Creating Confidence with Heather Monahan - UNLEASH Your Creativity by Building Stronger Connections With Dr. Kynan Robinson Founder & CEO of EnRusk Episode 193

Episode Date: February 22, 2022

In This Episode You Will Learn About:  How to make better connections  Accepting your mistakes  Opening up & being yourself  Resources: Website: kynanrobinson.com & www.enrusk.com  Email: [e-mail]  LinkedIn: @Dr Kynan Robinson  Instagram: @theenruskteam Facebook: @Kynan Robinson & @enrusk Twitter: @kynanr Medium: @kynanrobinson Overcome Your Villains is Available NOW! Order here: https://overcomeyourvillains.com  If you haven't yet, get my first book Confidence Creator Show Notes:  When we interact with others that’s when we learn, that’s when we create, and most importantly that’s when we EVOLVE. The amount of connectivity we can have these days is enormous! Having trust in others and ourselves gives us the space to tap into our most creative thoughts and ideas. Remember, nobody is perfect! When we can accept ourselves for who we are, even with all our mistakes, we can grow and become the best versions of ourselves. You’ll learn the best connectivity tactics first hand from innovation expert, Dr. Kynan Robinson, and he’ll inspire us to share our experiences with those around us so we can overcome ANYTHING!   About The Guest: Our guest today Dr. Kynan Robinson is the Founder and CEO of EnRusk consultancy, a renowned company reaching clients on EVERY continent! He was awarded Educational Leader of the year in Australia very early on in his career, and he didn’t stop there. His work has been featured and highlighted in The Sydney Morning Herald, ABC Radio National, The Age Newspaper, Inspire Magazine, The Sun, and so many more. Dr. Robinson has made lifelong impacts by changing how schools interact with technology and is influencing school systems everywhere!       See acast.com/privacy for privacy and opt-out information. Learn more about your ad choices. Visit megaphone.fm/adchoices

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visit globalxetfs.com. about technology. Nothing really except it's changing the way we connect, right? It is changing the way we as humans connect. It's changing the possibilities we can connect. It's changing the amount of connectivity you can have and also the types of connectivity you can have, which I found really interesting. And so then I put all my energy into saying that's the interesting thing because when we connect, that's when we learn, that's when we create and that's when we change through connection, right? I'm on this journey with me. Each week when you join me, we are going to chase down our goals, overcome adversity and set you up for a better tomorrow. Dr. Nosey, I'm ready for my close time.

Hi and welcome back. I'm so excited for you to meet our guest today. Dr. Kainen Robinson is the founder of the renowned N-Rusk consultancy with offices in the U.S. and Australia and clients on every continent. Early in his educational career Kainen won educational leader of the year in Australia, as well as winning the school specialization grant for transforming how schools interact with technology and a bunch of other things.

Okay, hang on. He's a keynote speaker. He is doing work that is literally changing school systems everywhere. He's been featured in the Sydney Morning Herald, the ABC Radio National, the age newspaper, Inspire magazine, that's really, and everywhere and anywhere. He's a worn-winning cropped, okay, it's killing you. There's a, I mean, this bio is extensive, Dr.

and thank you so much for being here. Hi, you missed out the fact that I'm a musician. That's the, I mean, this bio is extensive, Dr. Thank you so much for being here. Hey, you missed out the fact that I'm a musician. That's the most interesting part of it. Oh, that especially around creativity, because whenever I think about music, I definitely think about creativity. Is that when you are your most creative, is when you're writing or working on music? When I'm the most creative, it's when I'm connected to other human beings. Like that's a really great leading question, what you just asked there there and it actually does tie in really nicely with the music stuff because the way we see creativity or the way it like my PhD actually focused on what is creativity and essentially I redefined it away from being something that individuals do.

Like creativity is not it's not a trade it's not something I can teach you. I'm not necessarily more creative than you or you more creative than me so it's not like trade, it's not something I can teach you. I'm not necessarily more creative than you or you, more creative than me, so it's not like that. Essentially, what creativity is a connected process, it's a social process, and so it's deeply tied to connectivity of human beings, really, it's really what it's about. So how that ties into music is like,

if you think about music, am I most creative when I'm making music? I'm most creative when I'm making music? I'm most creative when I'm making music as a collective experience rather than just sitting in my bedroom making music. Does that make sense? Yeah, that's interesting to me as an author, right? Because I'm always trying to find ways when you're writing to become more creative, write a tap into that flow that we're looking for. But I find that's when I'm alone somewhere, sitting on a beach at a beautiful place that ideas kind of come more readily to me.

What does that mean? Yeah, and I guess that's not talking about like being alone. I took out Berks' essentially like maybe alone together, being alone together, even when you're alone, you're super connected. So when you're writing, it's not like these are just your original thoughts all coming through. It's like the hyper connectivity of all of your network. Like when you're alone,

you're allowing all that hyper connectivity to find its place, but it's the hyper connectivity, which is actually caused the creativity, if that makes sense. That doesn't make sense to me. And when you're talking about this idea of connection, it's so timely right now with COVID. And you and I, as we were just talking before as keynote speakers and we're alone on Zoom and you're talking about the work that you're doing this transformational work in organization. And how do you build trust through a computer? How much more challenging has your work become due to COVID? Super challenging, like super challenging. But it also really put like to test a lot of the stuff that I talk about because when I was working with it within the school system as a school leader relating

back to technology, I was always like, what's interesting about technology? Nothing really except it's changing the way we connect, right? It is changing the way we as humans connect. It's changing the possibilities we can connect. It's changing the amount of connectivity you can have and also the types of connectivity you can have, which I found really interesting. And so then I put all my energy into saying, that's the interesting thing because when we connect, that's when we learn,

that's when we create and that's when we change through connection, right? All of our work previously like that, we do with schools or we do with organizations. It is about like helping them to grasp that concept. And so it requires a lot of trust. Like as you know, it's super amount of trust. Like you're teaching them to trust each other to work better as a team, but you also they

need to trust you to go through this process, which can't quite emotional. And so when it all stopped and suddenly it's like, let's just do this via Zoom. That really put a lot of the stuff that I had been putting out publicly to test. It's like, can you do this just via this method? I'm not saying there is like online and offline connection because I think it's all tied in together. It is just connection. But if you're just doing things purely through a technology

like Zoom, my team and I worked very, very hard at learning how to do this. And we worked with clients all over the world. So we just recently did a workshop with 190 government employees back in Australia. And the task was for our workshop on Zoom, 190 of them. We're rebranding and we're re-launching this government department. And we'd really like them to just come together and unite. It was like, oh my god, here we go. And so we've been doing this for two years now. And so there's ways of doing it, like through the technology,

like how you utilize the technology. But one of the ways that we do it is, and I notice you do this a lot too, is through being as vulnerable as we can with them. So straight up front, having a laugh at ourselves, saying, let's not let the technology get in the way. And so even making mistakes and then pointing out the mistakes, did you see how I just made that mistake?

And being able to just being able to show them that you're a human being and you're part of the team. So like, and I say this to all my facilitators, you're not there to just guide them through a process. So you're not there to show them an answer. You're there to actually be part of the team with them. And so in that, you have to be as vulnerable as you're expecting them to be with you on that Zoom meeting.

And so when you do that, all of a sudden, you create this environment. And you can't create it through Zoom. You create this environment where we all just suddenly just let it all go. And we just trust each other. And we just have, you actually can have a laugh about it and find it change stuff.

So you know, it's interesting, an incredibly successful company, Span know, founded by Sarah Blakely. She shared when I interviewed her, one of her reasons why she feels the company became so successful was they had these Friday oops meetings where she would leave the meeting and talk about the mistakes she made, the failure she had that week and kind of laugh at it and share it with everyone. And then they'd go around the table and every senior leader on the team would share where they felt what ball they dropped. And that created this culture of constantly being open to innovate and try different things.

And that sounds really similar to what you're talking about. Super similar. And I think like it's something that you have to model. And so it's like something that you have to take on yourself and learn how to do it. So we talk about empathy a lot. Like the empathy is flowing everywhere in the world at the moment, being empathy. I talk about the various phases of empathy, empathy for self, right? To understand what is it in me that is stopping me from actually hearing you, Heather.

Like what is it that's stopping me from listening to you right now? That's challenging. Being able to identify that, being able to name some of those parts and be able to go, all right, it's doing it for this and that reason. That then allows me to have empathy for you, right? Which then actually allows you to have, not allows it's the wrong word, but enables you to have empathy for self and empathy for me, which then creates this space between us. As we're looking at each other right now, I can kind of feel it. The space between is the space of emergence.

That's where the creativity actually happens. But to do that, so that empathy piece, that's all about vulnerability. So the example you just gave is a really great one, and it sounds to me like they do it in a really authentic way, not like they tried kind of way, but actually going, you know, like I do it with my team all the time where we modern for each other and we practice it on each other. Like we practice it like the ability to fail

and fail fast is what we're really talking about. And so when we're working with clients, it is a huge jump, especially for schools. What schools, which is about perfection, perfection, perfection, right? It's like, what a matter if we're proud of the school where we could fail? And why would we fail? We failed fast to learn fast. And that's fantastic. I love that idea. Yeah, yeah, yeah. But that takes, that's a mindset shift, right? That is, it's easy for us to say, but there's so many systems in place,

especially in education that were they actually opposed that. And so we need to model it when we're going into this consultancy, we need to model it to them, to actually see it and go, ah, and then for them to have an experience of it, then for them to then go, I now know what that feels like we can do this. National security experts are warning our aging power grid is more vulnerable than ever. January marked a third time a power station North Carolina was damaged by gunfire. Authorities are saying the attack raises a new level of threat.

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COVID hits and it just isolates even further, right? So suddenly, schools are saying to us, hey, you know that work that you were doing with us previously where we realized we were really disconnected and isolated, like even though they thought they might have had a good community, they actually weren't, it's just exacerbated now. Can you help? So the work that we do with the schools, with this program called Listen, Learn, Leave that We're Rolling Everywhere, is essentially it's a program where we get them all together. So parents, teachers, students, administration, who cares. We put them all in together.

We teach them how to listen to each other, right? Listen. And through the listening process, they actually start hearing, oh, you had that experience. So they don't, they stop assuming that we've all had the same experience. And through the listening process, what they're doing there is they're starting to identify like problems that have emerged. And when we find problems, it's great because like, now we can innovate innovate because now we can actually tackle that problem. But they're also finding innovation that did happen in small pockets but had just not come to the surface because they're so disconnected. When that happens, what you're allowing them to do is essentially reconnect in a conscious way where they are choosing the

connected culture that they want to have going forward rather than just sort of living out some supposed connected culture that they had to have going forward, rather than just sort of living out some supposed connected culture that they had just called going previously. What are some of the tactics that you share with your groups and your workshops on how to be a better listener to actually hear? I can't want to detect it, there's a great question. I think about tactics in this way,

like I also talk about empathy for self-empatie for other and empathy for process. There's a variety of tools and processes that we've come up with ourselves. There's also some other great ones like design thinking and other processes that are really about helping you connect, essentially. That's listening piece. A great tool is designed to do the work for you. There's a couple of tools that we use just to help them learn how to listen, like how to listen properly. And then I say, once you've learnt the tool, then you can break it, but like just let the tool do the

work for you. So the first tool is essentially we get them to interview each other. Now that sounds like, oh, yeah, we all know how to interview, but like interviewing beyond buzzer of your head. Like you and me, like I could feel right now that you and me are deep into a connected, you know, great at it, right? But that's a particular skill where, how do I interview where empathy for me at the interviewer? All I'm thinking about is like, oh my, who's this person? What's the question? How do you stop that? And then how do I create a space for it if I'm asking, like, well, what you've done right now, where I feel very, very comfortable answering your questions as honestly as possible, because you've created that space. Like, we teach them how to interview each other.

That's a tool that we use to help and learn how to listen rather than learn how to ask questions. Before we actually started recording today, for a few minutes, you and I were just bandering back and forth, sharing some stories and sharing some vulnerability stories which was not intentional however now with what you're teaching me I understand that that helps us create a better connection which then gives us more opportunity for a better discussion you know more space like you're saying Absolutely correct. Yeah, yeah. And it's like that's a tactic. Like, well, don't for identifying that because that's a tactic we need to get that before the interview started. Well, we told some stories and we basically self-deprecation, I love self-deprecation, I'm Australian. So like, we love self-deprecating. But as a tactic, it's a great

form of humor, which disarms both yourself and the other. And it places you in this place of like, ah, what does it matter? Let's just get on with it, like that kind of attitude. And I think you and I are both, we're both keynoters, and we're both talking about how difficult it is to do this Zoom keynoting thing. And you, I mean, you were the one who said it,

it's like, you call yourself out and go, okay, I'm trying to be funny, and I can't see if anyone's laughing. I think that's hilarious. Self-deprecation is a funny thing, right? Because I just felt a trigger when you said self-deprecation. For me, when I was in my early 20s and I was in the business world in corporate America, I leveraged self-deprecation all the time.

Blonde joke, blonde moment, haha, I'm being the ditty blonde. It hurt me in business profoundly. And I remember someone pulling me aside and saying, Hey, start speaking about yourself the way that you want others to speak about you. So for a long time, I moved away from that self deprecating humor. So where is that right space for self deprecating humor and not hurting yourself? Yeah, that's a really, really fantastic question.

And you know what Heather, as I was saying that word self-deprecation, I actually was in my mind as like, do you use this word because I think, and like so I'm really interested that you said it triggered you, let's just change the language around because the language is not right, okay? So that's, and that's also like we're now talking culture because I can say self-deprecation in Australia and it means something completely different, right? So you're right, but it's not about deprecation and it's not about like, oh, the Ditty Blonde jokes

because that's like not an empathy for self. That's more like placing yourself in a culture that you are not actually, you're doing what the culture is predetermining you to do. I better do the blind jokes because what the culture tells you to do. Empathy for self and then empathy for space and empathy for other and all that sort of stuff is like actually self-deprecation when I can tell you something

about myself where like, yeah, that's really interesting. I used the wrong words then, didn't I? and you triggered you, that's what I'm talking about in terms of like self-deprecation, but then I can turn that into a bit of a joke as well. And it's not like I'm not playing a game on you, I'm actually just trying to show you more of myself. That's what I'm talking about. So yeah, you're right. The word self-deprecation is probably better. It's interesting, just because like you said,

that's a great point that I didn't think of, especially now, because we're dealing with people in countries we never have worked with before. I definitely have spent majority of my life in the US and dealing with people in the US. And I'm always assuming that the same word means that same thing and culturally our world is so different now on Zoom. And I think that's one of the exciting things and one of the also like intimidating things in terms of language. I've done a lot of work in field of research in terms of linguistics like language

being super important and language being something that ties you to something, but it does not necessarily articulate what you're trying to say. The language I'm most interested in, in other words, that have not been invented yet. This can tie into our understanding of ourselves. I think what's really interesting in the culture that we live in is this move into fluidity that seems to be happening. In terms of, let's get the pronouns right. Us, he, her, she, like, all this kind of stuff is very

interesting evolution of language, which is showing possibility of identity, not predictability, if that makes sense. So like, and that's what I'm also interested in, in regards to education, how about we create spaces? Imagine if we created a school that could be beyond a school. Okay, so there's an example of language where you use the word school twice, but you are through in the word beyond and suddenly you're creating possibility. How might we create spaces of learning that allow for possibility, not predictability?

Suddenly, in that language, you know, this kind of language is like poetic language and it's the language that happens right on the fringe. It's tying somewhere to the past but it's also allowing the future to happen. And when you're moving across cultures, it's particularly challenging and interesting to do, but it's something I'm really fascinated in as well. How do you articulate this using words? Say you have a business idea, but you're not sure what to do next. Don't go into debt spending four plus years on a degree, listen to the Millionaire University podcast, learn how to run a successful business and graduate rich, not broke.

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Yeah, I really appreciate that you brought my awareness now to because I'm going to start being mindful of that when I'm delivering a keynote because I know there's people in multiple countries that I can't see. I don't know what they look like. So I can't just assume everyone understands certain words or certain expressions the same way. That's very enlightening. So thank you for that teaching. So tell me,, I know that we were talking a little bit about confidence and how confidence and creativity tied together. What can you share with us around that topic? That's a really interesting one, too, in terms of that goes back to like a

lot of the challenges that we find in our society, like especially in the society that we live in here in America and around the Westworld, which are taught to like a reduction, it's kind of understanding. So reductionism being like drilling down, always down to back into the self, back to the individual, back to the impact of me, me. And it's always me comparing myself with everybody else.

And that's how we get understanding of ourselves. And that just destroys us and creates anxiety and creates stress, right? Go back to what I was talking about before in terms of what is creativity. It's a collective experience, right? And so when it's a collective experience, when it flows, right, it's collective experience flows, so not flow of individual, but the collective flow, right? So that's part of the role of the work that we do is creating those kind of spaces, creating those kind of spaces in the workshops

or how might we like when you reduce hierarchy essentially and there's techniques and processes and ways we do it to actually get everyone to feel like they are equally as important in that team as everyone else. And that team might contain the CEO or the head of the school or the... And it also might contain a child of the age of six who's starting school for the first day or your first day at work or whatever, it doesn't matter. How do you create an environment where there is no hierarchy?

And no hierarchy environment is a environment where it's just hyper-super connected where everybody finds their place. And so then the confidence that you're getting is flowing from the collective, or it's flowing from the team It's not flowing back to me going, I better need I need to say something to be important here or Instead anything for like last three minutes, but I think the other thing comes stupid or whatever it is

It's just it's not in that place. It's a challenging thing to do But when you do get to that place that collective flow is where creativity and emergence just burst or over the place. You know what, for me what I just heard was I heard you describing a startup mentality versus a large corporation 50 years in existence in corporate America, a complete flip. Yeah, well corporate America like last time I mean years has been based on the sort of military system which is like, which is like a totally hierarchical system, right? But like this mentality is changing. And so you start talking about like an agile culture, right?

An agile culture, and so the word agile is sweeping through corporate America. Because agile is, it can't, it draws from the same theoretical basis of what I'm talking about, which is complexity versus reductionism. And agile is relatively easy. What's not easy,

but it's easier to do in startups, right? But corporate is now identifying it and going, oh, what's happening here? And what agile is actually doing is it's flowing, this creativity flowing, it's emerging all over the place. And so a lot of corporate are trying to move to an agile culture, but it is super, super difficult. And it's not super difficult because of the size,

it's super difficult because of the mindset that they have originally formed themselves in, which is a mindset of reductionism and that is super challenging to change. It's possible, but like that's what we're trying to change systemically around the world when we're working with, when we work with governments in education, that's what we're trying to change. How do you systemically change hierarchical cultures to one that embrace complexity and embrace non-Hierarchy? Have you ever run into an impasse?

Have you ever worked with a company and academic institution, whoever, where you got to place you said you're just not willing to change? This isn't going to work. Don't you want me to be super vulnerable, don't you? Absolutely, I have. No, I love that question. That's a super interesting question because I don't believe that it'll ever get, this is just not going to work.

But I have hit situations where the trust fell off and it's very easy to just revert back to what you know. Let's just go back to what we know because like this can be very vulnerable stuff to go through, especially for large organizations, like, and I've watched other people trying to like make cultural change at large organizations to scale, and it's very easy for us to just go,

actually, you know what, I just want to be the boss and tell everyone what to do. I just want to do that, like, I just, because I know, I know how to do that. I know how to do that. Yeah, yeah, yeah, and I know how to exist in that environment, and I know that identity. That's really what this is about. And so that's that's sometimes that's the impasse where they when you've got them to a position and it becomes it becomes a little

overwhelming because when you're doing this type of work either I also talk about the stages, the emotional stages that you go through, right? And we're very upfront with all clients and saying you will feel overwhelmed, you will feel, you'll feel states of ambiguity, you'll feel like just what's going on here, like, and that's completely okay. And when you get to that, I'm going to guide you through that. And I'm going to even want to tell them that they're going to feel that when they get to that point, they kind of quite often can't see it. And it's my rather to go, you're feeling it right now. Are you feeling that right now just to get them to identify

that and then let them know it's okay it's okay and that's the process of like what I call immersion or discovery or when it's all just coming right and there go oh my goodness this is too overwhelming and I say let's embrace complexity and let's let's get more of it coming let's get more of it coming but then it is also a role to then at some point help them to synthesize these down. Because you can't just let this go out forever. Because it'll blow people's mind.

So then you synthesize it down. And when you get to the point of synthesis, where they might go, that's the problem we're going to work on. Which is all of this data that you've generated, or they've generated, not you've done it, all of this data, you've helped them generate. Once you help them and taught them how to synthesize it for themselves and they go, oh, that's what we're going to do.

And then suddenly the ideas come and then the prototyping comes and then the flood comes. That point of synthesis is quite often I've had like been working with senior board members of large corporations, whatever and people will be in tears quite often. They hit tears and they go, I now see the world completely differently. And that's the point of the work we do because it's a mindset shift. So it's, and I don't know that I'm going to articulate this correctly, but this is what came to mind for me. It's not even so much about trusting the people on the team or trusting

yourself, but it's almost like trusting that there's something bigger, trusting the people on the team or Trusting yourself, but it's almost like trusting that there's something bigger trusting the universe that you're willing to step into that unknown and start taking this on Yeah, it's like don't believe that what you see here is all that there is like with the so much that we can't see Because this is about theory of terms of if you look at the theory that we exist within which is like a reduction of theory It actually controls what it what it makes you possible for you to see. And I'm not talking physically see the possibility. You cannot see the possibilities because you can only see what you can see. Like, so our role is to open up possibility, but then also open up process for them to see beyond. And that's the trust stuff. It's like, and when they get to that point and then they can suddenly see things that they could not previously see, be that new product, be that new business model,

be that new ways of learning, be that new, whatever it is, it doesn't matter. Right? When they can see that, what they're really seeing, just talking a different way of connecting with humanity that allows them to go, oh, this all exists, and I never knew about it. That's the exciting stuff. Wow. That's, I mean, that is, it's huge. So people are listening right now. They own companies, our partner companies. What does it look like to engage you in your team? How does that work? We do have like set products and processes like we work with companies, with on strategy or like developing our job approaches to strategy or our job approaches to working

or understanding your values, understanding who you are. Like kinds of things. But essentially what normally happens is we will get approached and quite often because they're not really sure why they're approaching us to it. They just have this feeling like which is really interesting too. And then it's a matter of just spending a lot of time with them and talking through what are you understanding the objectives, what are they trying to achieve, looking or designing like processes to help them, which is that's one of the most enjoyable parts of our work, but also one of the most challenging parts of the work in terms of not assuming that like,

hey, I just rolled this process with these guys down the road, it'll work with you as well, you know, like no, because that's also, we need to model what we're talking about, which is we need to connect with the organizations that we are working with because that's, it's really high touch and that's also the part that I love because you get to connect with the organisations that we are working with because that's really high-touching. That's also the part that I love because you get to connect with these people, you get to connect with these organisations with these schools and you get to go on this journey

with them where you know I've got so many organisations and schools where they go kind of just see like what just have like you know you've been on like a 12 month or two year journey and they are mind-blowing at what's going on in their organization because they've gone through this journey with you. And you know, so many times they'll call you up. And I said, like, you know, it's just great. Like it's really enjoyable work. Really good.

You can tell even tell that you love it so much. It's so great to see how long does this process take before you start seeing some big transformations? It really varies. Like really varies in terms of like what they're trying to achieve, what people are trying to achieve. With the stuff that I was talking to you about in regards to schools like helping them through this COVID period, like the process and product that we develop for that, you can see transformation after like a one day, like you can actually see it, like,

or you can see you can start seeing transformation after one hour, because we've so, so far behind what we do, but in quite a few times I'll go, oh right now we've so, so, so, so, behind what we do. But, and I'll quite often time, I'll go, oh, right, now we want more of this, now we've got more of that. And so, what type of transformation, actually, talking for organizational transformation, that also depends on the size, it depends on how ingrained they are, how passionate they are, all of that sort of stuff. It changes, but, you know, we do work that goes from one day's with organizations to, I've been,

we've been working with some clients for like three and a half years. Wow. I mean, the work that you're one day with organizations to, I've been working with some clients for like three and a half years. Wow, I mean, the work that you're doing is amazing. It's making the world a better place. And I love that you're bringing people together. How can everybody find you, Dr. Kainen? The website is www.nrask.com, e-n-r-u-s-k.com. You can also google my name, Karin Robinson, K-Y-N-I-N. I think my parents made this name up, so there's only like two of us I mean, some other, this is one other car and Robinson in the world. Well, I highly encourage everybody to check out, check out Dr. Kynan's website, see if this is a fit for you,

because the world needs more connectivity, the world needs more creativity, and thank you for the work that you're doing, Dr. Kynan, I appreciate you being here. Thank you, Heather. Okay, until next week, keep creating your confidence, you know we will be. This episode is brought to you by the YAP Media Podcast Network. I'm Holla Taha, CEO of the award-winning digital media empire YAP Media, and host of

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