all about?

Phill: Absolutely. Since 2011, I've been looking after that particular team and program and as far as an external contributor, that team is led up by an extraordinary HR professional called Jenna Ballestrino, who is just exceptional in her insight for what people need as they enter the workforce today.

And for anybody that's been tracking the story of Microsoft in the last couple of years, you understand that that's an organization in significant levels of transformation. I mean the outgoing CEO Steve Ballmer had a very visceral, vivid and unique approach to people leadership. The now CEO is just doing an extraordinary job, Satya Nadella, in regards to bringing growth mindsets.

So our work specifically, contributing to that program, it stands for the Microsoft Academy of College Hires. So this is important to Microsoft because they know that they can't acquire their way to greatness anymore. There's only so many LinkedIns and Nokias and Skypes that an organization can buy.

Real transformation, real contribution, real change in the business landscape is going to come by raising up great talent from the inside. So every single year, they go out to campuses all across the planet, with the express aim of hiring the very best talent direct off-campus that they can. Our work with them is helping them to accelerate in those first two years.

So the Increase Impact program, for one of the better term, is all about self-awareness and personal branding. It is designed to help these young people know exactly who they are and show up in a way that is aligned to the type of contribution that they want to have, and do a great job while they're at work. We explore a lot, the gap between their intentions and their actions because as you enter the workforce, as you don't have any work experience to kind of benchmark yourself against or to check your attitudes against, the gap between your intentions and your actions is really, really critical.

There's not a young person or a manager on the planet who wakes up on a Monday morning and plans to go to the office to cause chaos. Nobody plans to do it, but people are doing it every single day. So we help people bring their intentions and their actions closer together and that's delivered through in-room seminars all across the planet. We've hosted sessions for Microsoft in more than 40 cities around the world through Knowledge Boosts, which is a really funky title for online webinars.

In fact, this week, we're hosting webinars for more than a thousand young people employed by Microsoft and a lot of cool video learning that embeds those activated ideas and emotions, embeds it over time and makes it habitual and actually stick around.

Peter: That's great. That too, what you were talking about with Microsoft, they've gone from command and control culture to a very inclusive culture, which is fantastic.

Phill: Yeah and it's making a remarkable difference too, for all observers. I mean I have a younger brother, he's 21. And I look to him as basically my cultural touch point. I'm 33 but even the gap between 33 and 21 is really distinct in regards to knowing what's kind of cool, what's interesting or what platforms I need to be on.

Now when he says that Microsoft is cool, that's when you know something really significant has happened. You only have to go back 3 or 4 years and the story that is being told around Microsoft in the marketplace was that they were almost like a dinosaur, dare I say. You had to do work with Microsoft. But now, that relationship is switched out of you have to, to you get to. They're really exciting again.

The one initiative that I want to, as an external but internal provider for Microsoft, point out is their obsession with growth mindsets. Of course, that's built on the work of Carol Dweck, the extraordinary Carol Dweck. But organizations can transform their cultures when they get their people hungry and obsessing about growth, and less concerned with competing with each other.

Just sound like a real speaker for a second and create a rhyming couplet, when you stop trying to prove yourself and you start trying to improve yourself, the benefits aren't just for you and your team. It's for the entire culture of the organization. So really an exciting place to be right now.

Peter: Absolutely. One title that you've given yourself, which I think is pretty interesting, is social impact adviser. You've been consulting with Giorgio Armani and Apple as a technology and education spokesperson through the Beyond Chalk initiative and other global partnerships. So can you talk a little bit about those engagements and the kind of experience that you had from those?

Phill: I think once upon a time in business, the quality of your product was the thing that really set you apart in the marketplace. Nowadays, you don't get noticed by the market unless you have quality product. Quality product is the price of intrigue for doing business nowadays, it's no longer the thing that sets you apart. The waves of young people, waves of millennials that are consuming from our biggest organizations are demanding greater levels of accountability and responsibility and contribution from the brands that they give to.

I mean just to date this podcast, this is an important week for the United States with regards to a big change of political leadership. But the outcry of young people in regards to what is demanded of leadership is very, very different now. We've got the Internet. We've got greater levels of storytelling that's involved, so all of that trickles down in regards to the way that people consume each and every day.

When I talk about being a social impact adviser, that's helping brands be really smart in regards to what it means to be a great brand today. And the truth is, again with the rhyming couplet, no one cares how much you know until they know how much you care. And that exists at a brand level as well.

So our work with brands has been about helping them select a social position that is smart for their brand. To be a little bit controversial, brands give to things that really are none of their business to give to and you see this a lot. You see significant, publicly-listed organizations whose existence is predicated in their ability to return value to shareholders and that will be giving finances out of the organization to pet projects of the chairman's wife.

Now no one is going to get upset and this is a little bit controversial, but no one is going to get upset if listed organizations, say a financial organization, donates money to medical research or cancer survivors or anything like that. But it is all the more important for organizations to give to areas of social responsibility that is aligned to their business acumen as well.

So for financial investors and financial organizations, we advise them to look after areas that they know about, financial literacy, financial inclusion, financially-accessible products. For technology companies, we help them create strategies that help their markets wrestle with what it means to be tech smart, whether that's from a cybersecurity perspective or a digital literacy perspective.

These social investments should be hand-in-glove with what the brand actually does so they get to hit two birds with one stone. They get to give back to communities in meaningful ways that create real change, but also do it in a way that drives their business agenda, and in doing that, they make those investments sustainable because we know this for a fact, Peter, that if you're not actually seeing real change in the community, one check, on year is not going to make that difference. It's going to take years' worth of investment to really shift some of these hard to move social challenges.

Peter: I think that's really a smart approach. Here in the States, for years, companies would just donate to the United Way and that would be sort of the de facto cop-out. We give to the United Way. So there's really no thought that goes behind that and the kinds of things that you were just talking about, which I think are so important, I am convinced that millennials are going to push companies into being more thoughtful with the donations and the outreach that they do in their non-profit work.

Phill: I completely agree. I mean we're now in an era where young people are interviewing the brands that they want to maybe go and work for, rather than the brands interviewing the young people or the young prospects, because you'll have a millennial sitting in an interview and asking about the brand's impact in the community, the impact of their freight and logistics, what's their carbon footprint? I mean this is a very socially-conscious and socially-aware generation of young people and that's going to become the norm.

Just to put it into context, I'm not sure whether your listeners maybe have seen this report, but about three months ago, the World Wide Fund for Nature, just as an example, released a study that showed that since 1962 - I mean that's not very long ago - that 58% of the world's total biodiversity has completely disappeared. So I'm going to let that resonate for a second because that's quite a big statistic for some people to get their heads around.

But if in 40-something years we've lost more than half of our total biodiversity and these are the young people who are coming through and understand for a fact that the consumption patterns are also their impact patterns, there's little wonder why people are showing up wanting to make change through the way that they work. So we call that living every day and giving every day.

You're going to see more and more that young people don't separate their contribution to their communities from their work. They want to do that at the same time and the way that they do that is by working with brands who are seen to be making a difference.

Peter: Phill, you've traveled to over 50 cities around the world and explored local cultures and habits of faith and consumerism. So what have you learned and how diverse is the planet today?

Phill: I think it's incredibly diverse. If you see, in any one family, I'm the middle of three boys and us three boys, despite the fact that we're white boys from Australia and everything that that means, we're different. So when you scale that to different countries, to territories, food preferences, exposure, different levels of information, you still have an extraordinary and beautiful level of diversity on the planet and it's something to be celebrated.

But it also comes with a caveat. I've been in a rickshaw in the back of dark alleys in old Delhi in India and they were playing P. Diddy on the radio. So literally, you couldn't get further away from the United States in a rickshaw in the old city of New Delhi in India, and they were playing top 40 hits.

I mean we also live in this world where as still diverse and big as it is, it can feel incredibly small and those things that unite us are really, really special. What that means for managers and leaders is actually quite profound because the movement of global talent across borders is extraordinary.

You have a look at what's happening in Europe with the Jacob Ruling and the ability for people to move and chase opportunities wherever they need, you have to just look at the west coast of the United States and see the diversity in tech organizations, and managers who've grown up in perhaps more homogenized eras where their teams would have probably looked a lot like them and now faced with opportunities and challenges to be managing people from all across the planet.

So yes, we have a lot of diversity but there's still so much that brings us together and a lot of that is pop culture, to be honest. We've got a global homogenization of cultures happening just because the internet, because young people are looking at the same sites and listening to the same music. That really influences the way people see the world.

Peter: How has the US election impacted Australia, especially with the millennials and social change that's going on in your country?

Phill: I'm no political commentator, but it is really clear for anybody to see that the US election impacts everybody. Here in Australia, we find ourselves in a really unique position where our largest trading partner is China and for all of the organizations that depend on those relationships, and our greatest marketplace partner, and also ally from an ideological and way of doing life perspective is the United States.

So truth be told, if I'm allowed to just share my personal opinion, the US election had as much impact here in Australia as it has on people of different ages in the United States in regards to triggering conversations, in regards to making people have a real think about what globalization, what diversity means for our communities and how we're going to create communities that we'll be proud to bring our kids up in. It's had a huge impact.

Peter: I keep hearing that the Great Barrier Reef is dying. Is that true?

Phill: I think Peter, we're at a time, 2017 - I mean this is when this podcast is being recorded - that if we don't take significant action, a lot of our beautiful wilderness areas are going to continue to be impacted and really disappear. I feel like we're walking on knife edge right now.

So it's little wonder that we're producing extraordinary entrepreneurs like Elon Musk, who is really driving the agenda for interplanetary exploration, as crazy as that sounds. If we went back 30 or 40 years, even during United States' amazing adventures on the moon, the idea of a Mars base as a viable opportunity for people would just sound straight out of sci-fi. But the fact that that is becoming a business reality now I think is a response and a reaction to the knowledge that we're really significantly affecting and damaging our planet.

Peter: I agree. What are your personal goals for 2017?

Phill: That's a great question, and way to take it personal, Pete. This year, I am so excited about this year. I'm not the kind of person to get to December 31 of the previous year and then 10 minutes to midnight go, "Oh my gosh what are my New Year's resolutions?" I mean for me, daily reflections, I call them preflections which are setting my intention, a preflection in every day and my reflections in every given day really give me an opportunity to be constantly refining and evolving myself on any given day through the year.

But this year has been one that's been brewing in my head and in my heart for a little bit of time. We're going to be writing a really significant book that I can't wait to share with your listeners in time. It's probably a little too early to share...

Peter: Oh, you mean the Meaning Makers: Insights for Living, Branding and Avoiding the Zombie Apocalypse? Is that the book you're talking about?

Phill: We're just so excited about to help people find meaning in their life. And the truth is, as a business community, guilty - I'm putting my hand up as an HR adviser, we're guilty of focusing so much on happiness, perhaps at the expense of meaning as well. Research shows that happiness and meaning are actually quite distinct things.

You want them both and you need them both, but happiness, Victor Frankl reminds us, must ensue - You can create the breeding ground for happiness and happiness bubbles up; but Peter, you and I know people who have all the foundation ingredients for a beautiful and happy life, but still are lacking that sense of joy.

Meaning is something that actually can be found in adversity and that's why I think it's such an important thing to be talking about because when people show up to work, it's not always about joy and happiness. Sometimes it's hard. Sometimes it's a grime. Sometimes it's really challenging. So the formula for creating meaning is something that can be shared and let me just preview with you three really simple ingredients that if people focus in on, they can manufacture meaning in their life.

If people really embraced challenges rather than avoiding challenges, truth be told, no one wants an easy life. We love holidays. We love retreating to the side of the pool and kicking up with a piña colada, but if all of life was resort, we'd find ourselves lacking. We love challenges, so people need to embrace the right level of challenge that brings growth and fulfillment out of them, really need to double down on connections.

So that's the second big C of becoming a meaning maker, it's the quality of our connections that define us in the workplace and out of the workplace. And it sounds cliché, but people really are mistaking followers for friends now. People might have an Instagram following of thousands of people or hundreds of people on their social media, they'd be going home to lonely households at the end of the day. I want people to really double down on building real friendships.

The third C - so we had challenges, we have connections, and the third big C is contribution. Life really is made meaningful when we're giving to things that are bigger and more important than our own selves. So when we can get stuck into projects that matter to other people, life can be transformed.

With those three Cs, even the most mundane of activities can become meaningful. I mean if you think about mowing my grandmother's lawn, there's nothing particularly happy about it. But, if I'm doing it for my grandma who can't do it for herself, if I'm connected with that woman, costs me a little bit of time, it takes a little bit of effort, then that half an hour of mundane activities can be transformed into something really wonderful and profound.

I want teams to understand how to do that because again, and to loop us back to the start of our conversation, people are spending so much time at work and in those teams. Most people will spend more team time, more time with the people on their teams than they will with the people they've maybe given their life and marriage to. So you want to make sure that time is important, valuable and meaningful to you.

So that's exciting and then Peter, you can hear the excitement in my voice. But we had a 10-month-old girl as well.

Peter: Congratulations.

Phill: Thank you so much. So this year really is exciting just to continue to watch her grow and expand as a person, that's just a tremendous ride and we're enjoying every minute of it.

Peter: Yeah, I have three daughters and it's the best thing, it really is. It's just magic. How do you start your day? Do you have the same ritual every morning or is it different?

Phill: I do have a standard way to approach every single day. I think our pre-game rituals are really important in regards to the way that we show up in every single day. Now I find myself on the road 120 nights a year, mostly international, so routines are really powerful for me.

A lot of people want to avoid routines. I find them as the breeding ground of excellence. You know that Aristotle is quoted in saying that "Excellent isn't an act". It's not an act. It's a habit. So anything that we can habitualize will kind of move us towards what we see for ourselves.

So I have four big Ms that I try to hit most of the time, and truth be told, I'd get to it about 90% of the time. The rest of the time, I don't put stress on myself because rules are meant to be broken. This is kind of like a strong recommendation for myself.

The first M is my Mission. I get up in the morning. I remind myself of what I'm doing this for. A lot of people lose sight of what they're working for. They go to work and they work hard every day, but they've never quite worked out what they're working for. So that's your mission, that's really important to remind yourself of that every single day. It doesn't matter what it is. It could be a holiday. It could be a kid's college tuition. It could be early retirement. Whatever it is for yourself, remind yourself of your mission.

I spend time in meditation every morning just to get quiet, just to get focused because the days are full. They're a little complex. They're busy enough, so some beautiful quiet time in the morning is really wonderful.

I start the day with a good meal, as well that makes sense. I don't want to hit the wall mid-morning and run out of energy. We want bright and alert minds.

The last one is a little bit of movement. We sit at these desks for long hours, so getting up, stretching, staying loose means sustainable impact at the long term. I want to be able to contribute to the marketplace and the communities that matter to me all the way to the end. I'm not one that plans to get to 50 and finish up in Florida or sit on the beach in Puerto Rico. I want to be speaking all the way through into my 80s, so movement and staying limber and flexible is an important part of that.

Peter: That's fantastic. Phill, I'm so happy you reached out to me. I'm really glad to have met you over Skype here. I want to have you back on the show when your book, The Meaning Makers: Insights for Living, Branding and Avoiding the Zombie Apocalypse, which is the best title I've heard in ages, is finally published.

Phill: Great. Peter, it would be an absolute joy. Thanks for the time, I really enjoyed the conversation.

Peter: Thank you. Today's Innovation Channel podcast with Phill Nosworthy was brought to you by Jobs in Pods. It's a podcast. It's a jobcast, a blog and a YouTube video all on one platform where real employers and staffing agencies advertise their jobs and tell you how to get them. Recruiters and HR managers, if you're looking for a mobile-first employment branding and social recruiting marketing solution where your job posting will have a real voice, talk to me about Jobs in Pods. Join the conversation on our Facebook page, facebook.com/realjobcasts and follow us on Twitter @jobsinpods.

This is Peter Clayton. You'll find me on LinkedIn, Twitter and TotalPicture Radio's Facebook group. Thanks for listening and have a great week.

{/slide="Interview Transcript"}
Listen and download this podcast at:

Copyright © TotalPicture Radio. All Rights Reserved. All trademarks and registered trademarks are the property of their respective owners.
TotalPicture Radio is a service of Total Picture Media.

We use cookies to improve our website and your experience when using it. Cookies used for the essential operation of the site have already been set. To find out more about the cookies we use and how to delete them, see our privacy policy.

I accept cookies from this site.
EU Cookie Directive plugin by www.channeldigital.co.uk