Mark: Alright Michelle, I'm going to say a name: Daymond John. What's the first thing that comes to mind? Michelle: Shark Tank. Impeccable suits. And probably the only person on earth who could negotiate with a three-year-old and not end up wearing a princess tiara. At least, not publicly. Mark: That tiara story is actually the perfect entry point into his book, Powershift: Transform Any Situation, Close Any Deal, and Achieve Any Outcome. What's incredible is that John, who is dyslexic, spent nearly two years meticulously crafting this book. He says he only writes when he feels a deep need to empower people, and this book is his answer to a crucial question: how do you build a foundation of power that lasts? Michelle: So it's not just about the quick win, it's about the long game. I'm in. Where does this 'powershift' even begin? Is it about having a power suit and a firm handshake? Mark: You’d think so, but John argues it starts way before you even walk into the room. It begins with what he calls your "skyline"—your reputation. It’s the story people see from miles away. People should know what you stand for. Michelle: Okay, but 'stand for something' sounds a bit like generic self-help advice. How is this different from what we've heard a million times before? Mark: Because for him, it’s not an abstract idea; it’s the literal foundation of his entire career. He tells this story about working at Red Lobster after high school. He felt like a total failure, just working to live. But in that moment, he made a conscious decision. He decided that job wasn't a dead end; it was a chance to reset and figure out his next move. That move became FUBU. Michelle: Ah, so the "why" behind his actions was already forming. He wasn't just a guy serving shrimp; he was an entrepreneur in waiting, funding his research. Mark: Exactly. The brand he eventually built, FUBU—For Us, By Us—wasn't just about clothes. It was a direct reflection of his "why": to represent and empower the hip-hop community that mainstream fashion was ignoring. That clear, authentic story was his influence. It’s what made people listen. Michelle: That makes sense. It’s not about faking a persona, but about understanding what your real story is and then living it so consistently that other people can't help but see it. Mark: And it applies beyond business. He brings up the story of Olympic skier Lindsey Vonn. For years, her brand wasn't just "great skier." It was "grit, guts, speed, and determination." She was known as the fearless competitor who would come back from devastating injuries again and again. Michelle: I remember that. Her comebacks were legendary. Mark: Right. So when she retired from skiing, she didn't have to start from scratch. That reputation, that persona of relentless determination, was so strong that it seamlessly translated into the business world. Sponsors and partners weren't just investing in an athlete; they were investing in that story of resilience. That’s influence. It’s the story you tell before you even open your mouth to negotiate. Michelle: Wow, okay. So influence is the invisible work you do on yourself, for yourself, that pays off when you finally get to the table. Mark: Precisely. It’s the foundation. And once you have that influence, that strong brand, you're in a position to negotiate. But John's approach here really flips conventional wisdom on its head.

Michelle: How so? I feel like every negotiation book says the same thing: let the other person make the first offer. Don't show your cards. Mark: That's the classic advice, but John argues against it. He says you should almost always make the first move. Research he cites in the book, from places like Harvard Law School's blog, actually shows that negotiators who make the first offer tend to do better in purely economic terms. Michelle: But what about the risk of lowballing yourself? Or asking for something so high they just walk away? Mark: That's the fear, but John’s point is that by setting the terms, you anchor the entire conversation around your value. You control the narrative from the start. It’s a power move that says, "I know my worth, and this is the framework we're operating in." It immediately weeds out people who aren't serious. Michelle: I can see the confidence in that. It’s a filter. But it still feels like it could create an adversarial, me-versus-you dynamic. Mark: And that’s where the second part of his philosophy comes in, which is the most powerful: play for the win-win. A negotiation isn't a battle; it's a collaboration. The goal isn't to crush the other side; it's to make a partner. And there is no greater example of this than one of the most incredible stories from Shark Tank history: the pitch for the Cup Board Pro. Michelle: Oh, I think I remember this one. It was emotional. Mark: It was unforgettable. Three siblings—Kaley, Christian, and Keira Young—walk into the Tank. They're there to pitch an invention by their father, Keith Young, a New York City firefighter. He had designed this brilliant cutting board with a detachable cup for scraps. His dream was to pitch it on Shark Tank. Michelle: But he wasn't with them. Mark: No. He had passed away from a cancer related to his service at Ground Zero after 9/11. His wife, their mother, had also passed away from cancer just a few years before. These kids, now orphans, were there to fulfill their father's dream. They played his audition tape for the Sharks. There wasn't a dry eye in the room. Michelle: Wow. That's more than a business pitch; that's a legacy. How do you even begin to negotiate that? Mark: That's the point. The negotiation transformed. The kids were asking for $100,000 for a 10% stake. But the Sharks didn't start a bidding war. They didn't try to squeeze the deal. Instead, they did something unprecedented. All five Sharks—Mark, Lori, Kevin, Daymond, and guest Shark Matt Higgins—decided to go in on the deal together. Michelle: All of them? Together? Mark: All of them. They offered exactly what the kids asked for, $100,000 for 20%—a slightly higher stake but with the power of all five Sharks behind it. And then they added the most important term: any profits the Sharks made would be donated to a charity for firefighters suffering from 9/11-related illnesses. Michelle: That’s incredible. That’s not a negotiation; that’s building something. Mark: It was a perfect win-win-win. The Young family got their father's dream realized with a team of powerhouse mentors. The Sharks invested in a great product while honoring a hero. And the viewers got to witness a moment of pure humanity. The product did over a million dollars in sales almost overnight. It shows that the best deals aren't about taking; they're about creating value for everyone involved. Michelle: It seems like that Cup Board Pro deal was only possible because of the human connection, the relationship in the room. Mark: You've just named the third and most important pillar of the powershift. It all comes down to relationships.

Michelle: So, is 'relationship capital' just a business-speak way of saying 'don't be a jerk'? Mark: (laughs) That’s part of it, for sure. But it’s more strategic than that. John defines it as the network of goodwill you build over time. It’s a currency you invest in, and you have to be intentional about it. He tells this really simple but profound story from when FUBU was at its peak, with offices high up in the Empire State Building. Michelle: Pretty glamorous. Mark: It was. And the team was working insane hours, often late into the night. But every night, Daymond made it a point to stop and talk to the security guard and the cleaning crew. He’d ask about their families, thank them for their work, just treat them with genuine respect. He wasn't trying to get anything from them. He was just seeing them as people. Michelle: A small act, but it speaks volumes about character. Mark: And that's the core of relationship capital. It’s the sum of all those small, genuine interactions. But he’s also brutally honest about what happens when you neglect it. He shares a story about a huge mistake FUBU made called 'Breaking the Box.' Michelle: 'Breaking the Box'? What's that? Mark: FUBU sold their clothes to retailers in pre-packed boxes with a set range of sizes. But smaller, mom-and-pop stores had different needs. Some needed more small sizes, others more large sizes. They begged FUBU to 'break the box' and let them customize their orders. Michelle: Which seems like a reasonable request. Mark: It was, but FUBU was on top of the world. They got arrogant. They told the small stores, "No, it's too much of a hassle." They were making so much money from big department stores that they didn't think the little guys mattered. Michelle: Oh, I can see where this is going. Mark: The small stores were stuck with sizes they couldn't sell, so they had to put FUBU gear on deep discount. Suddenly, this premium brand was in the bargain bin. It eroded the brand's value and, more importantly, it destroyed the relationships with the very people who had helped build them up. They lost loyalty, and it cost them dearly in the long run. It was a powerful lesson: you're only as strong as your relationships, especially the ones you're tempted to overlook. Michelle: That’s a stark contrast. From the cleaning crew to the small retailers. It shows that every interaction is an investment or a withdrawal from that relationship bank account. Mark: Exactly. And sometimes the best investments are the most unconventional. You mentioned the karaoke story earlier. When FUBU started working with Samsung, they realized that in Korean corporate culture, karaoke was huge. It was how you bonded. So, Daymond and his partners, these guys from Queens, started hitting the karaoke bars with the Samsung execs. Michelle: I'm just picturing this. It must have been amazing. Mark: It leveled the playing field! In the office, there was a hierarchy. But at the karaoke bar, everyone was just a person, singing their heart out. It built a genuine connection that no business meeting ever could. That’s relationship capital. It’s finding the human connection, even if it means singing off-key.

Mark: When you pull it all together—Influence, Negotiation, Relationships—you see they're not separate skills. They're a reinforcing loop. Your influence gets you to the table, your negotiation skills create a win-win deal, and the way you conduct that deal strengthens the relationship, which in turn builds your influence for the next time. Michelle: A continuous cycle. Mark: And the perfect story to tie it all together is one Daymond tells about Spike Lee. Back when FUBU was just starting to get noticed, they got a feature in a magazine. A few days later, a letter arrives from Spike Lee's production company. Michelle: Wow. At that time, Spike Lee was a cultural giant. Mark: A titan. Daymond was terrified. He thought it was a cease-and-desist letter. He opens it, and it's a handwritten note from Spike himself. It was a message of congratulations, of solidarity. And it ended with just three words: "I see you." Michelle: Chills. For a young Black entrepreneur trying to make it, getting that from Spike Lee... that's everything. Mark: It was pure validation. It was Spike using his influence to lift someone else up. It was a form of negotiation for cultural space, an acknowledgment. And it started a relationship. Fast forward twenty years. Spike Lee wins an Oscar. Daymond is at the after-party, sees Spike across the room, and he's no longer the scared kid from Queens. He walks up to his idol, looks him in the eye, and says, "I see you." Michelle: Full circle. Mark: Spike remembered the letter. And in that moment, the powershift was complete. It wasn't about one person having power over the other. It was about mutual respect, shared history, and the power that comes from acknowledging each other's journey. Michelle: That "I see you" idea is so powerful. It makes you wonder, who in our own lives could use that kind of validation? A simple acknowledgment that we see their hustle, their struggle, their dream. It doesn't have to come from a celebrity. Mark: That's the ultimate takeaway. The powershift isn't just for CEOs and sharks. It’s for anyone who wants to build something meaningful. It starts with your story, is built through fair deals, and is sustained by the people you choose to see along the way. Michelle: A powerful reminder to look up from our own goals and truly see the people around us. Mark: This is Aibrary, signing off.