WEBVTT 1 00:00:00.000 --> 00:00:13.000 Okay, we've asked you throughout the weeks what a takeaway was that you guys had, if you could share with us what maybe your top favorite thing and I know that's going to be hard because there was so much good stuff. 2 00:00:13.000 --> 00:00:29.000 Thank you Dion for imparting all of this good stuff to us for these 13 weeks taking the time to, to, to help us learn all this. What was your guys's number one favorite thing that you've learned over the last 90 days. 3 00:00:29.000 --> 00:00:41.000 We'd love to hear that. And Elaine I do see that you said, the upstairs, staying upstairs versus downstairs so that's a really good takeaway. 4 00:00:41.000 --> 00:00:54.000 Okay, well, without further ado, as you guys are putting those in, we'll take a look at those and keep looking for them. Dion, I'm going to hand it over to you for the wrap up of making your learning permanent. 5 00:00:54.000 --> 00:01:02.000 Thank you, Jenny really appreciate love the comments. I like reducing switching costs, Stephen that's great. 6 00:01:02.000 --> 00:01:22.000 Elephant on the pathway. Great to see all the comments really appreciate it. The key here is, don't feel like, oh my goodness, I have to have mastered every single thing that we did over these 12 weeks now week 13 as we summarize, but you do need to have a couple 7 00:01:23.000 --> 00:01:36.000 of core elements in place and looking at the comments there. Looks like you guys are on it. You know, the cue book, deep work, the some of the other elements which I'll mention here at the end. 8 00:01:36.000 --> 00:01:39.000 So as I go through this. 9 00:01:39.000 --> 00:01:50.000 I wanted to just point out that one of the best things you can do as a leader is hit the pause button every now and again, and summarize what your team has accomplished. 10 00:01:50.000 --> 00:02:04.000 And so just to remind you again of this idea. You know the three times this really helps one is if you're going through a very intense time of change just like we are at Brilliant, then hitting the pause button at the end of a week and saying 11 00:02:04.000 --> 00:02:15.000 look at what we did this week and usually it's amazing even though people have a general sense of what you did just hearing it, one after the other is a tremendous sense of it's inspiring. 12 00:02:15.000 --> 00:02:29.000 It's a sense of it creates a sense of togetherness. And wow, look what we can do as a team. If, but then also doing it regularly like once every six months, you know, hit your, hit your review and say okay this is what happened this year. 13 00:02:30.000 --> 00:02:44.000 And in that it's not just the financials or how many new customers or sales certainly those are elements. But what did we do as a team the projects how people grew some of the new things you know you took on hey we installed deep work in the last six months 14 00:02:44.000 --> 00:02:55.000 it's now become you know part of our culture, those kind of summaries really really inspiring to a team. And so I don't want to do the same for you. 15 00:02:55.000 --> 00:03:03.000 But I want to go as we go through this and by the way sometimes just helps to remind somebody on an individual basis too. So I want to do that for you. 16 00:03:03.000 --> 00:03:17.000 And the purpose of doing this is exactly that for you to get an overview, because we kind of learn different things. When we stop and see the big picture so today's a big picture, not to make you feel overwhelmed like oh there's 10 more things. 17 00:03:18.000 --> 00:03:30.000 So we hit episode one on week one, and we talked about moving to prime. And yes, you will get a cheat sheet which has been dropped there for you so if you want to click it and follow along you're most welcome. 18 00:03:30.000 --> 00:03:38.000 I definitely don't want to read every single thing this is a pretty substantial cheat sheet. So you'll see it's quite a few pages long, but then it does. 19 00:03:39.000 --> 00:03:58.000 It does summarize an entire season of work in one shot. So, success to prime. We learned a new paradigm for leadership, the idea of the leader being the conductor, the lead the conductor is the only musician who does not make a sound, but becomes powerful 20 00:03:58.000 --> 00:04:12.000 by making other musicians powerful so we talked a lot about this idea of the paradigm or the metaphor of a conductor, that your job as a leader is to conduct your team, no matter you know where you are in the organization. 21 00:04:12.000 --> 00:04:27.000 And then we introduced the concept of becoming a team of leaders, not just a team with the leaders, yes sure you still have a leader, but now the leader has to learn to lead leaders so that's an upgrade for the leader, but it's an upgrade for everyone else to think like a leader. 22 00:04:27.000 --> 00:04:40.000 And to help drive this home. We use the firefighter net analogy, we said imagine a firefighter, all holding on to the net. And obviously if the person jumping from the building. 23 00:04:40.000 --> 00:04:54.000 We want to be able to catch them in this case support the business is the analogy, and so that there has to be tension in the net and so tension means that we have healthy balance that nobody's pulling too hard nobody's just letting go. 24 00:04:54.000 --> 00:05:00.000 Nobody's being so compliant and so agreeable. If we all just agree then the net lies on the ground doesn't support us. 25 00:05:00.000 --> 00:05:06.160 the business. So we talked about tension. There's a healthy tension and there's an unhealthy tension. 26 00:05:06.160 --> 00:05:10.240 Unhealthy tension, you have somebody walking and just rips the net out of people's hands. Then we 27 00:05:10.240 --> 00:05:14.880 talked a lot about, you know, whose hand should be on there and as leaders how can we encourage 28 00:05:14.880 --> 00:05:20.640 people who are not speaking up enough to speak up and to take more responsibility or at least 29 00:05:20.640 --> 00:05:26.640 pull for their side of the business. So that was all what we did in episode one and that set us up 30 00:05:26.640 --> 00:05:32.240 beautifully for talking about what on earth are we doing, what's the purpose of our business. 31 00:05:32.240 --> 00:05:38.240 We talked a lot about clarity. That clarity, you know, that the mist in your mind, you know, 32 00:05:38.240 --> 00:05:46.320 becomes the fog in the organization. That as the organization grows, complexity comes in and with 33 00:05:46.320 --> 00:05:54.160 complexity is a loss of clarity and so complexity is the enemy of clarity and we use this concept 34 00:05:54.160 --> 00:05:59.520 that if you're still dealing with complexity, you're still the student but when you're dealing 35 00:05:59.520 --> 00:06:05.200 with simplicity, you've become the master. So when you find things in your organization are simple 36 00:06:05.200 --> 00:06:12.960 because simplicity drives speed. That was from Jack Welsh, so from GE. So the whole of GE was built on 37 00:06:12.960 --> 00:06:20.000 self-confidence, drive simplicity, drive speed. So it's an incredibly powerful idea. So simplify, 38 00:06:20.000 --> 00:06:26.320 simplify, simplify and to help us do that, we asked ourselves three key questions. Number one, 39 00:06:26.320 --> 00:06:31.360 what are we doing as an organization? Why are we doing it? Simon Sinek said we should start 40 00:06:31.360 --> 00:06:36.800 with that question, which is fine or and specifically, how do I fit in? And then we had a lot of fun 41 00:06:37.440 --> 00:06:42.560 coming up with creative one-line descriptions. Anybody use the one-line description idea? 42 00:06:42.560 --> 00:06:48.640 This is my job, you know, coming up with a one-line. Don't be limited by title and formal functions and 43 00:06:48.800 --> 00:06:54.640 so we shared quite a few ideas of one-line job descriptions and so the power of that is everybody 44 00:06:54.640 --> 00:07:01.520 now knows what everybody else in the team is doing. So that was week two. That's already, 45 00:07:01.520 --> 00:07:07.280 we'd created a lot more clarity, there were a lot of worksheets and then week three, we introduced 46 00:07:07.280 --> 00:07:15.040 the idea of how do we measure success and we called it the triple bottom line and that is 47 00:07:15.040 --> 00:07:21.760 how much money do we make, how many people do we reach and how alive is the team doing it and we 48 00:07:21.760 --> 00:07:28.720 measure that aliveness by their shiny eyes. Does the team have shiny eyes and if they don't 49 00:07:28.720 --> 00:07:34.320 have shiny eyes, then we ask the first question of leadership. Anybody remember what the first 50 00:07:34.320 --> 00:07:41.360 question of leadership is? What am I being that this is the result? What am I being as a leader 51 00:07:41.360 --> 00:07:47.120 that my team does not have shiny eyes? We don't do the weak thing of why 52 00:07:47.120 --> 00:07:50.960 are my team not getting their act together? I told them we're doing this, why are they, you know, my 53 00:07:50.960 --> 00:07:55.840 team is done, why don't they listen to me? That's not great leadership. Great leadership is 54 00:07:55.840 --> 00:08:01.520 to be the conductor and so what am I being as a leader that this is the result and then we talked 55 00:08:01.520 --> 00:08:07.520 about one of the powerful things of understanding the triple bottom line is understanding how much 56 00:08:07.520 --> 00:08:14.480 money we make and we talked about using the rule of three and the rule of three is an easy way to 57 00:08:14.480 --> 00:08:20.480 summarize our profitability, our revenues, our costs and so on. So, we can see how much profit we're making 58 00:08:20.480 --> 00:08:26.400 and then how much of that profit did we keep? In other words, our efficiency. So, from our 59 00:08:26.400 --> 00:08:31.360 profit, we have to pay expenses and salaries and so on, we end up with a net profit. So, 60 00:08:31.360 --> 00:08:38.559 how profitable are we and then how efficient are we? So, that landed us at the end of 61 00:08:38.559 --> 00:08:45.120 season three, sorry, episode three. All good so far? We have a lot to cover so I'm just going 62 00:08:45.120 --> 00:08:50.240 to keep checking in with you that you're still awake and alive. Very good, excellent, excellent. 63 00:08:50.240 --> 00:08:57.280 Then, we talked about a much more substantive subject around creating a culture of trust 64 00:08:58.160 --> 00:09:04.720 and this might be one of the biggest needle movers of all the things we talked about 65 00:09:04.720 --> 00:09:12.000 because if we pull this off, the amount of innovation, creativity, sense of belonging, 66 00:09:12.000 --> 00:09:18.880 leadership development comes out of this atmosphere, this safe environment or what Simon 67 00:09:18.880 --> 00:09:25.600 Sonney called a circle of safety because we went through the brain chemistry of when your team 68 00:09:25.600 --> 00:09:30.320 members feel safe, all the things that it releases there and I won't read the whole list 69 00:09:30.960 --> 00:09:37.040 and then we talked about why it's dumb to let your team feel unsafe or untrusted because it 70 00:09:37.040 --> 00:09:42.240 literally changes their brain chemistry, they're going to protective mode and it literally impairs 71 00:09:42.240 --> 00:09:47.760 their ability to be creative, to commit because now their brains are trying to protect their work, 72 00:09:47.760 --> 00:09:52.160 they're trying to protect their job. So, if you're making people feel like, hey, if you do that again, 73 00:09:52.160 --> 00:09:56.560 I'm going to fire you, if that's in the air and people feel that, oh, I don't know, 74 00:09:56.560 --> 00:09:59.760 am I going to get fired, am I going to get fired, you have to remove that. 75 00:10:00.000 --> 00:10:06.240 completely. People need to know if you're at risk of being fired you will know because we'll give 76 00:10:06.240 --> 00:10:12.640 you a 30-day period and we say 30 days we want to see these changes otherwise we're done. If we have 77 00:10:12.640 --> 00:10:20.960 not had that conversation your job is safe. This is really important. I'm amazed how we create these 78 00:10:20.960 --> 00:10:27.440 toxic environments in business and we're poisoning people's bodies physically and then we're telling 79 00:10:27.440 --> 00:10:32.720 them bring your a-game so are we killing them slowly you know or maybe not so slowly we're 80 00:10:32.720 --> 00:10:37.920 telling them to bring their a-game and so that was why we thought this was such a powerful way and 81 00:10:37.920 --> 00:10:44.480 then we gave 10 habits of a trust-based culture just how we want to be with each other you know 82 00:10:44.480 --> 00:10:49.120 how we speak about each other how we do give negative feedback how we give encouragement we 83 00:10:49.120 --> 00:10:56.800 went through those 10 habits of a great trust-based culture. Cool and now we get to the one that many 84 00:10:56.800 --> 00:11:03.920 of you really liked and that's the Q management tool and we talked about that we have to find time 85 00:11:03.920 --> 00:11:09.600 not just for the important but for the significant the things we want to do with our lives and we 86 00:11:09.600 --> 00:11:15.280 said you can be creative and organized we broke the myth that you either creative or organized 87 00:11:15.280 --> 00:11:25.120 no you can be both and you need a system that your mind trusts and if to do's keep jumping 88 00:11:25.120 --> 00:11:30.400 back into your mind that's because your mind doesn't have a system it trusts and if you find 89 00:11:30.400 --> 00:11:35.920 yourself your mind being freed somebody already mentioned that at the beginning of the session 90 00:11:35.920 --> 00:11:41.200 having a free mind finding that freedom because you know it's in the system you've queued it up 91 00:11:41.200 --> 00:11:46.880 it's in your queue system and we talked about paper being your control your one ring to bind 92 00:11:46.880 --> 00:11:52.960 them all your command and control center is on paper why because your brain can map that 93 00:11:52.960 --> 00:11:57.040 visually can map that and you can remember the little squiggle line on the side and the little 94 00:11:57.040 --> 00:12:02.080 note and it had a thing on the side your brain literally maps the looking when it's digital 95 00:12:02.080 --> 00:12:07.680 it's moving all the time your brain can't map that so yes we use digital tools but for the 96 00:12:07.680 --> 00:12:14.160 command and control piece the book is the way to go but if any of you uh forget how to do it 97 00:12:14.160 --> 00:12:18.880 electronically i've been trying this for over 30 something years and i'm always interested to learn 98 00:12:18.880 --> 00:12:22.800 because usually by the way don't tell me you've got it together unless you've used it for six 99 00:12:22.800 --> 00:12:26.720 months because people come after one or two months oh i've got this powerful tool then three months 100 00:12:26.720 --> 00:12:33.440 later it's like oh yeah i forgot i got busy so we talked about q stands for catcher use and 101 00:12:33.440 --> 00:12:38.720 enhance so you're always tweaking your system when you drop something so that your brain learns you 102 00:12:38.720 --> 00:12:44.160 can really really trust this okay we're not going to go through the nuts and bolts of queue because 103 00:12:44.160 --> 00:12:49.680 i think you kind of got that but the one biggie there is every monday morning start a new to-do 104 00:12:49.680 --> 00:12:55.600 list if you forget everything else about q remember that one every monday morning start why 105 00:12:56.320 --> 00:13:01.120 because it makes you ask those the three d's and the a question can you remember what they are 106 00:13:01.120 --> 00:13:07.600 three d's and a when you find yourself writing the same item again and again you ask can i delete this 107 00:13:08.400 --> 00:13:14.960 can i delay this can i delegate this or can i automate this so we talked about how to 108 00:13:14.960 --> 00:13:21.520 that's the continual enhancement idea awesome then as we got to the middle of the course 109 00:13:22.400 --> 00:13:29.680 in episode six we talked about getting work done at work and we talked a lot about this idea 110 00:13:30.640 --> 00:13:39.600 of cognitive control so cognitive control is one of the big sort of buzzy words in in the 111 00:13:39.600 --> 00:13:44.640 in the neuroscience community and we talked about how dividing your week up into buckets 112 00:13:44.640 --> 00:13:51.120 it doesn't have to be perfectly that but as a starting point to start to group similar tasks 113 00:13:51.120 --> 00:13:57.840 together to reduce switching costs and so the whole idea of switching cost is when you change 114 00:13:57.840 --> 00:14:03.680 from task to task to task what's happening is even though you're you've moved on to the next 115 00:14:03.680 --> 00:14:09.360 task your brain hasn't fully dropped the last one and he's transitioning to this one and there's 116 00:14:09.360 --> 00:14:16.240 this fuzzy period this kind of low performance mode for about 20 to 40 minutes we call that 117 00:14:16.240 --> 00:14:21.520 switching cost to switch from one thing to another that's why multitasking makes you dumb 118 00:14:22.400 --> 00:14:27.360 so and i shared some research from the university of london about that and then we talked about you 119 00:14:27.360 --> 00:14:33.760 need to be kind to your mind focus on just one thing and manage interruptions and when you do 120 00:14:33.760 --> 00:14:39.840 this you'll find that your mental fatigue your cognitive fatigue at the end of the day will be 121 00:14:39.840 --> 00:14:47.760 far far less so red flag if you're feeling mentally exhausted at the end of the day you're probably 122 00:14:47.760 --> 00:14:53.040 paying a huge amount of switching cost during that day now sometimes that's life right sometimes just 123 00:14:53.040 --> 00:14:59.760 this is what it is can't avoid it all the time but be aware that that's what that is 124 00:15:00.000 --> 00:15:06.200 Okay. That was the halfway mark. Let me take a breather. Check in with you. How are we 125 00:15:06.200 --> 00:15:07.200 doing, Jenny? 126 00:15:07.200 --> 00:15:15.120 Doing well. Lots of comments. Lots of comments. I think we all like the one ring to rule. 127 00:15:15.120 --> 00:15:19.800 Shandi says one ring to rule all other management tools regarding the QBook. Yeah. 128 00:15:19.800 --> 00:15:25.480 Well, you may forget or may remember the comment last time I said that one ring to bind them 129 00:15:25.480 --> 00:15:35.880 all. Somebody wrote ring binder. But here's the point, though. From these tools, you should 130 00:15:35.880 --> 00:15:44.400 be feeling in yourself in control, feeling your mind being freed up, getting a command 131 00:15:44.400 --> 00:15:50.200 and control center that's yours, operating in a culture that you love to work in, that 132 00:15:50.200 --> 00:15:56.200 you feel trusted in. So as we're going through that, you know, I want us to be really dry 133 00:15:56.200 --> 00:16:03.480 for clarity, simplicity and understanding what it is that we're doing. Okay. Let's look 134 00:16:03.480 --> 00:16:08.680 at what we did the second half of the season. We spent two sessions, seven and eight, on 135 00:16:08.680 --> 00:16:14.280 deep work. And we said this is your superpower to become the master of your craft. But I 136 00:16:14.280 --> 00:16:21.800 would also add. It's also to make your contribution to the world is going to come from these sessions. 137 00:16:21.800 --> 00:16:25.600 It's when you write a book. It's when you invent a new process. When you come up with 138 00:16:25.600 --> 00:16:32.040 some new process in the company, we said this is the time that you work on the business, 139 00:16:32.040 --> 00:16:40.320 not in it. We define deep work as focused, undistracted work on a task that pushes your 140 00:16:40.360 --> 00:16:48.440 cognitive ability to their limit. Why? It's like gym. It's a workout. And so that, you know, 141 00:16:48.440 --> 00:16:53.400 we want to do meaningful work, shallow work, answering emails, producing reports, going 142 00:16:53.400 --> 00:16:58.120 from meeting to meeting, customer calls, all that. We need to do a certain amount of shallow 143 00:16:58.120 --> 00:17:03.960 work. That's just life. But we have to be careful that if we spend too much time in 144 00:17:04.000 --> 00:17:10.680 that shallow work state, you can permanently reduce your capacity of deep work. Because 145 00:17:10.680 --> 00:17:15.280 what happens is the longer you spend in it, the less that muscle, it's like you've been 146 00:17:15.280 --> 00:17:20.920 a couch potato from a cognitive discipline viewpoint. So shallow work is the couch potato 147 00:17:20.920 --> 00:17:26.839 mode from a mental viewpoint. So while I worked so hard, no, you just lay on the TV, you just 148 00:17:26.839 --> 00:17:31.800 lay on the couch and flick channels, you know, answered emails, click, click, click. Okay. 149 00:17:31.800 --> 00:17:36.920 I like that image, because it just kind of inspires me to not be that person. I love 150 00:17:36.920 --> 00:17:42.600 deep work. We talked a lot about, you know, be kind to your mind, you know, gather stuff 151 00:17:42.600 --> 00:17:48.040 together. We talked about three types of work. There's deep work, think of a mountain cabin, 152 00:17:48.040 --> 00:17:52.480 working on the business, not in it. And we're targeting about four hours uninterrupted. 153 00:17:52.480 --> 00:17:57.400 Then we talked about focus work, think of a coffee shop. Then we're also looking for 154 00:17:57.400 --> 00:18:02.760 uninterrupted work on existing work, that's just getting existing work done. And we batch 155 00:18:02.760 --> 00:18:07.240 some of the stuff together to reduce switching costs. And we're targeting about two hours, 156 00:18:07.240 --> 00:18:12.600 one to two hours, but two hours, I found is the better number there. General work is the 157 00:18:12.600 --> 00:18:19.680 storefront, it's the shallow work, we have to do it, we're highly responsive to the team, 158 00:18:19.680 --> 00:18:25.040 to customers, and we're really on the ball. And so we said, we have to change our culture, 159 00:18:25.040 --> 00:18:29.600 you can't always give that instant answer on Slack, that instant response to a text, 160 00:18:29.600 --> 00:18:34.160 that instant response to an email, that doesn't show that you're a high performance worker, 161 00:18:34.160 --> 00:18:40.960 it just shows that all you do a lot of is shallow work. So don't do that, right? Have, 162 00:18:40.960 --> 00:18:47.040 get permission to take four hours off when you talk to no one. And so I'm off doing my thing, 163 00:18:47.040 --> 00:18:51.680 or two hours to do focus work. And we talked a lot about how to prepare. There's a lot of 164 00:18:52.240 --> 00:18:55.760 detail in there, how to prepare and the different modalities for deep work. 165 00:18:56.400 --> 00:19:03.280 And we talked about it comes down to three big challenges. Develop your ability to focus more 166 00:19:03.280 --> 00:19:08.080 intensely for longer periods. So if you're starting off, and your deep work session last 167 00:19:08.080 --> 00:19:14.000 40 minutes, and then you're out, fine. The next time 50, next time an hour, but you're pushing 168 00:19:14.000 --> 00:19:18.800 towards your target for hours. So it's okay, if you don't get there right off the bat, that's fine. 169 00:19:19.360 --> 00:19:24.880 But work towards that. The second thing is develop an ability, and it really is an ability 170 00:19:24.880 --> 00:19:31.120 to resist and manage distractions. And then we talked about also reframe this as I love this 171 00:19:31.120 --> 00:19:36.640 kind of work, make it something you look forward to, because this is your superpower, that helps 172 00:19:36.640 --> 00:19:42.960 you make your contribution to the world. And for the for the moms out there, you know, doing this, 173 00:19:42.960 --> 00:19:47.360 I know this, you know, if you have little ones around, this takes a lot more organization to get, 174 00:19:47.440 --> 00:19:53.200 you know, longer periods of time where you can work, I certainly appreciate that if you're a mom 175 00:19:53.200 --> 00:19:58.880 with or a dad at home with young kids, it takes a little more organization, but it doesn't change 176 00:19:58.880 --> 00:19:59.840 the fact that it is. 177 00:20:00.000 --> 00:20:03.700 It is deeply meaningful and feels very satisfying. 178 00:20:05.580 --> 00:20:09.320 In episode nine, we kind of picked it up a bit 179 00:20:09.320 --> 00:20:11.820 and talked about what does done mean 180 00:20:11.820 --> 00:20:15.140 and the three quick steps to help you 181 00:20:15.140 --> 00:20:16.580 kind of get a project going. 182 00:20:16.580 --> 00:20:20.300 Take 60 seconds to visualize the end point. 183 00:20:20.300 --> 00:20:22.580 I'm on a diet, so I have to visualize 184 00:20:22.580 --> 00:20:25.860 what number will be on the scale when I stand on it. 185 00:20:25.860 --> 00:20:28.340 We talked about, you know, a couple of techniques 186 00:20:28.340 --> 00:20:30.440 like in your cue book, you know, 187 00:20:30.440 --> 00:20:32.140 instead of just prioritizing everything, 188 00:20:32.140 --> 00:20:37.140 ask yourself, what if I had a done for the day list? 189 00:20:37.820 --> 00:20:42.240 And the acid test there is, at the end of the day, 190 00:20:42.240 --> 00:20:44.720 if I've done my done for the day list, 191 00:20:44.720 --> 00:20:47.100 would I feel satisfied? 192 00:20:47.100 --> 00:20:49.760 So, you know, it's not just about what you have to get done, 193 00:20:49.760 --> 00:20:51.560 but what would you love to do? 194 00:20:51.560 --> 00:20:54.200 What would you, not just what do you have to do? 195 00:20:54.200 --> 00:20:57.800 And then step two was do the first obvious thing, right? 196 00:20:58.220 --> 00:21:00.300 We talked about, you know, get the broom 197 00:21:00.300 --> 00:21:02.160 before you start cleaning the garage. 198 00:21:02.160 --> 00:21:03.660 Just do the one obvious thing 199 00:21:03.660 --> 00:21:06.540 and then do a microburst for 10 minutes. 200 00:21:06.540 --> 00:21:08.700 Just work flat out for 10 minutes. 201 00:21:08.700 --> 00:21:10.860 And what that will do is program your mind 202 00:21:10.860 --> 00:21:15.780 and your whole ability to create momentum in the project. 203 00:21:15.780 --> 00:21:18.100 And usually that will just drive you through the rest 204 00:21:18.100 --> 00:21:21.200 of the project, however long that takes. 205 00:21:21.200 --> 00:21:26.200 And I love this one thing that neuroscience has worked out, 206 00:21:26.540 --> 00:21:29.340 that the word now, I'm gonna do it now, 207 00:21:29.340 --> 00:21:31.580 lasts for about five seconds. 208 00:21:31.580 --> 00:21:34.200 I've seen some research that says two and a half seconds, 209 00:21:34.200 --> 00:21:37.280 whatever, but here's an interesting thing. 210 00:21:37.280 --> 00:21:41.020 You normally will talk yourself out of anything 211 00:21:41.020 --> 00:21:42.420 within five seconds. 212 00:21:42.420 --> 00:21:44.900 I wanna do this, five seconds later, 213 00:21:44.900 --> 00:21:46.980 if you haven't like, okay, I'm gonna visualize it, 214 00:21:46.980 --> 00:21:49.380 I'm gonna, and you start the microburst and you're off 215 00:21:49.380 --> 00:21:51.300 and you grab the first obvious thing, 216 00:21:51.300 --> 00:21:54.580 you're much more likely to do it now. 217 00:21:54.580 --> 00:21:56.140 Otherwise you'll just talk yourself out of it. 218 00:21:56.960 --> 00:21:58.440 Now, the way you stop yourself from doing that 219 00:21:58.440 --> 00:22:02.640 is put it in your cue book, cue it up, 220 00:22:02.640 --> 00:22:04.600 and that way you can come back to it 221 00:22:04.600 --> 00:22:06.160 and do these three steps. 222 00:22:07.040 --> 00:22:12.040 And then episode 10 was fun because we spent time 223 00:22:12.440 --> 00:22:15.580 on the six hats, the six ways of thinking. 224 00:22:15.580 --> 00:22:18.480 And I did allude to the fact that in later seasons, 225 00:22:18.480 --> 00:22:19.720 we'll talk about the other two hats, 226 00:22:19.720 --> 00:22:21.360 we're a little more advanced. 227 00:22:21.360 --> 00:22:23.400 And I don't know how many we've done of brilliance 228 00:22:23.400 --> 00:22:25.000 in the last week and a half, 229 00:22:25.000 --> 00:22:28.120 but we did another one yesterday for almost two hours, 230 00:22:28.120 --> 00:22:31.000 we covered a tremendous amount of material. 231 00:22:31.000 --> 00:22:34.040 And we have, I think we shared a notion template for this, 232 00:22:34.040 --> 00:22:36.160 for those of you that use notion, 233 00:22:36.160 --> 00:22:38.120 where you can literally just jump on 234 00:22:38.120 --> 00:22:41.920 and then landing that blue hat to actual executable things 235 00:22:41.920 --> 00:22:45.600 and who's doing what, when, and you're off to the races. 236 00:22:45.600 --> 00:22:48.240 So if we have a six hat session, 237 00:22:48.240 --> 00:22:51.120 what will happen in your culture is over time, 238 00:22:51.120 --> 00:22:55.400 people will get to trust that this will actually, 239 00:22:55.400 --> 00:22:56.760 good things will change. 240 00:22:56.760 --> 00:22:58.760 It won't be like those three day offsides, 241 00:22:58.760 --> 00:23:01.240 we will talk for three days and then three months later 242 00:23:01.240 --> 00:23:02.640 as though we did nothing. 243 00:23:02.640 --> 00:23:05.520 We've all been in those brainstorming sessions, right? 244 00:23:05.520 --> 00:23:08.760 Which really is a tremendous waste of time 245 00:23:08.760 --> 00:23:10.160 for the most part. 246 00:23:10.160 --> 00:23:12.360 So that stops that from happening. 247 00:23:12.360 --> 00:23:14.440 And then episode 11, 248 00:23:14.440 --> 00:23:16.960 we talked about how to be a change agent. 249 00:23:16.960 --> 00:23:19.880 And fundamentally we said there were three levels 250 00:23:19.880 --> 00:23:20.920 to respond to change. 251 00:23:21.600 --> 00:23:23.640 Level one is you're the critic, you resist change. 252 00:23:23.640 --> 00:23:26.560 It's framed as, I don't like change. 253 00:23:26.560 --> 00:23:28.200 And we talked a lot about that, 254 00:23:28.200 --> 00:23:31.840 the threat of tomorrow's success is today's success. 255 00:23:31.840 --> 00:23:34.400 And as leaders, we don't say, 256 00:23:34.400 --> 00:23:36.080 well, our people won't change. 257 00:23:36.080 --> 00:23:37.040 They won't do that. 258 00:23:37.040 --> 00:23:39.680 We only say we haven't led them there yet. 259 00:23:39.680 --> 00:23:42.400 So, and that, I think that statement came 260 00:23:42.400 --> 00:23:45.800 from Craig Rochelle, which I appreciated. 261 00:23:45.800 --> 00:23:49.760 And then level two, a bystander is more framed as, 262 00:23:49.760 --> 00:23:51.400 well, I suppose change is okay. 263 00:23:51.400 --> 00:23:53.040 Yeah, we can do this. 264 00:23:53.040 --> 00:23:56.960 But people reach a certain change capacity limit 265 00:23:56.960 --> 00:23:59.480 and they can't change anymore. 266 00:23:59.480 --> 00:24:01.920 And sometimes that just happens in your team 267 00:24:01.920 --> 00:24:05.120 and you have to keep your rate of change as a team member, 268 00:24:05.120 --> 00:24:08.160 at least that as fast as the organization. 269 00:24:08.160 --> 00:24:12.400 Or at some point you'll just hit that limit and time out 270 00:24:12.400 --> 00:24:14.000 and go to another organization 271 00:24:14.000 --> 00:24:18.160 which has a lower change rate that feels more comfortable. 272 00:24:19.040 --> 00:24:20.600 And then the top one, we said level three 273 00:24:20.600 --> 00:24:22.200 is the advocate for change, 274 00:24:22.200 --> 00:24:26.120 where you realize that change is essential. 275 00:24:26.120 --> 00:24:29.360 And so we gave some power questions to ask yourself. 276 00:24:29.360 --> 00:24:31.560 If the company hired someone new to do my job, 277 00:24:31.560 --> 00:24:33.560 what's the first thing that would change? 278 00:24:33.560 --> 00:24:36.400 Or if change, there's been a bad response to change 279 00:24:36.400 --> 00:24:38.240 you've suggested as a leader, 280 00:24:38.240 --> 00:24:40.280 then you ask that first question of leadership. 281 00:24:40.280 --> 00:24:41.720 What am I being as a leader? 282 00:24:43.200 --> 00:24:46.200 You know, that this is the response. 283 00:24:46.200 --> 00:24:48.120 So that's all we went through. 284 00:24:48.120 --> 00:24:51.960 And then last week we went through finding delight at work. 285 00:24:51.960 --> 00:24:55.200 We came up with a very practical exercise 286 00:24:55.200 --> 00:24:58.800 where you can plot joy against your contribution. 287 00:24:58.800 --> 00:24:59.640 And then we said, 288 00:25:00.000 --> 00:25:03.880 Firstly, we want high joy, high contribution. 289 00:25:03.880 --> 00:25:06.080 And we went through all the different components 290 00:25:06.080 --> 00:25:07.880 and then there was a step-for-step guide 291 00:25:07.880 --> 00:25:11.000 of taking all your tasks, putting them in those categories 292 00:25:11.000 --> 00:25:12.920 and then how to upgrade them. 293 00:25:12.920 --> 00:25:14.760 But the bottom line is you generally wanna get rid 294 00:25:14.760 --> 00:25:17.360 of number fours and upgrade twos and threes 295 00:25:17.360 --> 00:25:20.120 as much as you can to get them closer to a one. 296 00:25:20.120 --> 00:25:22.440 And then, so as we went through that process, 297 00:25:22.440 --> 00:25:24.440 the idea there was to bring you 298 00:25:24.440 --> 00:25:27.460 to a new understanding and joy. 299 00:25:28.460 --> 00:25:29.900 Okay, very good. 300 00:25:32.260 --> 00:25:34.300 Okay, where are we on? 301 00:25:37.020 --> 00:25:39.380 Oh, somebody remembered the Porsche or the Miata? 302 00:25:40.380 --> 00:25:41.220 That's great. 303 00:25:42.140 --> 00:25:43.780 Speaking my language there. 304 00:25:43.780 --> 00:25:45.660 I love that, yeah, yeah. 305 00:25:45.660 --> 00:25:49.860 So, you know, it's all the perfectionists out there, right? 306 00:25:50.780 --> 00:25:53.940 Go wash the car, suddenly it's seven hours later 307 00:25:53.940 --> 00:25:56.060 because now you've done every little detail 308 00:25:56.060 --> 00:25:57.780 or you just decide, you know what done means? 309 00:25:57.780 --> 00:25:59.860 Done means this in 40 minutes 310 00:25:59.860 --> 00:26:01.100 and this is what I'm gonna do. 311 00:26:01.100 --> 00:26:02.860 All right, there you go. 312 00:26:02.860 --> 00:26:05.100 Any questions about that? 313 00:26:05.100 --> 00:26:09.940 So that is a tremendous amount of material to be working on. 314 00:26:10.940 --> 00:26:12.500 And I wanna encourage you to go back, 315 00:26:12.500 --> 00:26:15.580 review the materials as often as you need to. 316 00:26:15.580 --> 00:26:18.380 It does take several hearings. 317 00:26:18.380 --> 00:26:20.100 So Jenny, would you say, 318 00:26:20.100 --> 00:26:22.220 since you've been through this four times, 319 00:26:23.380 --> 00:26:25.260 did you get it the first time around 320 00:26:25.300 --> 00:26:28.660 and, you know, which ones did you pick up on pretty quickly 321 00:26:28.660 --> 00:26:30.940 and which ones took a little longer? 322 00:26:30.940 --> 00:26:31.780 Sure. 323 00:26:33.100 --> 00:26:35.940 No, I didn't get it all the first time around. 324 00:26:35.940 --> 00:26:37.300 And I think I realized 325 00:26:37.300 --> 00:26:39.500 I wasn't getting it all the first time around 326 00:26:39.500 --> 00:26:42.620 when I kept hearing because you kept reminding 327 00:26:42.620 --> 00:26:45.380 and saying, remember, we do this, this, and this 328 00:26:45.380 --> 00:26:48.380 and reminding me of the process for each step. 329 00:26:48.380 --> 00:26:50.660 The things that I grabbed ahold of 330 00:26:50.660 --> 00:26:54.540 were definitely the cue book, the buckets 331 00:26:54.540 --> 00:26:57.500 and what done looks like. 332 00:26:57.500 --> 00:26:59.460 Those just, they speak my language. 333 00:26:59.460 --> 00:27:01.980 They put just my way, 334 00:27:01.980 --> 00:27:04.020 the way that it makes me feel when I'm working 335 00:27:04.020 --> 00:27:06.860 is everything in its place and everything has a place. 336 00:27:06.860 --> 00:27:09.180 So I know exactly where everything is 337 00:27:09.180 --> 00:27:12.020 and when I'm using those. 338 00:27:12.020 --> 00:27:14.220 What took me a little bit longer 339 00:27:14.220 --> 00:27:17.180 was definitely the deep work 340 00:27:17.180 --> 00:27:21.780 and understanding working on the business and what is new 341 00:27:21.780 --> 00:27:24.220 because sometimes there can be those little subtleties 342 00:27:24.860 --> 00:27:26.540 maybe you've done it before, 343 00:27:26.540 --> 00:27:30.380 but you're expanding whatever it is a task 344 00:27:30.380 --> 00:27:33.460 or you're upgrading a task. 345 00:27:33.460 --> 00:27:35.100 And so that is something new 346 00:27:35.100 --> 00:27:38.300 because you're taking it where it hasn't been before. 347 00:27:38.300 --> 00:27:39.940 And so that was something 348 00:27:39.940 --> 00:27:42.100 that took me a little bit longer. 349 00:27:42.100 --> 00:27:44.580 I think it took me a couple of explanations 350 00:27:44.580 --> 00:27:48.540 to really get that in practically what that looked like. 351 00:27:48.540 --> 00:27:51.900 But I do wanna say that going through it this time 352 00:27:51.900 --> 00:27:54.060 has just been delightful 353 00:27:54.900 --> 00:27:57.860 because I trust this process 354 00:27:57.860 --> 00:28:00.660 and there is no pressure that's attached to it. 355 00:28:00.660 --> 00:28:03.500 So I'm so excited for everyone else. 356 00:28:06.100 --> 00:28:07.060 Oh, are you muted? 357 00:28:07.060 --> 00:28:07.900 You're muted. 358 00:28:09.420 --> 00:28:10.260 Thank you. 359 00:28:10.260 --> 00:28:14.100 What's happening here though is we're developing language. 360 00:28:14.100 --> 00:28:16.860 So the first thing we're doing is we're changing perception 361 00:28:16.860 --> 00:28:19.660 of how we see a situation 362 00:28:19.660 --> 00:28:21.620 and now we're developing common language. 363 00:28:21.620 --> 00:28:23.500 So we can also speak about, 364 00:28:23.500 --> 00:28:26.980 and when we use that language, we all know what we mean. 365 00:28:26.980 --> 00:28:30.820 And so what happens is the cultural, 366 00:28:30.820 --> 00:28:33.660 the language of the organization 367 00:28:33.660 --> 00:28:37.460 starts to develop its own expression. 368 00:28:37.460 --> 00:28:38.860 And when new people come in, 369 00:28:38.860 --> 00:28:41.700 it's a little bit of sipping from the fire hose. 370 00:28:41.700 --> 00:28:44.020 I know Cindy just joined us recently. 371 00:28:44.020 --> 00:28:46.380 So Cindy, I'm sure you felt that a little like, 372 00:28:46.380 --> 00:28:49.340 whoa, every third word is what are they talking about? 373 00:28:49.340 --> 00:28:50.500 You know, and then you catch on 374 00:28:50.500 --> 00:28:52.580 and you get, oh, so okay, I catch on. 375 00:28:52.580 --> 00:28:54.900 But it's much easier to come into a culture. 376 00:28:54.900 --> 00:28:57.060 I know that Jalen shared with us 377 00:28:57.060 --> 00:28:59.540 that it was a lot easier coming into a culture 378 00:28:59.540 --> 00:29:02.060 where this was already functional. 379 00:29:02.060 --> 00:29:03.380 So, you know, if you're saying 380 00:29:03.380 --> 00:29:05.140 how will new people come into this? 381 00:29:05.140 --> 00:29:06.300 Don't worry about that. 382 00:29:06.300 --> 00:29:08.420 It goes a lot faster for the people 383 00:29:08.420 --> 00:29:10.900 coming into something that's already functional 384 00:29:10.900 --> 00:29:12.900 than for those of us that are building it 385 00:29:12.900 --> 00:29:13.740 for the first time, 386 00:29:13.740 --> 00:29:15.700 because we're all learning together 387 00:29:15.700 --> 00:29:17.100 and we're all kind of making mistakes 388 00:29:17.100 --> 00:29:19.740 and we're figuring it out. 389 00:29:19.740 --> 00:29:22.500 So I wanted to encourage you on this idea 390 00:29:23.260 --> 00:29:25.140 start to develop your language, 391 00:29:25.140 --> 00:29:27.340 start to use these terms that we've defined 392 00:29:27.340 --> 00:29:29.820 or create ones that are meaningful to you. 393 00:29:31.340 --> 00:29:32.180 Okay. 394 00:29:33.300 --> 00:29:34.740 How are we doing? 395 00:29:34.740 --> 00:29:36.340 Doing really well. 396 00:29:36.340 --> 00:29:37.300 Okay. 397 00:29:37.300 --> 00:29:40.460 Any questions or feedback on, 398 00:29:40.460 --> 00:29:43.980 this is your last opportunity for a few weeks 399 00:29:43.980 --> 00:29:48.460 to ask questions around these different ideas, thoughts. 400 00:29:49.460 --> 00:29:52.620 So one of the things that, 401 00:29:54.020 --> 00:29:55.420 you know, we talked a lot about 402 00:29:55.420 --> 00:29:59.540 use the ice cube analogy objective here. 403 00:29:59.540 --> 00:30:00.380 One of the. 404 00:30:00.000 --> 00:30:04.520 practices is to do leadership training every week. Why? Even 405 00:30:04.520 --> 00:30:07.960 if it's only half an hour, why? It's because it's turning up the 406 00:30:07.960 --> 00:30:11.360 temperature one degree at a time on the ice cube. And as it goes 407 00:30:11.360 --> 00:30:16.040 from, you know, 16 to 25 to 30, when it hits 32, it melts by 408 00:30:16.040 --> 00:30:18.720 itself. And everybody wants to concentrate on how did you get 409 00:30:18.720 --> 00:30:22.360 the ice cube to melt? That is the wrong question. The question 410 00:30:22.360 --> 00:30:25.760 is, what was the process? Jenny said, I trust the process. What 411 00:30:25.760 --> 00:30:28.800 was the process that got the ice cube to melt? That's what we're 412 00:30:28.800 --> 00:30:32.520 sharing with you. And it needs a place to land. And the best 413 00:30:32.520 --> 00:30:36.320 place we found, best practice that I've, you know, done over 414 00:30:36.360 --> 00:30:40.600 many years is do this regular weekly shift where we all take a 415 00:30:40.600 --> 00:30:44.000 moment, and we invest in our people above what they can just 416 00:30:44.000 --> 00:30:47.440 produce for the company. It's not just about sucking every, 417 00:30:47.480 --> 00:30:50.040 you know, drop out of everybody in the team. That's not the 418 00:30:50.040 --> 00:30:53.840 idea here. The idea is to empower them. So if they leave 419 00:30:53.840 --> 00:30:56.840 us, they're the smartest person in the room wherever they go, 420 00:30:56.840 --> 00:31:00.120 because we've exposed them to the best leadership and 421 00:31:00.120 --> 00:31:02.960 management practices. Awesome.