随着Spora Health的Dan Miller彻底改变了无障碍医疗保健医疗保健英雄PT。1

“消费者与内容之间的关系对于缩小差距、帮助他们保持沉浸感并提高采用率非常重要。——后台资本(Backstage Capital)导师、Spora Health创始人兼首席执行官丹·米勒(dan Miller)

为什么故事对创新过程很重要?哪些价值观可以灌输给分享故事的创新者?创新领袖如何激励创造者讲述和分享他们的成功和失败的故事?

我们采访了丹·米勒，他是后台的资本也是。的创始人兼CEOSpora健康他谈到了自己在科技领域的经验，以及他对其他企业家的建议。丹开启了我们的#医疗保健英雄播客迷你系列，在这里我们将与正在改变医疗保健领域的人们分享访谈。丹为弱势群体提供了机会，让他们分享自己在商业和医疗领域的故事。今天，他分享了对美国医疗体系的看法，以及有时成功是如何显现的。

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这一集的动力来自Untold Content的创新故事雷竞技电竞竞猜叙述雷竞技raybet提现．在这种身临其境、互动、故事驱动的体验中增加你的最佳想法。在这里，你的团队会为他们最新的项目、原型和提案改进讲故事的技巧，并从25个有影响力的创新故事的史诗般的例子中获得灵感。学习更多在https://undoldcontent.com/innovationstorytelling雷竞技raybet提现Trinning-2/．

凯蒂：欢迎来到“不为人知的创新故事”，在这里，我们会放大关于洞察力、影响力和创新的不为人知的故事。由Untold Con雷竞技电竞竞猜tent赞助，我是主持人Katie Trauth Taylor。我们今天的嘉宾是丹·米勒。他是Backstage Capital的导师，也是Spora Health的创始人兼首席执行官。丹，非常感谢你今天能来播客。

丹:谢谢你,凯蒂。我很高兴今天能在这里和大家聊天。

凯蒂：你能告诉我们你的创新故事吗？

丹:是的,当然。所以我认为我的创新故事——我认为推动力可能是美国在线和AIM在90年代中期出现在科技领域。

凯蒂：是的。

丹:我长大了 - 我猜这把我们带到了一点。但它很有趣，我现在在我的生活中进入一个舞台，我可以开始说这些东西，这只是有趣的。

凯蒂：这是奇怪的,对吧。是的，我可能也有类似的处境。

丹:我在新泽西的东海岸长大，在一个叫弗莱明顿的小镇，离费城以北大约一小时，离纽约西南约一小时二十分钟。我们在新泽西州与宾夕法尼亚州接壤的农村地区。我就是，我阿姨说的那种爱管闲事的人。我非常积极，对学习非常感兴趣。当时我听到了互联网的风声，我们在小学有了计算机实验室，谢天谢地，我在五、六年级的时候，我说服了我的父母，你知道，让互联网在家里。我猜我卖得很好。不久之后我们就有了AOL。在那之后，我开始意识到我可以通过我的指尖和键盘来追随我的好奇心，学习并接触到任何我感兴趣的东西。好像从那时起一切就结束了，我被说服了。在那之后不久，我学到了更多的工程方面的东西——退一步说——我非常喜欢电脑游戏和视频游戏，总的来说，还有游戏。 So I loved to play sports, and when I wasn’t outside being active, playing sports, I was inside playing video games on the computer or on, you know, a gaming system. And so I had a group of friends that we used to play computer games a lot together, and we ended up building our own Alienware computer just to make sure that we could have the fastest computer possible with the best video graphic card that was out at the moment and that we could modulate what the performance was of the computer. And I also at around that time started to get into kind of software development, quote unquote, just by programming my first role-playing game, this was around sixth grade. And this was the — this process over these few years was the impetus of me really understanding my love as a consumer for innovation and technology, but also the very first glimpses of what would end up being a career and actually creating these technologies. But it all just started around curiosity, for myself.

凯蒂：这是令人难以置信的。现在，您已经成为几个不同的加速器计划的一部分。是你 - 你有一些目前的消息吗？ondeck.吗?这是新的吗?

丹:是的,是的。OnDeck是Todt加速器。所以上个月我决定离开Atheros开始为我的下一个公司，Spora Health，创造种子。Spora Health将成为一个初级保健网络，同时也是一个虚拟服务，提供我们所定义的以文化为中心的保健。所以我们正在设计医疗保健，特别是初级保健，专门为美国的有色人种设计的。所以我们的目标是解决种族和民族医疗差距Latinx,美国黑人,特别是南亚和东亚的美国社区,但是我们不排除任何其他组织,但我们很包容这些团体和独特的设计经验对他们的假设,如果我们这样做,我们将能够解决严重的医疗保健差距。

凯蒂：丹，这是令人难以置信的。

丹:谢谢你！是的，这是一个非常大且雄心勃勃的目标，所以这是我现在的工作，加入OnDeck作为其中的一部分就是随着时间的推移尽可能地降低机会的风险。所以第一个迭代将是虚拟的专注于提供正念项目和营养项目特别是针对美国黑人社区。然后我们将从中学习并决定是水平增长还是垂直增长。但OnDeck和其他一些我们正在进行的项目应该能让我们更容易地做出这些决定。

凯蒂：你能告诉我们是什么启发你创立了Spora Health吗?

丹:是的。因此，Spora Health的推动力比特定事件刺激的过程更多。因此，我的最后一家公司在'15和'16开始的公司也在医疗保健中，一家名为级别治疗的公司，我们专注于向许可的心理治疗师提供视频访问。因此，我们是一种心理健康实践，我们只需通过手机提供服务。RAYBET雷官网但我们还建立了自己的软件，以自行管理焦虑和抑郁如果您不一定兴趣与职业心理治疗师有兴趣。因此，这是我对美国医疗保健系统的第一种沉浸式经验和理解，技术可以成为提供护理或增加护理的机会的真正良好的解决方案，最终改善治疗结果。到目前为止，我们这么快，我并不一定在我们在Atheros持续大约一年后兴奋。我们做了一些非常伟大的工作，我们增加了300％的年度，我们建立了自己的平台，我们真的帮助很多人可以获得就业机会。但我感觉想要开始别的东西。所以我刚刚做了一些时间 - 一段时间 - 一段时间，真的想到了我独特地解决的机会，这绝对是毫无疑问，无疑仍然在医疗保健中。 Digging a little bit deeper, what, you know, opportunities did I uncover or did I notice were kind of picking up in terms of velocity in the marketplace. Wellness is obviously one, and that’s not that uncommon. However, there is still an opportunity to create culturally relevant wellness products. And so there still is this disconnect between the producer of content and the consumer of content. And so these things aren’t necessarily linear in that, like, they’re not ubiquitous in that — let’s say if you have a, you know, the common cold you go to a physician, and most physicians are going to prescribe the same sort of medicine. We’re talking about wellness specifically around mindfulness and meditation. The consumer’s relationship with the content is extremely important in bridging the gap and helping them stay engaged and increase adoption so that you can increase outcomes and the benefits from the actual programs. And so the thought is that if we create something that is a bit more culturally local to how people are experiencing the world, what they actually are experiencing in their environments, then at the very least we can bridge the gap around adoption, which again, at the very least can start to suggest that we can increase treatment outcomes and engagement, which is extremely important when talking about nutritional programs and mindfulness and wellness. So after having that sort of realization, I still thought that that was compelling, but not compelling enough for me to want to leave my full time job and start something again, knowing that starting companies is very costly. So yeah, I just took a step back and thought, okay, if I’m operating from a place of abundance, what’s the largest that this potential approach could be? Like how much impact could we create through this approach? And I arrived at primary care, which has similar issues, and really spent a lot of time reading about the foundations of health care disparities and socially competent health care. And it turns out a lot of folks have been doing research on this for a few decades now. There still isn’t anyone nationwide trying to take this approach towards health care, and so that was a signal for me that there is an opportunity there and that there’s still some more research to be done. And so we continue to do some more research with consumerism or primary research. We had our first acquisition at Twitter where we — last week — where we actually developed for Black History Month, a Black wellness fair. And we brought in competent practitioners of Black acupuncturists, psychotherapists, massage therapists, folks teaching, or we had a Kung Fu Master teaching Qigong and Taichi, I led a guided meditation. And folks were really engaged and we had about 120 individuals come and participate. And that was a really strong signal that we’re heading in the right direction. So now moving forward, trying to figure out how we productize that and make sure that we are incentivizing the right actions and engagement behaviors.

凯蒂：这样重要和关键工作,我想,尤其是当我们听到更多的需求和理解在医学界,而且在更广泛的公共健康问题社会决定因素和需要真正达到人的我们如何和病人交流或消费者的医疗保健。你知道，这非常贴近我的内心，特别是在我早期的很多研究中，当我完成我的博士学位时，实际上是在阿巴拉契亚健康中心附近，以及在世界上那个特定的地区，你如何在那里的医生、提供者和社区之间架起桥梁，努力建立关系，制作教育材料，用他们自己的语言和他们自己的家乡与人们交流。所以，你知道，所有这些都是非常重要的。我觉得你正在做的，可以为其他文化和身份铺平道路并且真正挑战医疗保健作为一个整体去思考创造多样化的方法可能会说-真的，我认为这是关于打破假设，对吧?

丹:是的,没错。完全正确。是的，你完全正确。这些东西，因为它们存在于美国社会的结构中，它们出现在工作场所，特别是在医疗保健环境中。这就导致了信任的缺失。由于缺乏信任，通常也就缺乏适当的沟通。有时有更多的急性patient-to-consumer沟通之间的壁垒,就缺乏信任,缺乏沟通会导致对话的护理不发生,这是自己的问题,但也可能导致缺乏信任缺乏坚持,这也是昂贵的。很多事情最终会在宏观层面和微观层面成为公共健康问题，但不幸的是，它们也会对病人的健康产生负面影响。

凯蒂：是的，他们的生活质量，他们的家庭健康，他们自己的健康，个人的健康，还有社区的健康。你是绝对正确的。的另一件事让我很感兴趣关于你创建的是它激发,我认为,更多的可见性少数供应商或者,你知道,人们看到,其他人也许不老套的,你知道,种族或性别认同是服务于不同的提供者角色,正确的。你提到了针灸，身体，医学，当然还有初级保健。我们美国的初级保健提供者严重短缺。所以不仅让病人经历相关的美国黑人,而且还能够减少更多能见度供应商是黑色的,能够看到更多的鼓励和激励更多的年轻人说,是的,这可能是我,我可能需要职业道路,因为人长得很像我这样做,了。

丹:是的,是的,当然。这对我们所建立的实践的成功，以及确保我们代表我们所服务的社区，绝对是非常重要的。但是,你知道,非常透明,清楚这个,,我知道从纯粹的数量的角度来看,我们永远不会能够——我不会说永远,但不是在短期内能够提供相同的种族访问医生,尤其是在美国黑人的上下文。现在只有不到1%的住院医师是黑人，这和13%的美国人口形成了对比。那么，在我们的实践中，规模是怎样的呢?它的意思是，是的，我们要建立一个我们相信会吸引初级护理医生和其他类型的临床医生加入我们的实践来提供护理的实践。这并不适用于所有人，我也敏锐地意识到这个事实。那么我们该如何应对这些挑战和潜在的差异呢?所以,我们专注于教育和我们仍然专注于确保我们正在创造的工具,以帮助医生和临床医生在沟通和理解我们的实践是成功的环境,个人来自,随之而来的是他们与供应商的关系。当我们这样做,有一些工作和一些研究,但是,如果我们能够有效地做到这一点,我们将提前跳跃,目前我们现在像这些东西不存在,而他们出现后一直在研究报告中研究报告——这是在研究方面 but they also show up with a lack of mistrust and just feeling unsatisfied, unheard, and having negative experiences on the patient level when they leave their provider’s office. So understanding that we can’t have a one-to-one supply and demand type of relationship just yet, we do believe that eventually in the future maybe it’d be amazing if we could get there, but also understanding that it’s still going to be our job to make sure that we’re educating other physicians and other clinicians that are in our practice to understand the experiences in the environments, socially, that communities are existing in, and the things that they could be bringing with them in their bodies to work.

凯蒂：当然，我完全同意。你真的会——这个概念真的会改变所有人和所有提供者对待他们的护理的方式，所以我认为它是非常强大的。当你推出这个项目的时候，我知道它还很年轻，但是当谈到这家公司的故事时，你现在在想什么呢?

丹:说到这家公司的故事，我主要考虑的是差异化。所以我在想"我们如何以一种清晰易懂的方式推销自己让医疗保健网络，供应商和终端用户都能理解? "所以我一直在想，什么样的语言最好用。我已经和很多不同的党派谈过了。这是我设计过程的一部分，也是我为任何一家公司建立品牌的过程。之后我有一种理解假设可能是我们需要解决,我马上出去,开始之前我个人谈论它,你知道,任何形式的清晰的电梯游说或真正的任何形式的理解如何包特别我工作。第一的几次谈话,你知道,,我只是听起来像我散漫的因为我,但是,你知道,对我来说,我知道我知道的信息,我知道我的竞争能够获取信息,保持信息,你知道,正确的类型的信息对不同的人说话时,我需要。但对我来说，部分工作是走出去，进行对话，评估人们对我所说的话的反应，理解他们问的问题类型，理解视觉，解读肢体语言，理解他们是否同意我所说的，或者是否对我所说的有争议。这个过程有助于我在接下来的谈话中说什么以及什么时候说。 And to why that’s important is because for technology companies in particular, but also healthcare companies, individual health companies, there are a lot of new entrants in the market every single day. Branding is going to be increasingly competitive. If individuals are not able to create a strong brand that effectively communicates what it needs to communicate to the market, they’re not going to be around in 5, 10, 15 years. And I’m trying to build a company that is going to go public in 10 years. So I’m very focused on making sure that we are doing the groundwork to start from a strong position, from a branding perspective, and so part of my processes to get out there and talk about these things, but also make sure that we have a strong process to synthesize the learnings from these conversations and the value propositions that we’re creating into an online presence. So whether that’s a landing page, whether that’s an app, or offline experiences that we’re creating, as well, they all need to feel the same way and speak to the same things.

凯蒂：这是一个很好的建议，不要等到你的电梯演讲是完美的，去尝试它的人有点-

丹:是的,它是,即使你认为它是完美的,你要去那里,你知道,尝试排练或者试着背诵一些排练和记忆,这是——我一直,我有这种方法很早就在我的创业生涯。感觉不真实，不真实。你可以告诉当——好吧,至少我可以告诉当——一个人只是知道材料和他们真的与他们解决的问题或者是他们只是,你知道,重拾,排练的事情,因为他们知道他们需要什么来描述他们的工作。你知道，真实性总有一天会赢得这场战斗。

凯蒂：是的,当然。我认为这几乎是一种开放的参与，当你做得不那么完美时，你在为你的听众提供给你反馈的机会，同时你也在贬低自己。

丹:我同意，谢谢。

凯蒂：我对“快速打破东西的概念”以及可以在健康启动空间中兼容的方式感兴趣。你能分享一些关于你的一些想法吗？

丹:是的，这是一个很棒的话题。这是一个很大的话题。所以从高水平上退一步说，我们，我说我们作为技术领域的技术专家和企业家，并没有处在一个很好的位置，因为它与公众舆论有关。这是我一直在思考的问题。我意识到了这一点——这些趋势在2016年就开始了。没什么——你知道，他们没有现在这么糟糕，但是，仍然有重大的入侵发生。当我真正理解产品是如何被设计,用户体验的阴暗面会是什么样子,它看起来像什么,以及这些方法对制造产品,所谓的,粘性和上瘾的消费产品中得到实现,我真的知道,你知道,这并不是一个很好的场景,你知道,激发市民和市民的信任。但我也知道另一方面，数字健康产品要想成功，我们确实需要数据，并真正了解方法是否有效，获取数据是至关重要的，收集和共享的数据点的数量远不及Uber、谷歌、Pinterest或Twitter等消费品的比例。 And so whereas you may be having access to hundreds of millions and billions of data points, as something like Facebook, within a digital health company, you may be lucky if you get access to, like, 100,000 Macs, like, you’re going to get — and that scale is very hard across different patient populations to understand which approaches are working well in it and providing statistical significance, so we can be smarter about, you know, the products we’re building. And so why start there is because it’s important to understand the context and the environment that we are in currently. So when we talk about notions like “move fast and break things,” parts of them have their place within health care companies, largely they do not at all. And it’s good, the only places that they really do hold a, you know, hold a place within a digital health company is when we’re talking about internal decisions around design and product decisions that don’t necessarily impact, or don’t involve, a user to move forward, or user’s data to move forward. Depending on the type of product that you’re working on, you know, this may be a large part of your — a large percentage of the decisions that you have to make day-to-day, or very few percentage of the decisions that you make day-to-day. But that seems to be the barrier for me, is that if we’re involving any data points that pertain to any patient or user’s data and leveraging that to make decisions, we can’t disrespect that and throw caution to the wind and move fast and break things. This is not, this is not a you know — we’re not in an environment where we can just, you know, a product can break. And so potentially this could be, like, life-threatening scenarios if one of our products breaks or goes down for a second or a particular, you know, a few minutes, or half a day, etc. And so it’s analogous to, you know, not one-to-one, but it is analogous to the financial services industry and a lot of the companies that are in that space, and they’re facing similar challenges from this lens around trust with the general public and not being able to really move fast and break things, you know. That type of rhetoric is reserved for consumer products that, you know, don’t necessarily have that much potential negative impact on individuals and society at large, but even still at that level, I don’t necessarily prescribe to that. I think we should be moving as quickly as we possibly can, for sure. If we’re gonna be resorting to breaking things, let’s break them internally in process and not in production where people are —they’re not being exposed to, I almost said our negligence, but you can make the case that it is negligence, actually, in some cases, but I don’t want to just externalize, you know, a particular system or industry’s intent to move fast and try to grow as quickly as possible to building bad experiences for the public.

凯蒂：正确的。是的,没错。我也认为，在Theranos之后的世界里，对负责任的行动和任何形式的举报的需求都比以往任何时候都多，但对于医疗保健公司和其他创业公司，甚至是医学以外的公司，也要有有效的发现来支持他们的发明，并在一定程度上发表，让他们的工作得到同行评审，让发表论文的科学家进入他们的顾问委员会。我认为现在的压力比以往任何时候都大。和我们开始看到这些行动的需求上升,尤其是在卫生技术。但这是一个巨大的挑战的工作内的创业文化,但也准备好,水平的责任和信任从一开始这就是要求。在医疗保健行业，或者你提到的金融科技，或者你知道的，航空是另一个浮现在脑海中的行业，我认为，在这些行业，从头到尾都必须高度可靠。没有错误，真的，没有关键的错误。

丹:是的。

凯蒂：你能不能告诉我们，我想在剩下的时间里转换一下因为我们还没来得及谈论后台资本这个组织是多么的不可思议它是如何克服重重困难成立的Arlan你知道，几年前。现在你是那个不可思议的风险投资公司的导师。你能跟我们说说你作为导师的角色吗?

丹:是的。你知道，这太疯狂了。我的故事与后台的几个不同的人有交集，所以现在我成为了他们一些加速器公司的导师，这是一个完整的循环，真的很酷也很有趣。当我在做水平疗法的时候，我的一个早期投资者，他认识阿伦阿伦通过NLP和他联系，所以这个人把我介绍给了阿伦。她当时正在为后台资本(Backstage Capital)的初始基金全力筹资。当时，她没有投资，所以就像，好吧，没问题。所以我继续我的旅程，我当时在筹款，实际上做了一个播客采访在一个叫使命和价值观由绅士的名义布莱恩·兰德斯．快进到今天，布莱恩·兰德斯刚刚宣布成为他们的普通合伙人大概一两个月前，在布莱恩就使命与价值观采访了我几集之后，他采访了阿伦，然后他开始工作其实，我认为阿伦收购了使命和价值观，其中一部分就是收购了整个团队。布莱恩开始从事设计工作，我想他是他们的首席设计官，然后他是一个企业家，和很多其他投资组合公司合作然后成长为首席运营官现在是一个普通合伙人。只是说——

凯蒂：就是不可思议的。

丹:是的，这太酷了 - 这些故事有时候会活着 - 所以对我来说，去年后舞台上的导师呼吁在三个不同的城市宣布他们的加速计划，我相信这是L.A.，费城和伦敦。And at the time, I was based in New York and the time difference wasn’t that difficult, and so I was very interested in mentoring some of the companies that were building out marketplaces and/or health care or music related startups and it ended up being a good fit, and so I’ve started mentoring some of those companies while they were in the accelerator, the companies are based in London, and yeah, excited to continue to do so for some of the cohorts of companies. It’s something that’s really close to my heart and making sure that the next wave of innovators and entrepreneurs have the right understanding of considerations to take into account when they are building their businesses. And yeah, that was something that was very successful for me when I was just starting as an entrepreneur and helping identify what I didn’t know and how to go find the information and the resources to learn those skills or just learn the information, get access to the information. And so I want to make sure that I’m being as supportive of the next generation as possible so that we can, you know, at a high level and at a kind of society level, make sure that we are shortening the on-ramp to innovative products and at a kind of local, zoomed-in level, making sure that we’re decreasing the amount of negative interactions that entrepreneurs can experience in their path of trying to create a lot of impact in this world.

凯蒂：是的。是的,当然。它真的很改变等式的所有方面。It’s empowering the founder, it’s changing what funders — who decides to go into funding, it’s putting pressure on other venture firms to show that they are being more inclusive in their hiring practices and in their, you know, leadership practices around who becomes partner at those firms. I just —it’s such important work. And I think, you know, even here in the Midwest, where my startup is headquartered, there’s constant conversation. And at least if we’re not making progress, at least, damn it, we are having a conversation about it, even though sometimes it feels like beating our heads against the wall to try to change the number of minority founders and women founders who are getting venture money. But I just so respect the fact that you spend some of your time mentoring at Backstage, and I am a huge fan of everything that Arlan has evangelized for there.

丹:是的，我被震撼了。阿伦所做的工作，以及在后台的投资组合公司所做的工作，让我深受鼓舞，总的来说，就是后台资本的精神，以及它在华盛顿和金融行业的重要性。你是完全正确的，我也同意，我相信这是非常重要的工作，有很多非常重要的元评论正在发生，所以我想要尽可能地支持。

凯蒂：丹，当它涉及到，你知道，就我们，每个人，当我说我们，任何投资或对创新感兴趣的人，谁想在任何方面成为创新社区的一员，提供建议你对他们有什么建议继续挑战假设，挑战过去那种刻板的创业文化?你有什么建议吗?我们正在努力更多元化地理解什么样的故事应该在创业界被接受和赞美?

丹:好吧，我想我还是用我在人生旅途中学到的两种价值观吧。它们可能听起来相当模糊，但它们植根于经验和我们物质现实的各个方面。首先，一切皆有可能。我的意思是——我特别强调一切都是可能的而不是一切都是可能的——我的意思是宇宙中存在的所有机会都存在于此时此刻。意思是，如果我们相信热力学定律——它解释了宇宙的基本组成部分并不是由物质创造的，它只是改变了形式——那么创造未来的所有可能性就存在于这一刻。作为创新者，作为企业家，我们的工作就是把这些点连接起来，确保我们能够创造未来。有时这需要很长时间，很长时间，很长时间，大量的思考和大量的合作，有时不那么多，但这就是工作。所以，对于那些想要走上这条道路，成为创新者和企业家的人，我想与你们分享这一点，因为你们需要依靠那种程度的信念来理解你们正在做的事情是可以完成的。如果所有帮助成功者成功的机会都存在于这一刻。但这也是一种认识，不是每个人都能成为托马斯·爱迪生。 We can’t all be the person that actually is known for the creation of the large invention, sometimes we — it’s our role to do all the work we can to build, I say, the little filaments that’s in the light bulb. And that takes a lot of time, right, but we don’t know — the inputs are exactly the same. And you don’t know where you’re going to be on that path of innovation. And so do not be so attached to the outcomes. And just understand, this is the work that you want to do. Saying that, you know, again, the inputs are exactly the same, you don’t know where you’re going to be on this chain of innovation for a particular set of products, but to do your best to understand that, you know, the universe is on your side and all these opportunities to help you be successful are already present. And the last thing is to show up. And so, I’ve learned that over my career, 80 percent, if not 90 percent, of my success could be attributed just by doing the hard work that it takes and the easy work, honestly, that it takes just to show up and be in the room or to be in a position to be lucky. And so by that, I mean the hardest thing — I’m a long distance runner — the hardest every single time I go out to run, the hardest actual actions to take are, you know, putting on all my gear in my apartment early on the morning to get ready to go out and run. As soon as I get outside of my door and start running, like, it just — my body takes over and I understand what I need to do, and it’s just easy peasy after that. The hard part is showing up, the difficult part is staying in the game and being committed and doing the small — the actions that other individuals are not willing to do to get to the places that you as an innovator want to be in, right. And so making sure that we’re not just showing up, but also over time, you’re going to want to try to optimize those moments that you are showing up, right. So this is a really quick story about this is like if you’re going to be in class in university, you know, you go to class and, you know, there’s a range of places that you can sit in the actual, in the classroom. By and large, when I sit in the front row of a class I am more engaged, I feel like I learn more, I actually do believe I learn more, and I feel more connected with the material because physically I am much closer to where the source of the material versus when I sit towards the back of the room, I’m physically further away, there’s all these types of distractions to grab my attention, and it’s not the same experience. And so if we’re going to show up then show up and do our best and make sure that we’re 100 percent present. And those two notions have taken me a very long way and understanding that everything that we experience was created by someone no smarter than me, and that largely all I need to do is to find the information that I need to create and make the next decision I need to make and to do it to the best of my ability. And then we’ll see where the chips fall.

凯蒂：绝对的。我喜欢这种建议，真正思考，你知道，只是如何倾向于出现的纪律和剔除。我喜欢那个。谢谢你！谢谢你，丹。这是一个令人难以置信的对话。我迫不及待地想看到你的下一个大东西出现了。我真的很感激你今天才能分享所有见面的时间。你能告诉我们我们在哪里可以在线找到你吗？

丹:是的,当然。我的作品集和网站是danmmiller.com．在社交网站上，我是@mauricemillerrr，最后有三个R, On推特和Instagram.．我的电子邮件是hi@danmmiller.com为任何想要伸出任何东西的人。

凯蒂：太棒了。非常感谢。一定要关注Dan的工作，我很感激你是创业社区的导师。再一次，我迫不及待地想知道你接下来会有什么。非常感谢你来到播客。

丹:绝对的。非常感谢你邀请我，凯蒂。

凯蒂：感谢您在本周的剧集中听。请务必在社交媒体上关注我们，并将您的声音添加到谈话中。你可以找到我们@untoldContent。

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