How To Discover Your Genius Talent

John Hittler is an entrepreneur and CEO. He’s started 9 businesses and a private foundation and worked as CEO and rainmaker at all of them.

John has helped 227+ individual and corporate clients multiply their ROI ten-fold and has watched superstar salespeople double their income in successive years. He’s worked with companies like Microsoft, Facebook, Google X, Zynga, Tango and now works with entrepreneurs specializing in new entrepreneurial-lead businesses and venture-backed startups.

Episode Summary

  • Your Genius Talent is coded into your DNA.
  • It’s a responsibility to live your purpose, once you know what your it is
  • Don’t look to your employer to find your purpose.
  • Once revealed, your Genius Talent is something you can’t avoid doing
  • Taking ownership of your Genius Talent is critical to leveraging it for success


“It’s your job to figure out your purpose and live your purpose.”


The Motivation Trap: Leadership Strategies to Achieve Sustained Success

One In A Billion

Guest Information

Website: http://www.evokinggenius.com/

Twitter: https://twitter.com/EvokingGenius

LinkedIn: https://www.linkedin.com/in/john-hittler-869724/

Episode Transcript

Chris Ippolito 00:31 

Hi, John. 


John Hittler 00:32 

Hi, Chris. How are you? 


Chris Ippolito 00:34 

Good. How are you? 


John Hittler 00:36 

I am spectacular, thank you. 


Chris Ippolito 00:37 

Thanks for being a guest on the “Get Coached Podcast.” I wanted to dive into something, I love the name of it, to be honest. But you have a trademarked process called Genius Talent. And obviously we can infer what that means, but I would love if you could unpack that a little bit as far as what is Genius Talent and what does it help people do. 


John Hittler 01:04 

No, it’s great, it’s a great question. The theory is that in your DNA you have a specific gift of talent. If it’s in your DNA, by definition, you’re the only person in the history of humanity who’s ever had it. Which is crazy to think of. Well, then if I brought you a suitcase full of cash and said, “All you have to tell me is what talent you got different than anybody else in the history of humanity, how you do it in a step-by-step process, and why, like your purpose on earth,” that is your Genius Talent, it’s those three things combined. And people look at us and go, “I don’t have a clue.” It’s one of those things that’s super simple and it’s brilliant in its simplicity, but the simplicity includes a brilliance that most people can’t see. It’s both/and. 


People end up with what we call a Genius Talent statement. It states what they do, which is the gift they got. Step by step what they have figured out on their own, that part they developed over the course of their life. And then they say, “Oh my gosh, I do this because I believe,” whatever they believe. And their why statement makes perfect sense in the context of the gift of talent they were given. Does that help? 


Chris Ippolito 02:24 

Yeah, it does. And it sounds like the process is more to help people identify what their Genius Talent is, rather than telling them. Obviously I think for the most part most coaching is about guiding and asking the right kinds of questions. But what does that process look like? I’ll be honest, when you explain that, I look at myself and I go, “I don’t know what my Genius Talent is.” 


John Hittler 02:56 

Most people don’t. 


Chris Ippolito 02:57 

Right. And what would be some of the ways that you would help guide somebody to identify what their Genius Talent is? 


John Hittler 03:05 

Sure. There’s other people that do this sort of thing, but they tend to have boxes that you can fit in. You’re 1 of 60 kinds of geniuses, or there’s one that’s 4 kinds of geniuses, only 1 of 4. Is the whole planet made up of only four kinds of geniuses? To me that’s crazy. We say you’re 1 in 7.8 billion, as the population is today, but you’re really 1 in the history of humanity. 


The process is pretty simple. We relax people, we do a little bit of a guided meditation and relax them. We need to get into the limbic part of the brain where they store all of their emotions, it’s essentially a newsreel of your entire life with every emotion you’ve ever had. But that part of your brain doesn’t have any language, nor does it have logic. If we questioned you and said, “What do you think about this?,” or, “Could it be this?,” or whatnot, that goes into the prefrontal neocortex, which is where we speak, we do rationalizing, analysis. You won’t find it there, we have to get to the part that holds the emotions. We just connect them to a specific kind of emotion, essentially tied to high performance, and they connect to those episodes. 


Half the time they don’t remember the story. I mean they tell it and afterwards I’ll ask them, I’ll say, “When was the last time you told that story?” And they say, “I’ve never told that story, I forgot all about that. That happened in fifth grade, I completely forgot.” Because we bypassed their memory part and went to their emotional storage bank, and we don’t access that very much. 


That’s the first thing we do, and that’s all the raw material. We get these stories of high performance, and then we just look at them like a scientist and say, “That’s interesting. Chris had four stories, one about sports, one about school, one about a charity that he worked in, and one about an internship he had.” It’s not all sports-themed, it’s not all science. It’s these four stories and they all have patterns. And we say, “Huh,” then we just start asking people, “It looks like there’s this pattern, tell us about that.” Now you start iterating, all we do is capture it. 


It’s what we call “evoking,” is the name of our company, but “evoking” is to gently tease out. And that’s what we do. It’s not us telling them what their genius is, it’s them telling us what it is. Now of course we know how to tease it out of them, and we do that very gently over about a two-hour conversation. It’s a very fun conversation. And we just keep reiterating. And the more you reiterate, the more the language either fits or doesn’t fit. Even though you give us the language and we’ll say, “Is it ‘synthesizing’ or ‘processing’?” And they say, “It’s not either, it’s ‘collating’.” 


Do I care that it’s “collating” versus “synthesizing” and “processing”? Not one bit because I don’t know the candidate well enough. It actually is an advantage, we can tease it out of somebody that we don’t know because we don’t have a preconceived notion about them. But at the end I get this elegant statement that has what we call equal parts beauty and power. It’s super powerful, talent is super powerful, and it’s got a beauty to it, as well. 


And that’s the discovery part. And then we invite people to put it to work. It’s funny though, a lot of people don’t. A lot of people do the discovery, and then it scares them, it scares them to death. It’s super powerful and they go, “I can’t, that was me on a good day.” I say, “No, it’s not you on a good day.” Is shows up over and over and over again if you’ll step into it. 


Chris Ippolito 06:37 

That comment about being afraid of it, I think, holds really, really true to a lot of people. I think, to be honest, even sharing personally and a little bit vulnerably, I would be scared to know what my true power was because then I have almost no excuse as far as why am I not doing it. I can relate to why somebody would almost shy away from it or be intimidated or scared of it, because now you’ve just shown them this thing that just has this sense of great power. And then, I’m going to have a nerd quote here, but, “With great power comes great responsibility.” 


John Hittler 07:29 

We say the same thing. 


Chris Ippolito 07:31 

Actually, now that I’m thinking this through, it’s probably the responsibility side of it that would scare them more than anything else. Would you agree with that or do you think it’s maybe something different? 


John Hittler 07:43 

It is. I’ll tell you the part that scares them the most is not the talent, it’s the why. Because if your why is connected to your talent, we’re going to tease it out of you. And it comes up quite naturally, it comes up simply and naturally. At the end of the process, now you’ve got a responsibility to live your purpose. If not, you’re what? Inauthentic, inconsistent. If I want to go crude, I could say you’re a douchebag. Because you say you’re this, but you’re really not. 


My why is I believe that when we play boldly together, everyone wins big. The responsibility for me is to play boldly together, not solo, no ball hog, and have people win big. It’s great if you can own that, and I own it really nicely. Like if somebody comes to me now and says, “I’ve got a little project I need help with.” “Little” shuts me down. They don’t even have to say anything more. And if “little project” to them is figuring out global climate change, I don’t even get to that point because “little,” the word “little,” shuts me down. Because I only do big and I only do bold. I just don’t function well when I play timidly. It doesn’t mean that I shouldn’t play timidly at times, but I don’t play well timidly, it’s just not who I am. “Okay, fine.” 


But you’re right, there’s a responsibility. It’s the same with awareness. If you do the discovery part, two hours later you’ve got your genius statement, it actually produces suffering if you’re not going to use it. Because now you are fully aware of it, you can’t deny it because it came out of you, I didn’t give it to you. You gave it to me and I just wrote it down. Now you have it. Well, are you going to step into it or not? It actually produces suffering for people because they have to avoid it on purpose. And that’s, for me, the definition of suffering. 


Chris Ippolito 09:46 

When somebody is able to now, going through a process like this, they start identifying that responsibility and the awareness. And like you said, if they shy aware from it, it sends them down a bit of a different path of, perhaps, depression, anxiety. 


John Hittler 10:08 

It’s usually not that, it’s usually avoidance. It’s usually something more subtle. 


Chris Ippolito 10:14 

Because nowadays, depending the generation, well, supposedly it’s more prevalent in the younger generation, but there’s a lot of mental illness as far as depression and anxiety. Do you think maybe there’s a correlation with that and subconsciously they know what their genius is? Or there’s this voice in their head that they can’t decipher, but it’s telling them, “You should be doing this,” but then they’re not living true to that. And then because there’s this misalignment, it could be causing these negative emotions and these negative feelings and they just start overpowering them because they just don’t know how to deal with it. 


John Hittler 10:59 

It could be. I find more frequently that the Gen X, Gen Z, they like a purpose. If they go to work for a company, they want to say, “Oh, what is the why of this company?,” or, “What’s the purpose of this company?” They want to align their values with the company values. And the part that is a blind spot from where I sit, because I work in a lot of teams, is that the person who’s insisting the company have their act together doesn’t have theirs together. They haven’t gotten their personal values or their personal why or their purpose very well defined and they want the company to give them purpose by the way the company works. And you say, “Boy, that’s depression.” 


Because the truth is it’s not the company’s job to entertain you with their purpose, it’s just not. There’s a contract between you and me. If you hire me, I agree to give my full talent, my full ability, my full effort. And if there’s parts of decisions that happen above me and I don’t really agree with them, I can complain and quit. Or I can say, “I signed up for this, the contract we have.” And I mean a handshake contract, not a written contract. “You pay me and I give full effort.” Well, there’s not a team in the history of teams where every decision that’s made you and I both agree with it. There’s times where I say, “Well, we’ve got to go left center,” or, “We’ve got to go far right.” And we might get outvoted. We have to close ranks and say, “I’m on the team, I either have to quit because I disagree.” Well, you’d be quitting every team, you’d quit every three weeks. Or you say, “They decided to go left center and I thought we should have gone far right. All right, time for me to get over it and get on the bus and help them go full bore left center and make that a success.” 


And there’s a piece of that that I find with some of the younger generations where they want the company to more align with my values instead of the company saying, “This is what we stand for, please come join us and be great here.” And, oh, by the way, your personal values probably will align just fine, but they won’t be exactly the same. That’s fine, we can peacefully coexist. If you’re a cannibal, you’re not going to go to a vegan food company, you’re just not. Don’t go there. But generally speaking people’s values can align pretty easily if we’ve got any tolerance or acceptance. 


And the suffering I see is from two things. One is from an overdependence on technology, like on your phone all the time and it’s isolation. And then this other feeling of being lost because “somebody has to give me my purpose.” No, it’s nobody’s job to give you your purpose, it’s your job to figure out your purpose and live your purpose. And that’s a big piece of what we end up doing. 


Chris Ippolito 13:50 

Yeah. I like that statement as far as the lack of purpose leading to concerns or issues or whatever it is, challenges. 


John Hittler 14:04 

Challenges, yeah. 


Chris Ippolito 14:05 

Yeah. And everybody’s challenges are going to vary in degrees, right? Some people it sends them down a very deep and dark valley. Whereas others, they have a rough day or two or whatever it is. 


John Hittler 14:19 



Chris Ippolito 14:20 

Yeah. When somebody goes through that process, and then comes out of it, for me it feels like they would have to be starting to form almost a new habit. Now they’ve got their true genius revealed to them where they’ve uncovered it, they now finally see it. And perhaps they’ve had their moments in the past of executing on that, now through your process, “Okay, that’s what it is, that’s my true genius.” But do you find that people have a difficult time in being consistent with that? Or now, because they’ve seen it, they just have this new fire lit and they just are pumped to just do it all the time? 


John Hittler 15:10 

Usually not because your genius is so specific that you’d have to really be on target all the time to say, “I can,” we say, “play in my genius all the time.” What we do know though is that, we call it the precursors or the preconditions, when the circumstances arise where your genius is needed, you cannot not do your genius. I mean take a more comical example, OCD is not a genius, but you know people who are OCD. Yeah, you cannot go into a kitchen with dishes in the sink and not get them all rinsed and cleaned and in the dishwasher because it’s disorganized and crazy. You cannot not do that. That’s not a Genius Talent, but it’s the same thing. 


When you step into an arena where you’re talent is absolutely required and necessary, it’s like a magnet. You’ll start doing it automatically, you’ll love it, you’ll lead naturally. People say, “Well, I’m not really a leader.” In your Genius Talent you’ll lead. Maybe not by voice, you’ll lead by example simply because they’ll say, “This Chris guy came in here and I’ll tell you he took over the whole charity. He was great with the kids, he was great with this.” And you say, “Right, because if you look at his Genius Talent, all of the conditions that are required for him to show up absolutely in full power were there.” 


And they say, “His genius is about this charity?” No, it has nothing to do with the charity, it has to do with all of the conditions that were at the charity. And that might also show up at work, it might show up with kids. It can show up 100 different places, but the frame is all there. And you say, “Oh, it’s got this, this, this, and this. Chris is going to absolutely shine. And, oh, by the way, he’s going to be a magnet for this.” We don’t have to force you to do it, you’re going to say, “I could help with that,” and you’ll run the whole darn thing within three minutes because it’s a natural fit for you. And I would walk into the same situation and go, “I don’t know what you want me to do, I could dig a whole maybe. Why don’t I spritz them with a water bottle and sweat towels and just stay out of the way?” And you say, “Yeah, that would actually be the best thing to do if you’re in your Genius Talent, is to just let you go and support you however I could.” 


Chris Ippolito 17:44 

Right, okay. That helps me clear things up a lot. All of a sudden it just was like, bam, “Oh, okay, now I get it.” Because all of a sudden I was able to think of some moments in my past where I stepped into an environment, whether it was a new workplace or there was something going on, and I was just like, “Oh, well, this is where I excel, let me help do this, do that. Let me,” blah, blah, blah. And all of a sudden it was like, “Holy moly, how did he do that so quickly?” 


John Hittler 18:16 

And you don’t need training, you don’t need nothing, there’s no ceiling on your capability. They just say, “Throw them into this,” and it could be chaos for somebody like me, and you’ll walk in and go, “I can do this all day, every day.” And I’d feel fully energized at the end of the day. And I’d think, “It wears me out just looking at it.” We’re just different talents. 


Chris Ippolito 18:35 

Then my question would be would it not make sense that once you’ve uncovered your Genius Talent, that you would want to intentionally put yourself in positions where you get to use it as often as possible? You can’t do it all the time, perhaps, but you would want to put yourself in situations where you can leverage it. Because leverage is what’s going to lead to great success, right? Would that not make sense? I’m trying to wrap my mind around how if I uncover my Genius Talent, wouldn’t I want to use it as frequently as possible? 


John Hittler 19:10 

Now that makes so much sense. And what we found, we did about 2,000 of these and we had very little adoption rate. They literally would cry. They’d get it and they’d cry and say, “Oh my god, how did you know?” We didn’t. We didn’t know them from Adam until we met them the day of and did it in two hours. And they said, “How could you see me this clearly? Nobody has ever seen me this way.” “Yeah, great.” Well, because the process teases it out. The logical thing you’d say is, “Well, of course they then start redesigning their life and take full advantage of it.” Nope. And it took like two and a half years before one of my partners who worked with me on the project said, “We’ve gone from discovery to implementation.” And that’s logical. And he said, “We’re skipping the most important piece,” and we just didn’t see it. 


Think of Spider-Man. You’re Spider-Man, and his Genius Talent is really not the webs, but let’s say it’s the webs, I mean nobody else can do that. If you weren’t sure that every time you sprayed your web going down Broadway in New York, going from building to building, swinging from building to building, if you weren’t sure that every time it would stick and support you, would you ever take off? No chance, because you’re dead on the pavement and an 18-wheeler runs right over your head. 


We were missing the fact that people can’t go from that immediate shock and delight of, “Oh my god, this is great and I love it,” and that emotional moment, right into, “I’m going to change my whole life.” They have to start owning it because up until that moment they didn’t even know what it was. We just said, “You’ve got this super power, or this Genius Talent,” they don’t immediately go into, “How am I going to redesign my life.” They have to do ownership. And the ownership is actually the most delicate part. 


We give them suggestions on how to take on ownership. When we talk to people, generally speaking, 99 times out of 100, we don’t know who they are. And the process works better when we don’t because we don’t have a dog in the fight. We don’t try to project them something, it makes us use the process. One of the things we do afterwards is to say, “Go meet with three people who know you. The three people who know you best on the planet, go take this back to them, bring them your sheet. Here’s your statement, yay. And say, ‘I’ve been working on this concept called Genius Talent and I want,’ quote, ‘your critical feedback.'” 


You want people who know you really well to tear it apart, because we didn’t know you before we met you. But if you went to those people at the beginning, they would be biased and they’d say, “Oh, it’s probably this or this or this,” or they’d give you what they need you to be or want you to be. They’re not helpful at the beginning. On the back end they’re super helpful because they’ll say, “You used the word ‘synthesizing‘ and I think it’s ‘collaborating.'” Good, that’s super helpful because they know you so well, they say, “You’re not a synthesizer, you’re a collaborator.” Great, they’re going to poke holes. And they’ll say, “Why do you say this? I’ve never experienced you that way.” Great. 


What they’re going to do is they’re going to help you own it more because they’re not going to tear it apart, they’re going to find small refinements, edits. Or what happens a lot, they come back to us, people come back and say, “I met with three people, we had a great 45-minute conversation and tried to pick it apart. Every one of them said, ‘There’s nothing wrong with this, this is exactly you.’ Now I’m going to own it a little bit because three people who know me really well say, ‘Where did you get this? How did you find this? This is exactly you.'” And, of course, had they gone to their best friend at the beginning and said, “Give me this,” they couldn’t have done it. There’s just no way they could have done it because they just didn’t have a frame to do it. 


We invented a frame that reveals it, then on the back end we say, “The only way to own it is to have somebody validate it. And it can’t be us because we don’t know you well enough to do it.” We pulled it out and said, “Sure seems right, because you told us. We didn’t tell you, you told us. We’re just reflecting back what you told us. Now go find out from people who know you really well.” And they will. And we’ve never had somebody come back and say, “They trashed it and I think we have to start over.” Sometimes they’ll come back and say, “They think my why is a little too Hallmark, they think it’s a little too airy-fairy. They helped me get a more authentic why.” Great, perfect. That’s really helpful, that’s critical feedback. But the talent, we’ve done it about 8,000 times, the talents never change. They don’t come back and say, “You’re totally off base.” They might alter some words. Fine, it’s good. But the theme doesn’t change. 


Chris Ippolito 23:52 

Yeah, that makes sense. I get that. Now that you’ve explained it, I can see why adding another step, or multiple steps until they get to that point where they’re maximum capacity leveraging and leaning into their Genius Talent. 


John Hittler 24:07 

And they’re not scared to death. The story they have is, “I was never really good at that as a kid,” maybe based on school. And “genius,” people think of math and science or IQ. We say it’s a talent. “Talent” is totally different than “aptitude.” They want mental or academic aptitude or your grades in high school or some crazy construct that they have in their head instead of your Genius Talent. I mean mine is creating seemingly impossible outcomes. There’s no SAT or college entrance exam for creating seemingly impossible outcomes. It’s a talent, it’s not a profession and it’s not a subject you study in school. I can’t go to a class saying “Creating Seemingly Impossible Outcomes 101,” there is none. And people have said, “Can you teach me how to do it?,” and I said, “It’s always customized.” 


The great thing is it has to be impossible. Not in my eyes, but in theirs. They say, “We’ve got this impossible situation.” There’s no recipe for that. I walk in and I look at it and I figure out iteratively and we do it as we go. And at the end you’ll get this elegant solution and people say, “That’s impossible, how did you do that?” And I said, “I don’t know.” I never know how I’m doing it, except while I’m doing it just looks like playing, it’s super fun. Everybody else says, “If you fail, this whole thing goes under.” I said, “We’re not going to fail.” I know we won’t fail. I don’t quite know what it will look like at the end when I start, but I know up front, “Yeah, we can do this.” “Okay.” 


Well, I can’t teach that to somebody else, I’m not a teacher. And if you don’t have that talent, you wouldn’t be able to learn it if I could because we have different skill sets. And yours will be equally as valuable, just something different. I will want yours and you will want mine. We call that genius envy. Everybody wants everybody else’s. They say, “Theirs is all about caring. I’m not a very good carer, I wish I had theirs.” Well, you don’t. Get on with it, you got what you got. Yeah, and yours is super powerful and super valuable. Yeah, make a life with the talent you got. And maybe there’s a reason you got yours, live with it. Figure that out and go. 


Chris Ippolito 26:28 

I think what would be a better mindset is find somebody that you maybe are envious of and create a dynamic duo, like you guys, like a partnership or something. 


John Hittler 26:39 

Yeah, a three-person partnership with very different skill sets. 


Chris Ippolito 26:40 

Because to me the way I would look at that is you’ve got Genius Talent combined with Genius Talent and you’ve got this almost exponential result. 


John Hittler 26:50 

And the last thing you need is three that are really similar. You go, “Well, that’s great, everybody can do one thing pretty well, but nobody can do the 70% of the rest of the business that we need.” Much better to have three very different, and honor and respect it and say, “Oh, this is Chris. You know what? This is a negotiation? Chris is better at negotiations because he’s better with people and this and that. Let’s send Chris in.” They say, “But Chris hasn’t been part of this whole conversation.” “That’s okay. He has no ceiling and he’ll naturally do a better job than I will even if I have all of the context and all of the information because it’s not my strong suit.” Lead with the person who’s going to be most effective and they’ll have a blast doing it and they’ll get a better result. 


Chris Ippolito 27:35 

Yeah, that makes a lot of sense. 


John Hittler 27:36 

Yeah, it works that way. 


Chris Ippolito 27:38 

Obviously at this point I’m starting to think I can spot it. Now if the audience is in a similar position as me and they’re going, “Oh jeez,” their wheels are turning, “Maybe it’s this, maybe it’s that.” What would be the next step that they would want to take so that they could maybe get a little bit closer to identifying what that Genius Talent could be? 


John Hittler 28:08 

It’s great. It’s a good question. People think it’s an assessment, like you go online and take these assessments that say, “Oh, you’re a red, blue, yellow, green,” or, “You’re a A, B, C, D,” or, “You’re a,” whatever. I love those. This isn’t that, this is a process, and it’s what we would call a framework. And as long as we stay in the tool, it reveals to you and you tell us what it is. But there’s no way you can just say, “Well, can I do this by myself?” 


The reason you can’t do it by yourself, by definition, and there’s a reason we think, people have blind spots. My wife kids me and says my only blind spot is thinking I don’t have any, and that’s a gigantic blind spot. But we all have blind spots and for our talent, you and I were kidding on this in the prep for the call, but your talent is right here. And it’s not a blind spot behind you. It’s so close, you can’t see it. And all we do is pull it out like this, and we pull it out 18 inches. And you tell us what it is, we’re just making your focus 18 inches. And people can see that really well. 


There’s a process online that people can do for free. You can go to geniustalent.net or oneinabillionbook.com, there’s a book that outlines the whole thing. But it’s all online and people can do it by themselves. Now what we’ll do, we just said you can’t do it by yourself because of blind spots, we’ll team you up with learning partners. Great. It’s fun, super cheap, like less than $10, or people can hire a coach. Some people say, “I’d rather do it one on one and do it in two hours, my time is worth more money.” Fine. Either way though you’ve got to have other people because you’re not going to be able to see past your blind spots, by definition. 


A quick story. A good friend of mine runs, he’s an entrepreneurs, a very successful company and he’s all about this. They won’t let anybody in their company that doesn’t know their Genius Talent. And there’s different ways they call it, call it “zonergy” is their Genius Talent, or unique genius. Fine. What he did before he started the company, he took a 90-day sabbatical. And 40 hours a week he read about it, he thought about it, he took assessment tests, and he was going to figure it out himself because he was sure you should be able to figure this stuff out by yourself. What he came up with is he came up with five possible Genius Talents. And this was from talking to people and getting feedback, I mean you can’t believe how comprehensive this was. And that was the problem. And one of his five was close, but not great. 


And I said, “Do you know which one it is?” And he said, “No, I figured you could tell me.” And I said, “Well, I can’t just pick one of the five, I can’t tell by looking at you.” In his case I knew it would only take about 90 minutes, and it did. And he said, “That’s so interesting.” It was 80% of one and a little bit of two others. Because all of those were talents he had, but he didn’t know which one was at a genius level because he was trying to figure it out himself. How would you know once you get there it’s this one? Because you’d have to know what it was that you were looking for, he didn’t know what he was looking for. 


It’s impossible to do by yourself. And that’s why I wrote the book, because my publisher said, “You’re the impossible guy. Who else is going to figure this stuff out?” I said, “Oh, right.” That’s actually not what I said, it was an expletive. But I wrote the book, and then we built this Web portal so people can do it by themselves. Because it’s massively transformative if the planet can say, “Wait a minute. Individuals know what their genius is, now we can put them to work.” And I don’t mean “work,” but we can put them functionally to solve every major problem we have because somebody will see it from this weirdly unique way and figure out global warming or figure out homelessness or figure out the wealth gap or figure out all kinds of problems we just can’t figure out. That’s not going to happen by giving it to an organization and say, “You guys institutionally should do this.” Maybe, but they haven’t done it, or they would have already done it. We think Genius Talent is the way to go with that. 


Chris Ippolito 32:24 

It sounds like it. 


John Hittler 32:32 

People ask us two questions, “If I gave it to you, you could tell me if it’s right?,” or, “You’ve been around me for a half-hour, do you have any hint of what mine is?” It doesn’t work like that. It’s not palm-reading, we don’t intuit, we tease it out of people. You tell us what it is, we don’t tell them. But they think that we’re going to tell them, give them the answer, and it doesn’t work that way. 


And it follows the old theory as humans. When you have an idea, it’s a great idea. When I give you my idea, you’re going to push back and question it a little bit just because even the language is different. You could hear your own ideas and you love your own ideas. We don’t falsify it and have people fall in love with their own ideas. In fact, we push them. We say, “Is it this or is it that? Well, but walk me through that, you said it was this.” And they resolve it all for themselves and it’s all their language at the end. It follows a format, but the language is very, very different from candidate to candidate. Some are very eloquent and poetic, and some are very analytical, some are perfunctory. It can be almost any style, they all fit the same format though. 


Chris Ippolito 33:51 

Yeah. My wheels are turning a lot. I’m trying to figure it out on my own. 


John Hittler 33:57 

We’ll just set you up for a two-hour process, it’s easy and you just need two hours uninterrupted. And at the end you’ll say, “What the hell? How did you know this?” I don’t know it, I know the process and the process works. I’ve done 8,000 of them, there’s no way I could know 8,000 people well enough to be able to say, “Oh, yeah, for you it’s this.” No, we don’t do that. We don’t do that. 


Chris Ippolito 34:20 

That’s awesome. If anybody wants to learn a little bit more about you and the Genius Talent, what’s the best place to go? 


John Hittler 34:30 

I’ve got a great advantage in life. My last name is Hittler, I google amazingly well. There’s nobody else trying to get that SEO. Anything under my name, it comes up with our company and the books, all that stuff. Because I own all the SEO on that because nobody else wants my name. I don’t have a business card for that reason, too. But the website that they probably want is either geniustalent.net or oneinabillionbook.com, because it’s the book. We wrote the formula and we wrote the book and put it in an experiential Web portal, but it’s based on the book. Either one of those are good. But if they can’t remember that, most people don’t remember my name. Because you’re not going to walk around and say, “What was the name of that book? I can’t remember the name of the book.” But “Hittler,” they’ll go, “The guy’s name was Hittler.” 


Chris Ippolito 35:27 

Yeah. I’ll include all the links in the show notes. 


John Hittler 35:31 

Yeah, that’s fine. But that’s the easy one, just go to my last name. And it’s spelled with two Ts, but even with one T I own all 50 of the top SEOs. You’ll say, “You’re so lucky.” I say, “Yeah, try it in fourth grade. Yeah, you would say it was bad luck in fourth grade.” 


Chris Ippolito 35:51 

Yeah, absolutely. All right. Thanks, John. Really appreciate the conversation. And yeah, I’m curious now, I really want to find out what my Genius Talent is. 


John Hittler 36:01 

Oh, afterwards just shoot me an e-mail, I’ll set you up with a two-hour private session and, yeah, you’ll know it in about two hours. And it’s super fun, too, it’s a fun process. It’s probably like nothing else you’ve ever done, but it’s very fun and afterwards you’ll say, “Man, I can’t believe this, this is super cool.” I have no idea what it is, but the world is waiting. That’s what we say, is the world is waiting for your talent. 


Chris Ippolito 36:26 

I like that, I like that. Cool. All right. Thanks, John. 


John Hittler 36:29 

All right. All the best. 


Chris Ippolito 36:29 

Take care. 


John Hittler 36:31 

Take care.