Compassionate Capitalism: Creating Healthy Business Relationships And Making A Positive Impact On The World With Blaine Bartlett


It takes good connections and a strong relationship in order to grow a business. It’s a business leader’s main job to create, form, and sustain healthy relationships because at the end of the day an organization is just a group of people in a relationship. They’re in a relationship with each other, they’re in a relationship with the customer, and they’re in a relationship with themselves. Join Tony Martignetti and his guest, Blaine Bartlett as they give meat to the bones of this timely and relevant topic, as well as the other basic tenets of compassionate capitalism, which he discusses at length in his eponymous book. Blaine is an author, entrepreneur, leadership coach, and the President and CEO of Avatar Resources Inc. Connect with Blaine as he tells you the importance of having a strong imagination, creating strong relationships in the workplace, and using business as a vehicle for service and making a positive impact on the world.


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Compassionate Capitalism: Creating Healthy Business Relationships And Making A Positive Impact On The World With Blaine Bartlett

In each room, we spend time looking at it from the perspective of, “What does it evoke? What is it going to bring out in me, my wife and my guests?” That idea because it's all relationship. I have a relationship with the outdoors. I love the outdoors. How do I bring the outdoors indoors? We designed the deck to make that happen. It’s all of that stuff and paying attention. Most people do not pay attention to the quality of their relationships. The relationships are out of sight, out of mind and energy will follow attention. Pay attention to something and you've got an energetic dynamic that becomes interesting.


It is my honor to introduce to you my guest, Blaine Bartlett. He’s a coach and consultant to leaders and executives of companies and governments. He's personally delivered programs to more than 300,000 individuals and has directly impacted more than one million people worldwide. That’s his impact. He's been featured in the TV series World's Greatest Motivators, playing as CEO and President of Avatar Resources, an Adjunct Professor at Beijing University. He's the Managing Director of the Global Coaching Alliance as well as the Founder of the Institute for Compassionate Capitalism and a long-time member of the Transformational Leadership Council.

He sits in the Board of Directors of the Unstoppable Foundation and the World Business Academy where he also serves as Director of Education. In 2012, he was formally invested as a Knight of the Sovereign Order of St. John of Jerusalem Knights of Balta, the world's oldest humanitarian organization. Blaine is the author of five best-selling books including The Leadership Mindset Weekly. It is my honor to welcome you to the show, Blaine.

It is my pleasure to be here. I've been looking forward to this conversation.

When I think about people who I've had in the show, I think about people building legacies and impact. I look at that bio that we walked through and I think, “That's impact.” A positive impact at that. We are thinking about this from a conscious capitalism perspective and ensuring that people are coming to their world with the right perspective.

I appreciate you saying that. Thank you. It's been a fun journey so far. I'm looking forward to many more years.

It’s not even close to being over that's for sure. You got a lot more to go. As we do on the show, I want to share with you a little bit of how we roll. We talk about people's stories through what's called flashpoints. These are points in your story that ignite your gifts into the world. We're going to give you this space to share your flashpoints, to share your story and we'll pause along the way to see what's showing up. Let's give you the floor and let you take it from there, Blaine.

I want to commend you on the use of the word flashpoints. It's very evocative and I think it does speak specifically to something that I pay a lot of attention to, which is the use of the imagination. I think the imagination is like a muscle. If you're not using it, it will atrophy over time. In much of the work that I do with clients around the world, imagination has atrophied to a significant degree. Kids have no problem with this. They imagine all kinds of things. It's all out there. Adults, not so much. Flashpoints for me, I'll speak from my own experience, they occurred at what might be called a pinch point in life where something is like, “I can't go any further on this path. I've got to decide what's going to be next.” It's not about turning back. It's about, “What am I going to carry forward? What do I want to let go of?”

Imagination is like a muscle. If you're not using it, it will atrophy over time.

It's like the monkey that reached into the jar. He's got to let go of something in order to get his hand out of the jar once again. That flashpoint, that eureka moment, that blinding flash of the obvious sometimes is what comes to mind. The first one that came to mind goes back to the 1970s in the Human Potential Movement. I got involved in the early to mid-‘70s and I ended up working for one of the largest companies in the world at that point in time. I remember taking the program as a student too, which was my introduction to this.

I had read Maslow. I was very Carlos Castaneda. I was steeped in this notion of a hierarchy of motivational needs and self-actualization but it was intellectual. It was truly just a mind construct. There was this epiphany, this moment in the first program I took where I stepped through the looking glass. That's the only way I can describe it, the veil lifted, time stopped, space disappeared, I was connected to everything and that lasted for a while. It wasn't just an epiphanous moment. It lasted for about a week. People thought I'd gone crazy and I did. It’s as if I had a break with reality, as people would describe it. I was very cognizant of what was going on. I wasn't stupid or anything else but I was aware of the connection.

I was sublimely at a flashpoint and I'm ecstatically aware of the connection. Everything was connected. In that connection, I also got a glimpse of causality. My consciousness was in play. What was I manifesting as a consequence of realizing this connection to this zero-point source of power? We can describe it that way. Everything seems possible. A trivial example, parking place. It's like, “I want to park. I'm driving into a parking lot at a big shopping mall. I don't want to walk. Why would I walk? I drove there so I want a parking place close.” All of a sudden, there's a parking place that appears. It's like, “Coincidence.” Probably, but at that point in time my experience was I'm manifesting what it is that I'm saying I want to have in my life. Even something as small as a parking place.

As nonsensical as that seems as a flashpoint, it stayed with me. It moved the mental construct of self-actualization and all that that is contained with into an experience sensed in my body. It became real at that point. That's carried with me. That was in the ‘70s so it’s been a long time. That's crazy. That scares me but that stayed with me and it's been a North Star for me as I embarked on my career. That was one of the greatest flashpoints. Out of that there were some other smaller pieces that occurred in the years subsequent to that but I kept coming back to that. It was like a notion of Carl Sandburg, “Take the path less traveled.” I kept coming back to that as the path less traveled because most people would tread down a path of the known. I got intrigued with, “What's not known? How can I get there?”

I love that you're bringing this up because of all the things that people would mention on the show, this is one of those things that once you see, you can't unsee. It starts to unfold the world that was hidden in plain sight but you never knew that was there. It's such a beautiful way to change your outlook on the world. Up to that point, you start questioning, “What are all the decisions I made before that I could have done differently if I had known this?”

What's interesting is there's a paradox that I wouldn't have gotten to that point had I not made those previous decisions. Take something away and something else changes.

It’s such a powerful moment.

VCP 90 | Business RelationshipsIt was a seminal moment in my life in a lot of different ways. Fast-forwarding, it served me as a compass as I started building my career. I say building a career because, in my experience with humans particularly men, I'll talk about this in a gender-specific way. Part of this has to do with the time period in which I grew up and I don't mean this in the way that it sounds now. I was the breadwinner in the family. My dad was the breadwinner in my family and that carried forward. I had a lot of ownership on the responsibility, not the heavy responsibility but the responsibility to take care of family.

A lot of my orientation at building my business and career was on what can I get here that I can use for the family. What can I get that will enhance the process of building this organization? We ended up building an organization that had offices in four countries and we were quite successful. Fast forward from that building process which was organized around, “What can I get here that I can use to build more, to build bigger?” My wife died in 2010 and my world turned upside down. When you think of flashpoints, that's why I described it as a pinch point. I couldn't go any further on the route that I was going.

I got to the point where I could do my work pretty much with my eyes closed. There was not a lot of juice in it. This was true in the period that she was ill. She was ill for about four years before she died. It was multiple myeloma cancer. I was very preoccupied with bringing things in to take care of things. That role of caretaker got amplified. When she died, it truly was an existential crisis. My rug got pulled out from me and I had to examine everything. What's my life about? What's my business about? I knew I couldn't continue working in the way that I was working. There was no passion in it any longer. If I did that, I was going to die myself.

It was soul-sucking in a very specific way. The blinding flash that comes with flashpoint here had to do with the fact that I took about a year off. We started downsizing the business and it was appropriate to do it at that point in time. I kept clients and contracts that we had obligations to. We kept those viable and did good work with them but I started winding things down a bit here. I started shifting my sensibility around and this is where our imagination came into play because flashpoint illuminates. There's a light of illumination and then imagination has room to move in the light. In the darkness, not so much. You can't notice it in darkness but it's still probably there.

I started imagining what the future could be like and I got pretty playful with it. I now went back to that original one that we talked about where time stops, space disappeared and I was experiencing myself as a cause in my world. I started taking a look at what it meant to be on this planet. I had, up to that point in time, been a center of aggregation, which would be one way to talk about that. It was predicated on, “What can I bring in then use to build security and the business?” That sort of thing. I started looking at what is one of the fundamental laws of the universe? I did a lot of walking in nature. I was walking by the seashore. I would go out in the woods and nature seemed to be in constant circulation.

Things in nature didn't aggregate, they moved. Bob Proctor, a good friend of mine, suggested I read some Thomas Troward who was a British jurist. He's one of the deepest philosophers I've ever read. This guy has amazing, dense work. I started reading Troward and he had a series of lectures that he did in Edinburgh, Scotland at the turn of the late 1800s. These were all transcribed and the book is called The Edinburgh Lectures.

There was a lecture that he gave on the spirit of opulence and it wasn't about aggregating wealth. It was about seeing yourself as a center of the distribution. Everything circulates. For him, one of the primal laws of life was the law of circulation. For years, I have been focused on not getting but giving. That law of circulation. Much of the work that I do is available for free for people. Now, if people want to work with me one-on-one, there's stuff that goes on with that but the basic stuff is all available for people to have access to. It's not mine. This was sourced in the university. It is everywhere. I look at content. What is content? It’s something that needs to be distributed.

That was part of how I started to redesign my work and how I started to redesign the business as a center of the distribution, not as a center of proprietary intellectual property that needs to be guarded. Everything's connected so everything should be taken care of as if it's connected. That gave spawn to the book, Compassionate Capitalism, which was an international bestseller. It was predicated on the notion that everything is connected and I need to take care of the whole as a business person.

I want to pause for a moment to look at this and say, “Wow.” The theme of your life has been about you giving and connecting all throughout. Even with your relationship with your wife, in some ways, being okay with the passing of your wife and dealing with that must've been challenging because you're thinking to yourself, “Why does this happen? Why did this event in my life happen when I didn't manifest it? This is not manifesting in this way.” In some ways you giving away or giving up on that is part of what you've always been doing. You've always been giving of yourself, even the things that you cherish very much so but it continues to come back to you in some way.

Pam, my late wife, manifested the life that she manifested, which for all of us includes our own deaths at some point in time. The manifestation that I was paying attention to with her passing was, “What are the thoughts that I’m manifesting? What are the behaviors and emotions that I'm manifesting? How do I utilize those?” Those are the only things that I have control over within this thing that we call reality. Stuff happens. It just happens. COVID appears.

What I have control over are my thoughts, feelings and behaviors. Those are the only three things that I have control over. Everything else is out of my control. I can do the best that I can to set it up so that it looks like it's going to win so that it looks like it's going to happen and then something untoward knocks things off-kilter. I did my best and then I can step back and go, “One more time with feeling,” or, “That was horrible. I guess I better fold the tent.” Both options are available to me and it's my choice.

Relationship is at the heart of all things that get done in business.

I love that you said that because that's exactly where I thought you would go with this. It's this element of you can only control what you control and what you control are your thoughts, behaviors and actions. Everything else is up to the universe to control from there.

It's the distinction between being reactive and being responsive. That's the function of awareness and consciousness.

You got into the Conscious Capitalism Movement and that was something that wasn't always there. It's something that you had discovered along your path. You’ve written a book about it that was pretty powerful. Is this where your head's at that you're still very actively engaging in this space?

Absolutely. When John Mackey and Raj Sisodia wrote the book Conscious Capitalism and both of them are good friends of mine. I've spent time with both of them on a number of different occasions. I remember a conversation I had with Raj in particular but John was also on a periphery about consciousness. It’s about an awareness of connection. My question had to do with what do we do with that awareness, which is where Compassionate Capitalism came into play because it's a description of the behavior that I engage once I become aware that you and I are connected. That my business is connected to the community and the planet. It expands the stakeholder universe exponentially. It truly does.

VCP 90 | Business Relationships

Compassionate Capitalism is a charter in one sense but it's also a charge to behave compassionately with every decision that you're making as a business owner and consumer. “Am I buying from an organization that is more or less and it's probably about a 51/49 proposition doing good? Certainly, doing less harm than ill. I wrote Compassionate Capitalism years ago. I'm looking at the leadership function in businesses now. How do you lead a compassionate or capitalistic organization? I'm at the point where a business is, for me, a spiritual discipline. I don't mean that in a religious sense but it evokes if I'm looking at taking on this challenge of being a compassionate capitalist. It calls out the best in me because it confronts practices that are antithetical to good health and wellbeing. I've redefined the purpose of businesses for the work that I'm doing.

The purpose of business, as far as I can tell, is to uplift the experience of being on this planet. To uplift the quality of life on the planet for everything. For a tree, rock, fish or human. If I'm uplifting the experience of living on this planet, I'm probably going to be making money because people are going to be wanting to have access to my product or service. That's different than the purpose of business which is to make money. I can make money by raping, plundering, stealing and all kinds of stuff. None of which is particularly compassionate.

That's where the robber barons come in and all of these other things we start to play with. The idea of business as a spiritual discipline has a hard edge to it because it requires me to make business decisions in service of a greater impact. One of the things I'm playing with this is creating something around the Hippocratic Oath for business leaders. First, do no harm. If that's the oath I take as a business leader, first do no harm. It's like how Google started out with don't do evil. They got away from that, unfortunately.

I like the idea of, first, do no harm. Also, find out ways to not just do no harm but also how can we improve the betterment of society without doing no harm. That's where this gets juicy and exciting. I love that you approach it from the perspective of seeing that although businesses do have the identity of a human, of a body, which is interesting how that law came into place many years ago that what are businesses but people. People have souls. They have spirits. We need to start with understanding how to connect with those people and get them to understand what it's all about. That they can become the shepherds of these businesses. Also, ensure that they create the things that are going to be the engines.

In fact, the tagline of the book Compassionate Capitalism is A Journey to the Soul of Business. It is a journey because most businesses have lost connection with it. It's a journey back to the soul because every business was founded on that entrepreneurial spirit, so to speak. I love this story. There's a confectioner in Japan that is a business that is over 1,000 years old. This business has been in existence in the same place for over 1,000 years. Talk about longevity.

The secret to their success is they've kept a connection to the soul of the business. They haven't been focused on gargantuan size. They've been focused on providing the service. The idea here is, “Our customers get uplifted by coming in and being with us. If they're feeling uplifted, they're going to keep coming generation after generation.” The intent was never to get rich or to build an empire. The intent was to do good and they've kept connected to that in various ways. It's 1,000 years old.

There's something about that. Talk about loyalty to a brand, you don't have to do anything fancy. You just have to keep that spirit of what your intention is and doing the good things that you want for that company.

You mentioned that relationship. That’s all I think an organization is at the end of the day. It’s a collection of people that are in a relationship. They're in a relationship with each other. They're in a relationship with customers and that kind of stuff. They're also in a relationship with ideas. People in the organization are in a relationship with values. They're in a relationship with their parking places, all kinds of relationships.

To the degree that these relationships work well, the organization is going to have a pretty good shot at staying around. They're going to be successful. Most business leaders don't pay attention to relationship quality. The only time that they'd start paying attention to relationships is when they've got two people that are at logger's heads. I get called in and they’re going, “You need to fix this because this isn't working for us.” Relationships are what the leader's job is. A leader needs to pay attention to forming, creating and sustaining high-quality relationships in all of their varied forms because everything's connected.

The more and more you mention that, it's starting to sink in, this connection piece and relationship is at the heart of all things that get done in business. That seems like, “Of course, obviously, duh.” At the end of the day, many people lose sight of that. I'm going to take a moment to share one little story. My dad had a business and he used to always say that the value of his business is wrapped up in relationships. Now, it's all making sense that that's why he used to always say that. When he sold his business, it's a service business, what he sold was the relationships that he had. That was an interesting thing that it came down to just that, relationships. That's what the business was.

I founded my company in ‘87 and I can count on one hand the times I've signed service contracts with clients. It's all been based on a handshake. I got that from my dad. He did everything on a handshake and never went back on his word. I remember during the first gas embargo back in the ‘70s. My dad was a serial entrepreneur. He started a trucking business. “Dad, you don't know how to drive a truck.” “I know but there's money in this. I can make this work.” He went out and he ended up with an interestingly sized trucking company. He was a middleman jobber. He would sell primarily produce, dairy goods, meats and what not to grocery stores and grocery chains. He would source it, drive it and unload it, that kind of stuff.

When the embargo hit, a number of businesses went out and declared bankruptcy. He was left holding, at that point in time, hundreds of thousands of dollars in debt that he couldn't collect on. It would have been easy for him to go back on his word to the folks that he had purchased from and just declared bankruptcy himself. He didn't do that. I remember this because he and mom were sitting at the dinner table having conversations about this with us kids. He said, “My word is my bond. If I don't keep my word here, I won't trust myself to keep it the next time I give it to somebody.” That stuck with me. I wouldn't have called it a flashpoint but in retrospect, it is a flashpoint for me in terms of, what is integrity in practice. Integrity in practice isn't easy to do. It requires some hard choices. He carried that with him.

I've got clients that have been with me. My oldest client has been with me for 33 years or so now, all on a handshake. The average tenure of my client base is about ten years. The only times I've signed contracts in my business are about five occasions and those have been with large global multinationals where the attorneys got into play. It's like, “Yeah, whatever. Give me the piece of paper. I'll sign it and we'll work from there.”

That relationship piece and that's why I think business is a spiritual discipline. I love this. I came across this reading and it was a metaphor. The guy that was writing this said, “I thought about going to the cave in the Himalayas. I thought about going on meditation retreats for a month. All of these things in service of becoming more enlightened.” He says, “What I decided to do was get married because I keep confronting myself. Every time I turn around, there I am. My spouse brings up all of this stuff for me.” It is funny because there's nobody out there but me. If I've got an issue with something, it's my issue. I wouldn't have an issue if it didn't live inside me.

It's such great insight. I've never heard somebody put it that way.

VCP 90 | Business Relationships

For a business owner, if they want to grow spiritually, not in a religious sense but in terms of manifesting the fullness and the wholeness of who they are, start a business. You will confront parts of you that you never knew needed confronting. Some of them will be pleasurable. Some of them will be, “Oh my God.”

You’ll peel back the onion for sure and see what you're made of.

It will stretch you in some interesting ways. Life wants to grow, life in a colloquial sense. That's what the spirit is. That's what the soul of a business is. It's that spark. It's the soul of a tree. It's a soul of a rock. Rocks do grow over time. Everybody and everything wants to express itself. When I talk about growing, I'm talking about expression. What's the best manifestation of who I am, who we are as a business, who we are as a culture or as a nation? What's the best manifestation of that?

The sentiment is powerful. It's not just the expression but it's adaptation. Knowing that we're not meant to stay the same. It's about continuing to see where we need to grow but also to adapt to the changing environment that we're in because the environment is constantly shifting. We need to think about how do we adapt without losing the core of what it is that made us who we are. Maybe that adaptation is not about changing who we are but it's more about discovering who we are.

It is a discovery process. Darwin, it's not survival of the fittest. When you read Darwin, he talked about the survival of the adaptable. The species that could adapt most quickly is the one that was going to dominate. The colloquial way of describing that was survival of the fittest. Fittest had nothing to do with it, it was adaptability. Adaptability had to do with being more, being different and expressing myself in ways that are consistent with what's required now.

To be able to fit and survive in your environment, not the fit like, “Look at me, I'm muscular.” It's about being able to survive in the environment that you're in. Survive isn’t even the right word, it's to thrive in that environment.

That's the migration. It’s moving from the pinch point, “I've got to survive here,” to, “How do I thrive in this new environment that I find myself in?” That question of survive to thrive, it's almost a pulsation if I'm willing to take that on. This is why I said it's a spiritual discipline as a business. Business cycles contract and they expand. In every contraction, I'd better not be looking to how can I get back to what was before. That's what I love about this COVID and I mean that. It's a contraction phase. Anybody that's looking at going back to the way it was is missing enormous opportunities. This is where imagination comes into play. Imagination is the gateway to thriving.

The purpose of business is to uplift the experience of being on this planet

You can't logic your way out of this. You can't think your way out of this. You have to imagine your way out of it.

Your organization, Inspired Purpose, that's imagination-driven.

I love that you think of it that way. The core of what I want to do is make sure people think that way. That we can't continue to do the same thing the same way. We have to think differently to move the ball forward. We've covered so much ground. What are the biggest lessons that you've learned along your journey? We haven't even touched your entire journey but I'd want to see what are the 2 to 3 things that have been your biggest lessons you want to share?

At the end of the day, Tony, it comes down to a relationship. It comes down to honoring the connection that is and paying attention to the quality of the relationship that I'm engaged in. I mean that in a broad sense. If you're sitting in a chair that is uncomfortable, do something about that because you have a relationship. At that point in time, with a chair that is distracting you from being all of who you could be. Get a comfortable chair. We redesigned our home here. I spent two years on a remodel and there's a notion called ontological design. To paraphrase it, “I designed the environment so that it designs me as a consequence. In that designing of me, I then design it.” There's reciprocity.

This is why it took two years. We were looking at ontology. What is sitting in this room going to do for me? How is it going to evoke more of me? In each room, we spent time looking at it from the perspective of what does it evoke. What is it going to bring out in me, my wife and my guests? It's all relationship. I have a relationship with the outdoors. I love the outdoors. How do I bring the outdoors indoors? We designed the deck to make that happen, all of that stuff, but paying attention. Most people do not pay attention to the quality of their relationships. The relationships are out of sight, out of mind. Energy will follow attention. If you pay attention to something and you've got an energetic dynamic, that becomes interesting.

We talked about control. What do you have control of? People have more control than you think about how things play out. If there's one thing I'm taking away is that, if you want to manifest more of what you want in your life, then you have to take control of the things that you can control off. That's a powerful sentiment.

Most of us have inherited a worldview from our parents and our schools. Many business people inherit the business structure that they are working with. Business structures were invented and most of them were invented to address the Industrial Revolution’s need for cogs in a wheel producing widgets. We have a free license to redesign our businesses. Tony Hsieh did this in Zappos. “Let's redesign the business.” Jeff Bezos did this.

When you're looking at disrupting, what you're doing is disrupting models that people have inherited and that's an ontological process. You change it, it starts to design you in return. I love Amazon. We can get into a political conversation about scope, skies, scale and all that stuff but just in terms of convenience. In terms of the shift that it's made in our shopping particularly in this pandemic period, I've got a problem with all the refuse. I've got cardboard boxes everywhere. Recycling is coming into play here but all of that starts to get addressed. Nothing happens immediately. Awareness begins, “All of a sudden I've got this refuse.” There's an opportunity there for somebody to do something with it.

VCP 90 | Business Relationships

Maybe it's not Amazon, maybe it's someone else who's going to come in and do that. I have to inform my wife that we're going to be doing some remodeling. I have one last question for you. What is a book or maybe multiple books that you want to mention that had an impact on you and why?

I've got thousands of books. There are two books that stand out for me. There's actually more than that, but I'll identify two. One is Think and Grow Rich, Napoleon Hill's book. An absolute game-changer in so many ways. This was when I went back to the mental constructs. I understood a lot of things back in the ‘60s and ‘70s. I first stumbled on to Think and Grow Rich in the late ‘60s. I didn't understand it when I read it but I was like, “That's an interesting book.”

The one that captured my attention and I get asked this question about books periodically. Stranger in a Strange Land, Robert Heinlein. First of all, I love science fiction because it's all imagination. In Stranger in a Strange Land, Michael, who is the protagonist in the book. He's a human that was born and raised on Mars comes back to Earth. He has these seemingly paranormal supernatural abilities that in the way that the book is positioned and the way that the story unfolds is innate to every human being. Most people don't see it and recognize it. They start castigating those that are working with it.

The other one was a Richard Bach book called Illusions. Jonathan Livingston Seagull and Illusions are both by Richard Bach. Both of them speak to possibility. Being willing to move beyond the tethered bounds of reality and say, “What could be?” Illusions start out with a little parable about these little creatures on the bottom of the stream and the current flows. In an order to get around, they have to hug these rocks. They keep them anchored to the ground. One of them slips and loses his hold on the rocks and starts floating above.

Those of them down on the ground look up and go, “Look, it's a god.” He's going, “I just let go of some things.” That parable about what happens when we let go of what we think constrains us. What happens when we let go of what we think we're supposed to hold on to? That's the messaging that came through. Stranger in a Strange Land, Illusions and started with Think and Grow Rich. There are ways to think about life that is outside of normal ways of thinking.

These recommendations are awesome. I can't wait to pick up Stranger in a Strange Land because I've heard it before but I've never read it. I'm excited to put that on top of my list.

It will blow your socks off.

Illusions too.

The Messiah's handbook.

Blaine, this has been such an amazing interview. This has been so much fun. Thank you for sharing your insights and all of your great stories. I want to thank you for coming on. I also want to ask how can people find out more about you? Where's your spot?

First of all, I appreciate the opportunity to talk with you. I love this campfire idea. I feel like I've been having a great conversation with a great friend. The only thing missing is a beer. People can find out more about what I'm up to at It’s my personal website. My company website, is where you can find out more about Compassionate Capitalism. My work is at A bunch of my resources is there. People can have access to them, pick and choose, all that kind of stuff. Make it useful.

Pick up your book, The Leadership Mindset Weekly.

If you want to know how to lead your life, you got to shift your mindset. Consciousness is the first cause. Another word for consciousness is a mindset. Shift your mindset and you will shift your results. That is guaranteed.

Such a pleasure. Thank you. Thank you, readers, for coming on the journey with us. I know you're leaving with some amazing insights. Before you go, please subscribe to Virtual Campfire. If you enjoyed it, I would love to hear from you. Leave a comment or review. Please share with anyone who would benefit from reading. If you're ready to take the next step in your journey or you would like to find out more, visit our website at

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About Blaine Bartlett

VCP 90 | Business RelationshipsBlaine Bartlett is an International Best Selling Author of "Compassionate Capitalism: A Journey to the Soul of Business" as well as four other books, recognized as one of the world's top Leadership and Executive Coaches and featured as one of the World's Greatest Motivators in the nationally broadcast television series of the same name. He has also been featured in the movie and the book "Think and Grow Rich: The Legacy".

His work is focused on the thesis that business, as the most pervasive force on the planet, is charged with taking responsibility for the well being of the whole. His life's work is dedicated to ensuring that business leaders develop the skills, competency and capacity to lead such an undertaking as it is key to their, their people, and their organizations thriving.

He is also an Adjunct Professor at China’s Beijing University, a member of the teaching faculty at the American Association for Physician Leadership, and serves as a Board member of the World Business Academy, Solair, Inc., and the Unstoppable Foundation as well as being on the Advisory Boards of the Tokyo based All Nippon Management and Coaching Association and the Beijing based Asia Coaching and Mentoring Association. He also lectured on Enterprise Leadership Development at China's prestigious Tsing Hua University in Beijing, an active member of the Transformational Leadership Council – an international group of transformational CEOs, thought leaders, writers, humanitarians, film producers and educators. In 2012, he was formally invested as a Knight of the Sovereign Order of St. John of Jerusalem Knights of Malta, the world’s oldest humanitarian organization.

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