Welcome back to the show, my fellow strong Americans, but today, we have a special guest named Tina Greenbaum. Tina is the founder and CEO of Mastery under Pressure, a management coaching program for high-performing executives who must make clear decisions in high-stakes environments. 

As a trusted advisor to entrepreneurs and their executive teams, Tina has over 40 years of experience. She knows that the ability to think clearly under pressure and manage high-pressure situations separates great leaders from everyone else. As a licensed psychotherapist and professional sports psychologist, Tina powers CEOs and senior-level managers with the tools to excel and empower their teams. 

Her expertise has made her a sought-after speaker, workshop leader, and peak performance specialist. She has also advised successful business owners and executives in the San Francisco Bay area, including Silicon Valley. She’s what I would call an extraordinary American. And I’m glad to have her on this show. Tina, are you there? 

Yes, I am. Hi, there, cosmos. Thank you for inviting me.

Me. Yeah. Thank you so much for taking the time to do this podcast with me and sharing your invaluable wisdom with the audience. I know you have been into entrepreneurship and advised businesspeople. 

Can you tell me and the audience more about yourself, your background, and how you got started?

Sure. So, I started as a teacher. That was my first degree, and I realized that early on, I liked the psychological part of the teaching more than the subject matter. So, I returned to school, got a master’s in social work at MSW, and became a licensed clinical social worker. So, that’s what I have been doing for several years. 

I have lived in Washington, DC, Portsmouth, NH, Long Island, Manhattan, Long Island, and now San Francisco. So, I started five private practices. It just didn’t take me very long, but I started working for somebody else, but she controlled everything she controlled. When I got the money, she controlled the client she controlled. I would like to be in charge. I realized I needed seven private clients to afford my office when I started. Once I got seven clients, I could leave working for somebody else, and that was 41 years ago. 

And so, I haven’t worked with anybody on it. Since then, anybody has worked with many, many, many people who have worked for other people, heard the issues and the problems, and helped people solve them. 

So, I understood exactly what I needed to do to create a private practice. I knew who my referral sources were. The shortest it took me was seven months. The longest was a year and. a half, and once I got those going. Honestly, I never had to do any more marketing because I had those wonderful relationships and not to pass, you know, all chiropractors, all kinds of holistic healthcare providers, and they would call Tina – Call Tina – Call Tina. When I do the same thing, I get back to them. 

So, I moved to California in 2014. And I had already started a program called Tennis to the Max with my husband, a tennis coach, and I was watching him teach one day, and he said to one of his kids, you have to go out there: you’re going to be aggressive. You’re going to be confident. But he’d have a clue how to do it. And I said to him. But I know how to teach him how to do it. 

So, we put our skills together and called tennis to the Max, where I did the mental side of the performance because this young man that he was speaking to was a terrific player. But when you would get into competition, you would fall apart. 

So, we started in New York, and then it was when I moved to California. Like. I love to play tennis, but I’m not the greatest tennis player in the world, so people wouldn’t look at me and say, hey, where’d you learn how to do that? But they started asking me if I could take this into business. Having been in my own business for so many years, I was married to an entrepreneur, and my father was an entrepreneur. It is what it became. It was a very natural place for me to be. 

So, to Max, tennis became mastery under pressure, which is much more generic for athletes and each place where I lived. When I lived in DC, it was lawyers. When I lived in New York, there were a lot of actors, dancers, performers, athletes, and financial people out here in California; it’s tech. So, we can adjust it to any industry. So that’s kind of the short version.

No, Tina. What I’m curious is to know, how did you like your strategic vision about your career like evolve from like the time of like the teacher to this thing cause like yeah, like you start him as a teacher, and then you realize you didn’t want to do that anymore. You don’t want to work under anybody else. But then you had an evolution of where the goal just expanded it. Depending on where you were, could you elaborate a little more about that and how the vision evolved?

Sure. That’s a great, great question. I like that question. Well, for one thing, I have three children. They’re now grown, but I only worked part-time when they were growing up. That was my commitment. I figured, well, I had these children. I wanted these children, so I wanted to be there for them.

So, I can arrange it. I only work three days a week. I work 20 hours a week. It was very I had a boundary once those 20 hours were filled. I didn’t do any more work. I didn’t work at night, so I could raise my children the way I wanted and at the same time work. But there was always this secret part of me. I always wondered what it would look like if I’d lived to my potential. That became the driving and still is, to tell you the truth, the driving force. In 2004 and 2005, I divorced and moved from Long Island to Manhattan. 

When I moved to Manhattan, I started meeting these women doing everything I had dreamed about. They were speaking. They were writing books. They had marketing teams they had. I remember there was one woman at a networking event I was at. And she’s a stunning, stunning French woman. She’s oh. It would be best if you came back there next time. You know, I have my new book and met my marketing team. 

So, I returned the next time, and she was dressed with all her books and everything out. She introduced me to her ghostwriter and marketing team. Then, when she talked about her program, she talked about what she was doing. I have been in the field for a long time, so I knew where she took everything from. There wasn’t anything particularly original for me. 

And I said, well. Oh, wise guy, you know she’s got the book. She’s got the speaking engagement. What do you have to show for it? And so, so many women just inspired me, and I just became a toastmaster. I learned how to speak more professionally. I always liked speaking. However, I learned much more about the art of speaking, and I had a driving question regarding content. I’m still on that same, you know, that same quest; how do I help somebody experience themselves differently? We could talk, talk, talk, talk, talk, and the body gets triggered before the mind gets it. 

So, if we don’t learn how to make that connection and learn to know what our unconscious is doing and talking and saying, it drives the train. So that led me to many, many different. Strategies. Techniques. NLP, EFT. They have a lot of different names integrated with cabalistic healing. I’ve done many trainings again that I feel at this point in my career. I get it; I get how we’re put together. I can listen very carefully and kind of know when somebody’s kind of moving off track. 

How can we bring them back, and what skills do they have? I need to move their lives forward; from that, I love group work. I think there’s a lot of power in Group work, so Master under Pressure became a group program for high-performing leaders who want to manage this inner game. Really. And come off, like, hey, we’re just having a conversation.

So, Tina, in the four decades that you have been doing this, like where you have been advising and helping out different people, including entrepreneurs and CEOs, what is the biggest lesson you learned regarding what it takes to be successful for people doing business?

Another really good question. You know, the private practices, as challenging as they were time-consuming, were very finite. I knew exactly what to do when I attempted to scale my business. Now, I was out of my capacity. In terms of what I knew, I don’t think in numbers; I think in big pictures, and if you’re in business, you have to think in numbers; you just do. 

So, the most challenging part for me has been finding partners. Of doing the things that I don’t do well and that I don’t enjoy, it’s not. It’s not what I do that has been very costly. It was a very frustrating experience; now, I need to partner with people who are as experienced in what they do as I am. But it’s been a lot of trial-and-error trial and error trial. 

One of my biggest mistakes was watching people who were very… For example, one guy had a very successful marketing company. The same thing happened with the speaking of a woman who was a great speaker. And they were starting new projects for themselves. 

And because I knew they were successful in what they had done, I bought into their new project. It was a big mistake because they had their ups and downs, and I can think of several that I invested with. That business went belly up.

Was it more about the person, their personality, or was it more about the technicalities of business that made them go up and down like that?

I think one was very much the personality; the other was. Also, he is a fabulously big thinker, and I bought into his vision. But it was a long haul, and then he ran into obstacles with the business.

Hmm.

And there was a group of us that were just sort of again, he had brought in, but he wasn’t producing. So, I would say that was the biggest thing I learned from a gentleman who runs incubators for founders. He said the difference between a sole proprietor and a founder is the founder. Has a team. I did so much of this work on my own, learning how to build a website and how to do this. Really.

No, I mean, entrepreneurs like this, we understand that I had to figure out the website stuff and everything, and it’s far better just to get somebody else to do it, you know, because it’s kind of like, you know, there’s a law out there. It’s like the architect’s law, where you must have a vision. 

How everything is done, but you cannot get involved in the TVDs like the microcosmic thing, you know. Because otherwise.

And at the same time, as we know Cosmos, it’s kind of a vicious circle, you know? I don’t have the money to pay for that person, and I know I need them. But So, what? I have done it very successfully. I’ve done a lot of trading. People who were interested in what I have to offer, and I was interested in what they have to offer now. Again, it wasn’t. It was the best of a long-term situation, but in many instances, it was enough to get me to the next piece and then the next. 

You’re completely right about the circle, you know because when you’re at the beginning when you’re starting a business and everything, you only have so many finances that you have allocated. 

And then how do you utilize it? Which direction does it go in? Yeah, it’s a. Everybody thinks of it when they look at companies that have succeeded. Oh, while this guy got lucky or something, no, it involved a lot of ice skate risks and all that stuff, which brings me to the next question, Tina: what do you think of the character traits of CEOs or business owners who succeed under pressure versus people who fold? On the pressure in, in your opinion.

I think great leaders have an innate ability to see things before others. 

So if I’m sitting with somebody and they’re telling me a story, it’s like I, at this point, already know where they’re going, and I can see the walls they make, the brick walls they make fall into. 

It’s also frustrating for our leaders because not everybody thinks the way they do, and not everybody thinks as quickly as they do sometimes. But that, to me, is like a hallmark. Honestly, it’s emotional intelligence—those extremely successful people. I never knew that common sense was a gift. I’m sorry. I was about 30 or 40, you know? 

Somebody said, don’t you know that that’s a gift? That’s like, what do you mean? It’s like right in front of you. How could you not see it? And so. It’s, again, it’s that innate ability that then sometimes gives arrogance and cockiness, but it’s also really kind of trusting yourself. Trust your intuition, trust your instincts that you have a pretty good sense about where things are going, and at the same time,

Knowing that you don’t know everything, you cannot see everything. We all have blind spots, and we say everybody else knows yours. Wouldn’t you like to know them too? So, we have to be open to hearing feedback. You know, when I get ready to make a big decision, I would call my brother. Who I trust a lot, and I’d say, what am I missing? What am I not seeing? You know, people who have been there before me and know things that I don’t know. 

So it’s being willing to ask for help when you know it when you do. Know when you need to. It is for me once I see a path. I’m good. If I don’t see the path and hit obstacles, I don’t have solutions. I know that I need to ask for help. 

So that’s one thing. The other is we have to inspire other people. As a leader, I always say you have about as much room as a crease on a pair of pants. Everybody wants a leader, and everybody wants to kill the leader.

It’s the ultimate paradox, isn’t it?

Ultimate paradox. You know they want it, depending on that person they want, you got my back and all that, but you get too strong. You get too authoritative, and people just want to wipe you off. So, kind of. I think the greatest hallmark we’re talking about is self-knowledge. 

And that’s my world: really kind of helping people build that inner level of awareness that builds that inner level of confidence. You know how to be vulnerable, and at the same time, you know how to say what we’re doing.

So, Tina, I agree with what you’re saying, but I think many entrepreneurs have an ego problem. They don’t want to take help, right? Because they feel like it’s a weakness or something. Maybe I’ve noticed this, but what is your experience? Do you think the ego plays a big role in whether people want to get help or not?

Ego plays a big role in having the guts to do what entrepreneurs do. 

So, we don’t want to diminish that ability and self-confidence. How long do you want to go before you take the time to do the work? Because the world will give. You have the lessons that you need. We don’t have to do anything. You know, if that ego is so big and you’re not willing to listen and you’re heading off a track, it will collapse. It’s inevitable. 

So, I like to say that we must be strong enough to be vulnerable. As opposed to a weakness, it’s not a Weakness. How could it? You possibly know everything you can’t. How could you possibly see everything? You can’t. 

And so, my message would be to park your ego. You know, at the gate, you listen to the people. One of the reasons that and again I think your people will appreciate this. I don’t work for anybody else. I’m not great in board meetings and listening to people too, you know, talk, talk, talk, talk, talk to it’s again because I can see like, come on, let’s get to the bottom line here. Let’s. I don’t have the patience for that, and at the same time, I have some very, very trusted advisors. I depend on them for honest feedback, and I’ll listen. And. It’s knowing when something feels right to me. Whether I’m going to follow it or not, you know. So again, it’s that fine line.

Latina, what you said in the last part is true, and I would want the audience to know this feedback is really important. The difference between a successful business and a business that will not succeed comes from honest feedback. A lot of times, I feel like when they’re doing business, they want what they’re doing when promoting a product; they think they would want it versus knowing what the customer would want. 

It’s like you’re too attached to the product or the service versus figuring out what the customer wants. Like it was there was this book I had studied called The Lean Startup, where he talks about the book’s author. It talks about this.

Yeah, and at the same time, we don’t want to live a life just doing something for everybody else. You know, if they don’t want what I have to offer. That’s one thing, but I also don’t want to work in a field where I’m just being artificial and not sharing my gifts, so it’s finding that path. And again, that’s where the creative creativity comes from—sometimes a group. 

How can you take this particular skill mark? It’s not ready for this. They’re not interested. But how can you tweak it so that you can do your passion and brilliance and market it differently? That makes sense, class. Most of you know. I don’t want to give up who I am.

No, no. It’s a balance. But it’s very difficult for many people to find that balance, which brings me to the next question, Tina. What do you think is the biggest roadblock entrepreneurs have from our business people from success, and how would they overcome it? Like the mental.

I was just listening to Dan, who was the Viceroy of Bellwether, and I have a lot of respect for him. I think it’s the biggest roadblock. It is not listening, you know, not paying attention, not being open to it. I mean, you could be the most brilliant person in the world. And somebody with a different perspective can just say just look over there. No, I love it when my clients just say to me, I never thought about it that way. That’s the biggest compliment you could give me because I’m listening to this whole picture, yet I see something you’re not seeing. And it’s just a little tweak sometimes. 

Honestly, from my perspective, I am kind of coming through this entrepreneurial path of scaling my business. I’m craving somebody to tell me, Tina, just look over there. I don’t want to be right if I’m not as successful as I want to be; I’m missing something. It’s not that the content of the product is not good enough; that’s not the problem. 

In one of my talks, I discussed a little triangle. OK. On one side is your skill—all the things you’ve gone to school for, all the things you know, all your education. 

So, we’ve got our skills, and then we have our strategy. How are we going to take these skills into the marketplace? And this is where most entrepreneurs spend all their time, but they’re missing that third leg of the wheel or the triangle because this is the mental side. This is the mindset. This is the knowledge of oneself. It’s the knowledge of people that drives them. 

So, I would say, you know, with one of the things I say, if you were an Olympic-level athlete, you would no sooner go out there to compete without training this instrument. It’s an instrument, and it’s skill-based, right? It’s just as much skill-based. And then you go out there, have these, you know, your skills, strategy, mindset, mental resiliency, and grit. Then you’re, you know, somebody to be reckoned with.

Tina, this is very important. I would want the audience to understand this. But I think many people are like, OK, I have limiting beliefs. But no matter what I do, I cannot get my subconscious to work with my conscious mind.

So, I wanted to ask you, what is a good strategy someone can use? They need to get past their limiting beliefs, knowing they should not think this way, but their subconscious mind keeps making it easy.

But it keeps. It is feeding them the same thing. Well, for #1, it is. They should take my program mastering under pressure because we spend much time doing exactly that, number one, identifying. The limiting beliefs require a level of awareness and consciousness to be able to listen to yourself. So, in my business, we call it the witness. You know, it’s the witness. It’s the observer. It’s the third eye that’s looking back on us.

I would say what you’re saying is correct, but many fear looking at it. Like, if you, you know what?

I know exactly what you’re saying, and what I would say to them is. You already know what’s there. People sometimes are so. Oh, I’m so afraid to look. I’m so afraid of this. The truth is that we know things so deeply and innately that we it’s. Oh, yeah, I remember that. Oh, I remember that memory. Or so it becomes, I would say, curious. Be curious. OK. The definition of mindfulness is being aware of the present moment without judgment. 

So, the operative question is, I noticed. Oh, I just noticed, and I do this. You know, just in terms of my own biases, my unconscious biases. And a great story I heard from an African American woman, and she said when I talked to white people. 

And I asked them, what do you think when you see a bunch of teenage boys, African American boys, with their pants down and, you know, kind of the? A certain look or a hoodie, and so she asked a whole group of people, and people had all kinds of ideas. And I’m afraid of them or that something will happen to me. And she said, you know what I think? I think I will tell them, pull your pants up.

No.

Yeah. So I’ve become very conscious when I pass people of different cultures or different things, and I hear myself say, and then I’d say, oh, that’s your unconscious bias, it’s there. OK, it’s there. So now I know that it’s there. What am I going to do about it? How am I going to treat the next person? How? Am I? I am going to, so I’ll tell you one. Of the it’s a huge subject. It is a great question. But it is. You can find your limiting beliefs in your work by your shoulds. I should do this. I should do that. They should do this. They should do that when you see it should. It is a belief. 

And then, we want to examine whose belief it is. Is it something that I want? I have a whole ceremony that we do and really kind of. How do you access, name, and look at, and where do they come from? I go like this many times because you’ll see me do this. You know, this kind of from the head to the heart. And how do I access that unconscious material? And that’s the practice.

So, you have to identify those limiting beliefs, and after that, there is a process you can use to overcome them. Are you saying there’s a process you can use to overcome them?

Yeah. I will move beyond it and just recognize that this is a part of maybe the way that I was raised and the culture that I was raised in, but I don’t have to carry it on. I can change it. I have the—power to change it.

So, Tina, this is from a national perspective, right? Because a lot of people want to, they have an idea of what the American dream is, and they want to achieve their dreams and go for it. However, they have many limiting beliefs regarding their environment and how much they can do. 

So what would be your advice for somebody with an exact vision of what they want, like their idea of an American dream, and they feel like they cannot attain it because of environmental circumstances?

So I would say study the winners. Find the people that you admire. Learn about them. How did they get it? I have a podcast called Under the Hood, and it’s all about patterns created in childhood and impact us as grown-ups. I just had a session today. It’s being open and willing. To find the winners who got out of the neighborhood, you know who’s doing what you want to do, go and interview them. How did you get there? What did you need to learn? What was your education? All of what we’re talking about and going back to what Dan said. 

And what I believe you know is that business is skill-based. Some of the reasons that I’ve struggled, you know, along the way are Because I didn’t have the skill. I am looking for help to find the people who have the skills to help me fill that out, and it’s the same thing with good mental health. It’s skill-based. It’s not natural. I would say good mental health is not a natural sport. It’s a learned sport. I teach skills, focus, relaxation, how to deal with negative self-talk, work with those limiting beliefs, and how to. Visualize how to deal with it. Here are all the things that people can learn. And you just have to be willing to look beyond where you are. I don’t have to be. Right. I just want to be good at what I do, so there’s a lot of help out there. Truly.

So, Tina, as a continuation of this, right, like you know, people are trying to attain their dream, but it’s all mainly because they have the pursuit of happiness from an early age, like Americans. They grow up, and they want to attain that. However, as we talk about this, we see that their limiting beliefs usually hamper the pursuit of happiness.

So, my question is, do you think the pursuit of happiness comes from within, or do people have to rely on the external world to achieve a goal? A lot of people go that route. They’re like, I must achieve this before I can attain happiness. And I don’t know your perspective.

That’s a different kind of turning the head and switching the mindset because if we wait until this happens, you know, we’re going to be waiting a long time. Sometimes, what I know about high achievers is that they’re never satisfied with where they are and always want to achieve more. Be more and achieve more. It’s learning how to appreciate the little successes. 

Number one, I mean, that’s how we build confidence. It’s on little successes. It’s not on the Great Big Giant thing; you talked about external versus internal. We want the internal to drive the train. We want you to know yourselves well enough to know what gets me excited. What am I good at? You know, what did I do when I was a kid? It was just fun. Doing this with you, for me, is fun, and you know, sharing the things that I’ve learned. That’s fun. 

And the question is, would I do it for free, which I am, you know, would I do it for free? And yes, we have to value our time, and so on.

But finding things that you feel passionate about is important. I’m more passionate now than ever because my teaching skills are sorely needed. You know, we need to equip ourselves with the kinds of things that I teach.

Not that I didn’t make this stuff up. I just put it into packaging and put it through my filter. But these are the skills that we need to be successful. Really, successful. And it’s not just the limiting beliefs; it’s a whole bunch of other things. But this is what I will say, Cosmos. We all have certain patterns. We have created some that will get us to great heights, and some will just keep hitting us until we deal with them. And the sooner you deal with them, the sooner you learn. There are not a million wrong things. It’s only a couple of things. 

You might get agitated too quickly, get short with somebody, give up too easily, or encounter obstacles. But once you are curious about how I can do that, why I do that, and who can help me navigate this, you can move beyond it. Oh, that used to bother me. Now, it doesn’t. I don’t even get a ripple. 

So, it’s a process of personal growth and transformation, and transformation is coming home to the self. It’s not transforming into some other being. That’s not us.

Yeah, I mean it. What you’re saying about parents is true, right? We all have subconscious parents who are either helping us or hindering us. And the point is, most of the time, we don’t even know what those parents are until we do self-reflection. As I discussed, many people fear self-reflection, but that is how you will get to the next level and improve yourself.

Know, and what I say to you is what could be more interesting than studying you? You know.

People that you emotionally like attach to you, right? You have to see from a detached perspective, which is, yeah. But exactly, you’re right.

Yeah, I mean, just be not, but if one is curious, what’s driving me? You know, why do I keep running into the same problem? Why are people rejecting me? Why is this not moving forward? You know? And if we don’t know the answers off the top of our head? We need help, honestly, because it is not easy. I don’t want to make it sound like 123; just do this and do it. The unconscious, by its nature, is unconscious.

So, we need to learn the path—how do we access it? And once we learn how to do that for everyone—everybody has a different style— we’ve got gold. I had to teach. You used to say there’s gold in there. If we go like this and don’t want to look, we’re afraid we’re just leaving a pile of gold on the sidewalk.

Totally.

And right and looking at social media and doing what everybody else is doing and trying to figure it out and what the answers are right here with a good guide.

So, Tina, you gave this TEDx talk about befriending the inner enemy. Could you tell me in the audience a little bit more about the essence of that TEDx?

It’s pretty much kind of what we’re talking about that I realized very early on as a therapist—working with women who had eating disorders and were very ill. I could talk, talk, talk, talk, and they could tell me about their mother. The father and the sister, but they weren’t changing. And as an agent of change, I wanted to be successful. Like how do I do that? Just the same kinds of questions that you’re asking me, cosmos. How do we do that? 

So, I went on this journey to access this part of ourselves. I did it for myself. And that’s part of the story of my TEDx. And then, I started working on myself. I then got many of the secrets of working with other people. And that’s what my talk is about: we spend so much time. I even heard my son say, ” Oh, what an idiot. I said don’t say that. You’re not an idiot. You put something down and can’t find it, but you’re. Not an idiot. You put something down because you got distracted. That’s what happened, right? 

So, we catch ourselves for just these little things when talking to ourselves. Once you get into the program, you will see that it is a program of good mental health, skills, and coping mechanisms. Life opens up in a way that you just can’t imagine. So that’s kind of what my talk was about. It was my journey as a clinician; how did I get there for me? Wherever there is what I, what I do know is when you do this work, you don’t go down so far. You know. And you don’t stay there for so long. It’s not like you don’t have your own, you know, kind of roller coaster because life hits us in many, many, many different ways.

That it does.

Yeah, there’s no escape. If you’re living and breathing, life will hit you, and you want to be competent, resilient, and confident that you can handle what life throws at you. We haven’t even talked about nearly the things that I’ve been thrown, and I’m the only one of my friends who’s been thrown. I’m still working and just as passionate as ever. 

So I think of that little game you would play when you know you would have a sandbag underneath. You know, you hit the thing, and then it comes back up, and you hit it, and it comes back up. That’s what we.

Do you teach people to do it? At least in my experience, I realize a sense of nonattachment, and this could go like sometimes you get so non-attached, you don’t care anymore. But I’m. I’m not talking about that; it’s just a sense of nonattachment to the ups and downs of life, OK? 

But for that to happen, you have to be able not to be emotionally attached to the things around you. And then that’s what causes a lot of grief: we are attached to the impermanent things in our lives. Oh, you lost the car. Now you’re sad about it, but you’ll lose the car one day, right? 

So it comes down to like. Ultimately, it is like a macrocosmic philosophy that helps, which helps you.

That’s right. So again, we go back to without judgment. If you’re looking at your books, you know when you’re analyzing you, you know, the money that’s coming in, money coming out, it doesn’t money. It doesn’t have an emotion to it. It’s just like, oh, you know, I can see the data, that’s what we’re talking about. That’s what you just mentioned. It’s data. When we get into judging the data, we inevitably spiral downward. And when we have the spiral downward, we can’t see clearly. As to what needs to happen.

 So, if you’re in that spiral, would you have to have a skill? How do I get myself out of that? OK, I can get that sense; you use the word detachment. You know, I’m observing, I’m noticing. But yeah, this is where I went with that. Why did I do that?

Totally. So, Tina, can you tell me the audience a little bit more about mastery under pressure and the program and about the premise of how all that stuff?

Sure. So, I think I mentioned it started with tennis; it started when my kids were very competitive soccer players. My father was a great athlete, and I loved sports. And so, the mental side of sports has always been interesting to me, and I used to say that when my son would play soccer, he was. He was a great player. And when he was sitting at the goal, you know, hitting, having to do a penalty kick, and the whole game depended on it, I didn’t have to teach him how to hit the ball. I kicked the ball. He knew how to kick the ball. 

But what I was able to teach him. Or, you know, he was when he was open to it was how to manage the focus because he actually should have. The kicker should beat the goalkeeper because the goal is much bigger. So anyway, that’s how it all kind of started. All the mental stuff and started taking courses in sports psychology and putting it all together. Yes. Neuroscience, spirituality, sports psychology. I mean, I put a whole bunch of things into this program. 

So, I teach focus. Relaxation is negative self-talk, which I call productive instead of positive thinking. How do I get my thoughts to produce something useful for me? And then visualization and dealing with fear. That’s the five topics. It’s a three-month program. I do it in groups, and it’s extremely powerful and works with some homework. There are modules, the modules. The shortest is 6 minutes, and the longest is 18 minutes. 

So, it’s not like you’re sitting down for an hour. No. Now, our videos that you have to plug through are very short, but there’s a lot of practice in between. So that’s the program, and I have a quiz you can find. It’s called masterunderpressure.net, and you can take a quiz on where you are on those five topics. I’d love to talk to you if you’re interested in more.

That is awesome, Tina. I would recommend your program to whoever’s watching this, because I’m because it just works, you know? It’s all about changing the patterns and understanding the subconscious. And so, Tina, how can our audience connect with you and learn more about you, your work, and what you’re doing?

So, anything you look up as a master under pressure, Tina@masteryunde pressure is my e-mail. I have a website. I’ve got the TEDx talk. All you have to do is look at TEDx Tina Greenbaum. I’ve got a YouTube channel. I’ve got lots of these under-the-hood podcasts that people can learn from. Really, great. Heaters. So I’ve got a lot of material out there, but just reach out to me via LinkedIn, and Tina, Master, under pressure, will get to me.

That is awesome. Tina and Tina, I’m so grateful you took the time to do this podcast with us and share your wisdom about mindset and everything because, you know, this is really important stuff that people should know. And I’m grateful that you took the time to do that.

You know, thank you for inviting me. It’s been so much fun, Cosmos.

I would like you to be on this show later. I want to conclude this episode by letting my fellow extraordinary Americans know that, hey, look, there’s an extraordinary within every one of us. We have to awaken it and unleash it until next time. Bye for now.