WEBVTT 1 00:00:00.000 --> 00:00:03.720 Okay, well, we're gonna go ahead and get started. 2 00:00:03.720 --> 00:00:06.920 So today, we're gonna be discussing the neuroscience 3 00:00:06.920 --> 00:00:09.600 behind the culture, a culture of trust, 4 00:00:09.600 --> 00:00:12.880 how that releases innovation, growth, and productivity. 5 00:00:12.880 --> 00:00:15.840 It's one of my all-time absolute favorite sessions. 6 00:00:15.840 --> 00:00:17.840 So we're in for a treat today, guys. 7 00:00:17.840 --> 00:00:18.840 We're gonna hear from Dion, 8 00:00:18.840 --> 00:00:21.200 and we'll also hear a clip from Simon Sinek, 9 00:00:21.200 --> 00:00:23.160 which is an absolutely fantastic clip 10 00:00:23.160 --> 00:00:24.560 if you haven't watched it before. 11 00:00:24.560 --> 00:00:26.480 And if you have watched it before, 12 00:00:26.480 --> 00:00:27.960 you always get something new every time. 13 00:00:27.960 --> 00:00:30.120 So we'll add a link to the full session 14 00:00:30.120 --> 00:00:31.960 at the end of today's training, 15 00:00:31.960 --> 00:00:33.680 just to make sure if you wanna go ahead 16 00:00:33.680 --> 00:00:35.120 and hear more of the stories 17 00:00:35.120 --> 00:00:36.600 and the background in the session, 18 00:00:36.600 --> 00:00:38.600 I highly recommend doing a full watch. 19 00:00:38.600 --> 00:00:40.200 We'll also post that in the comments 20 00:00:40.200 --> 00:00:43.560 and on Brilliant Later under the replay 21 00:00:43.560 --> 00:00:46.000 so that you can go ahead and take a look at that. 22 00:00:46.000 --> 00:00:49.920 And today, my pro tip for today, 23 00:00:49.920 --> 00:00:51.720 as you're in the breakout rooms, 24 00:00:51.720 --> 00:00:52.680 I wanna encourage you, 25 00:00:52.680 --> 00:00:55.200 it's really easy to let others set the bar 26 00:00:55.200 --> 00:00:59.000 for how you choose to respond in a circle of trust 27 00:00:59.000 --> 00:01:00.680 and how you're responding in a situation. 28 00:01:00.680 --> 00:01:02.440 So just remember that you have the ability 29 00:01:02.440 --> 00:01:03.760 to shift the culture. 30 00:01:04.959 --> 00:01:09.360 One email, one phone call, one Slack message at a time, 31 00:01:09.360 --> 00:01:11.800 you have the ability to actually shift that culture 32 00:01:11.800 --> 00:01:13.560 and build a culture of safety 33 00:01:13.560 --> 00:01:14.960 with all of the little interactions. 34 00:01:14.960 --> 00:01:17.320 That's what makes a huge difference over time. 35 00:01:17.320 --> 00:01:20.200 Okay, so if everyone is ready to dive in, 36 00:01:20.200 --> 00:01:22.280 go ahead, welcome Dion in the chat, 37 00:01:22.280 --> 00:01:24.600 and let's get started, Dion. 38 00:01:24.640 --> 00:01:27.120 Yeah, I'm super excited about the session today. 39 00:01:27.120 --> 00:01:28.240 Welcome everybody. 40 00:01:28.240 --> 00:01:32.640 Today, we're talking about creating a culture of trust, 41 00:01:32.640 --> 00:01:35.040 and I'm so fascinated. 42 00:01:35.040 --> 00:01:37.280 I've been studying this for quite a while 43 00:01:37.280 --> 00:01:39.840 and quite a few decades actually, 44 00:01:39.840 --> 00:01:42.440 and I'm amazed that if you get this one switch 45 00:01:42.440 --> 00:01:44.360 in your culture changed, 46 00:01:44.360 --> 00:01:48.840 what it releases in the people, in the team is extraordinary. 47 00:01:48.840 --> 00:01:51.320 But just to give it some context, 48 00:01:51.320 --> 00:01:53.600 here's the question I have for you. 49 00:01:53.600 --> 00:01:57.560 If you could work in a place that you really love, 50 00:01:57.560 --> 00:02:00.720 and what if the leaders in that organization 51 00:02:00.720 --> 00:02:03.840 invest in you as a leader 52 00:02:03.840 --> 00:02:06.800 beyond the skills you actually need for your job? 53 00:02:06.800 --> 00:02:09.639 In other words, they're investing you for you, 54 00:02:09.639 --> 00:02:12.920 not just for the productivity you could represent. 55 00:02:12.920 --> 00:02:14.760 What would that change for you? 56 00:02:14.760 --> 00:02:17.160 We all wanna work in a place like that. 57 00:02:17.160 --> 00:02:18.720 What's really sad though, 58 00:02:18.720 --> 00:02:22.880 is that reading a Gallup 2017 Gallup poll, 59 00:02:22.880 --> 00:02:24.520 it was a global study, 60 00:02:24.520 --> 00:02:28.520 and they found that only 15, 1.5% of people 61 00:02:28.520 --> 00:02:30.520 love their jobs globally. 62 00:02:30.520 --> 00:02:35.520 Out of 1.2 billion people, 15% love their jobs. 63 00:02:36.880 --> 00:02:41.400 That means the other 85% was okay, 64 00:02:41.400 --> 00:02:42.880 some even hated their job. 65 00:02:42.880 --> 00:02:46.320 Now the numbers actually double that in the USA. 66 00:02:46.320 --> 00:02:48.800 So here in the United States, 67 00:02:48.800 --> 00:02:51.840 we have a 30% of people love their jobs, 68 00:02:51.840 --> 00:02:54.800 which is double the global average, 69 00:02:54.800 --> 00:02:58.040 but still it's only 30%. 70 00:02:58.040 --> 00:03:02.600 So the thing that shocked me most about that survey 71 00:03:02.600 --> 00:03:05.280 was that for most people answering the survey, 72 00:03:05.280 --> 00:03:10.080 they said it's more about the people than the job itself. 73 00:03:10.080 --> 00:03:12.760 Even if they love being in an environment, 74 00:03:12.760 --> 00:03:15.880 even when you had to care for people you didn't like. 75 00:03:15.880 --> 00:03:18.440 So here's a question for you. 76 00:03:18.440 --> 00:03:20.200 What if it's more about, 77 00:03:20.200 --> 00:03:21.800 not as important as what you do, 78 00:03:22.640 --> 00:03:23.720 but who you do it with? 79 00:03:23.720 --> 00:03:25.680 And so my dream as a leader, 80 00:03:25.680 --> 00:03:28.080 part of why we created The Edge 81 00:03:28.080 --> 00:03:30.880 was to change business culture 82 00:03:30.880 --> 00:03:33.720 so that people feel fully alive, 83 00:03:33.720 --> 00:03:38.720 love what they're doing to such a degree 84 00:03:38.760 --> 00:03:41.960 that they themselves change. 85 00:03:41.960 --> 00:03:44.840 So think of the impact, not just for the company, 86 00:03:44.840 --> 00:03:46.600 not just for the individual 87 00:03:46.600 --> 00:03:49.960 who's now in an environment that they love, 88 00:03:49.960 --> 00:03:52.120 that they feel they're growing in, 89 00:03:52.120 --> 00:03:54.560 but think of what that does in their home life 90 00:03:54.560 --> 00:03:55.440 for their kids. 91 00:03:55.440 --> 00:04:00.360 And the downstream impact of that is phenomenal. 92 00:04:00.360 --> 00:04:03.840 So my goal personally, 93 00:04:03.840 --> 00:04:07.360 I'd love to see the 30% people loving their jobs 94 00:04:07.360 --> 00:04:08.640 go to 80%. 95 00:04:08.640 --> 00:04:11.240 That's a very bold and ambitious goal. 96 00:04:11.240 --> 00:04:12.640 And you're joining me today 97 00:04:12.640 --> 00:04:14.920 in getting that goal started 98 00:04:14.920 --> 00:04:16.120 and getting that moving forward. 99 00:04:16.120 --> 00:04:17.959 Fortunately, there's a lot of people pushing for that. 100 00:04:17.959 --> 00:04:20.720 So why is this so important? 101 00:04:20.720 --> 00:04:24.440 Why is culture such a critical issue? 102 00:04:24.440 --> 00:04:25.440 And the reason is, 103 00:04:25.440 --> 00:04:30.440 is that culture will eat strategy for breakfast every time. 104 00:04:30.560 --> 00:04:32.640 You know, you can strategize all you like, 105 00:04:32.640 --> 00:04:33.520 but at the end of the day, 106 00:04:33.520 --> 00:04:36.400 it's culture that can pivot really quickly. 107 00:04:36.400 --> 00:04:38.920 When you suddenly face an obstacle as a business, 108 00:04:38.920 --> 00:04:41.320 when you face a brand new challenge, 109 00:04:41.320 --> 00:04:44.560 it's a culture that can pivot really quickly 110 00:04:44.560 --> 00:04:45.400 rather than, 111 00:04:45.400 --> 00:04:46.920 oh, well, now we don't have a strategy 112 00:04:46.920 --> 00:04:48.120 to get back in the boardroom, 113 00:04:48.120 --> 00:04:49.800 come up with a new strategy. 114 00:04:49.800 --> 00:04:53.000 I think we overrate strategy in business schools. 115 00:04:53.000 --> 00:04:55.880 So I wanna play a clip for you from Simon Sinek, 116 00:04:55.880 --> 00:04:58.760 which captures this whole concept of circle of safety. 117 00:04:58.760 --> 00:05:00.680 And then I'll jump back in afterwards. 118 00:05:00.000 --> 00:05:08.120 It's trust and cooperation. 119 00:05:08.140 --> 00:05:10.540 So trust and cooperation are really important here. 120 00:05:10.560 --> 00:05:13.460 The problem with concepts of trust and cooperation 121 00:05:13.480 --> 00:05:15.900 is that they are feelings, they're not instructions. 122 00:05:15.920 --> 00:05:17.180 I can't simply say to you, 123 00:05:17.200 --> 00:05:18.900 trust me, and you will. 124 00:05:18.920 --> 00:05:21.940 I can't simply instruct two people to cooperate, and they will. 125 00:05:21.960 --> 00:05:23.140 It's not how it works. 126 00:05:23.160 --> 00:05:24.520 It's a feeling. 127 00:05:24.540 --> 00:05:26.680 So where does that feeling come from? 128 00:05:26.680 --> 00:05:30.020 If you go back 50,000 years, to the Paleolithic era, 129 00:05:30.040 --> 00:05:32.140 to the early days of Homo sapien, 130 00:05:32.160 --> 00:05:35.940 what we find is that the world was filled with danger. 131 00:05:35.960 --> 00:05:40.380 All of these forces working very, very hard to kill us. 132 00:05:40.400 --> 00:05:42.020 Nothing personal. 133 00:05:42.040 --> 00:05:44.580 Whether it was the weather, 134 00:05:44.600 --> 00:05:46.060 lack of resources, 135 00:05:46.080 --> 00:05:47.540 maybe a saber-toothed tiger, 136 00:05:47.560 --> 00:05:51.180 all of these things working to reduce our lifespan. 137 00:05:51.200 --> 00:05:53.380 And so we evolved into social animals, 138 00:05:53.400 --> 00:05:55.380 where we lived together and worked together 139 00:05:55.420 --> 00:05:57.760 in what I call a circle of safety. 140 00:05:57.780 --> 00:06:01.000 Inside the tribe, where we felt like we belonged. 141 00:06:01.020 --> 00:06:03.480 And when we felt safe amongst our own, 142 00:06:03.500 --> 00:06:06.680 the natural reaction was trust and cooperation. 143 00:06:06.700 --> 00:06:08.440 There are inherent benefits to this. 144 00:06:08.460 --> 00:06:10.120 It means I can fall asleep at night 145 00:06:10.140 --> 00:06:13.840 and trust that someone from within my tribe will watch for danger. 146 00:06:13.860 --> 00:06:16.240 If we don't trust each other, if I don't trust you, 147 00:06:16.260 --> 00:06:18.120 that means you won't watch for danger. 148 00:06:18.140 --> 00:06:19.440 Bad system of survival. 149 00:06:19.460 --> 00:06:21.480 The modern day is exactly the same thing. 150 00:06:21.500 --> 00:06:23.080 The world is filled with danger, 151 00:06:23.080 --> 00:06:25.260 things that are trying to frustrate our lives 152 00:06:25.280 --> 00:06:28.020 or reduce our success, reduce our opportunity for success. 153 00:06:28.040 --> 00:06:30.220 It could be the ups and downs of an economy, 154 00:06:30.240 --> 00:06:32.580 the uncertainty of the stock market. 155 00:06:32.600 --> 00:06:33.900 It could be a new technology 156 00:06:33.920 --> 00:06:36.740 that renders your business model obsolete overnight. 157 00:06:36.760 --> 00:06:40.060 Or it could be your competition that is sometimes trying to kill you, 158 00:06:40.080 --> 00:06:42.420 it's sometimes trying to put you out of business, 159 00:06:42.440 --> 00:06:44.300 but at the very minimum, 160 00:06:44.320 --> 00:06:46.220 is working hard to frustrate your growth 161 00:06:46.240 --> 00:06:48.340 and steal your business from you. 162 00:06:48.360 --> 00:06:50.140 We have no control over these forces. 163 00:06:50.140 --> 00:06:53.520 These are a constant, and they're not going away. 164 00:06:53.540 --> 00:06:58.360 The only variable are the conditions inside the organization, 165 00:06:58.380 --> 00:07:00.280 and that's where leadership matters, 166 00:07:00.300 --> 00:07:03.400 because it's the leader that sets the tone. 167 00:07:03.420 --> 00:07:05.320 When a leader makes the choice 168 00:07:05.340 --> 00:07:09.400 to put the safety and lives of the people inside the organization first, 169 00:07:09.420 --> 00:07:14.360 to sacrifice their comforts and sacrifice the tangible results 170 00:07:14.380 --> 00:07:17.560 so that the people remain and feel safe and feel like they belong, 171 00:07:17.580 --> 00:07:18.780 remarkable things happen. 172 00:07:20.300 --> 00:07:22.960 I was flying on a trip, 173 00:07:22.980 --> 00:07:25.320 and I was witness to an incident 174 00:07:25.340 --> 00:07:29.460 where a passenger attempted to board before their number was called. 175 00:07:30.580 --> 00:07:32.100 And I watched the gate agent 176 00:07:33.380 --> 00:07:36.720 treat this man like he had broken the law, like a criminal. 177 00:07:36.740 --> 00:07:40.300 He was yelled at for attempting to board one group too soon. 178 00:07:41.220 --> 00:07:42.600 So I said something. 179 00:07:42.620 --> 00:07:45.280 I said, why do you have to treat us like cattle? 180 00:07:45.300 --> 00:07:48.320 Why can't you treat us like human beings? 181 00:07:48.400 --> 00:07:50.460 And this is exactly what she said to me. 182 00:07:50.480 --> 00:07:53.180 She said, Sir, if I don't follow the rules, 183 00:07:53.200 --> 00:07:55.680 I could get in trouble or lose my job. 184 00:07:56.400 --> 00:07:59.460 All she was telling me is that she doesn't feel safe. 185 00:07:59.480 --> 00:08:03.920 All she was telling me is that she doesn't trust her leaders. 186 00:08:05.080 --> 00:08:08.020 The reason we like flying Southwest Airlines 187 00:08:08.040 --> 00:08:10.420 is not because they necessarily hire better people. 188 00:08:10.440 --> 00:08:12.840 It's because they don't fear their leaders. 189 00:08:13.680 --> 00:08:15.500 You see, if the conditions are wrong, 190 00:08:15.500 --> 00:08:17.680 we're forced to expend our own time and energy 191 00:08:17.700 --> 00:08:19.860 to protect ourselves from each other. 192 00:08:20.900 --> 00:08:23.660 And that inherently weakens the organization. 193 00:08:23.700 --> 00:08:25.720 When we feel safe inside the organization, 194 00:08:25.740 --> 00:08:28.800 we will naturally combine our talents and our strengths 195 00:08:28.820 --> 00:08:31.360 and work tirelessly to face the dangers outside 196 00:08:31.380 --> 00:08:33.299 and seize the opportunities. 197 00:08:34.500 --> 00:08:37.320 The closest analogy I can give to what a great leader is 198 00:08:37.340 --> 00:08:39.400 is like being a parent. 199 00:08:39.419 --> 00:08:42.559 If you think about what being a great parent is, what do you want? 200 00:08:42.580 --> 00:08:43.919 What makes a great parent? 201 00:08:43.919 --> 00:08:46.340 They want to provide their children with education, 202 00:08:46.360 --> 00:08:47.860 discipline them when necessary, 203 00:08:47.880 --> 00:08:51.380 all so that they can grow up and achieve more than we could for ourselves. 204 00:08:51.400 --> 00:08:53.380 Great leaders want exactly the same thing. 205 00:08:53.400 --> 00:08:56.060 They want to provide their people opportunity, education, 206 00:08:56.080 --> 00:08:58.660 discipline when necessary, build their self-confidence, 207 00:08:58.680 --> 00:09:00.700 give them the opportunity to try and fail, 208 00:09:00.720 --> 00:09:04.600 all so that they could achieve more than we could ever imagine for ourselves. 209 00:09:05.480 --> 00:09:08.740 Charlie Kim, who's the CEO of a company called NextJump 210 00:09:08.760 --> 00:09:10.320 in New York City, a tech company, 211 00:09:11.320 --> 00:09:15.100 he makes the point that if you had hard times in your family, 212 00:09:15.120 --> 00:09:18.100 would you ever consider laying off one of your children? 213 00:09:18.120 --> 00:09:19.700 We would never do it. 214 00:09:19.720 --> 00:09:23.600 Then why do we consider laying off people inside our organization? 215 00:09:23.640 --> 00:09:27.740 Charlie implemented a policy of lifetime employment. 216 00:09:27.760 --> 00:09:29.540 If you get a job at NextJump, 217 00:09:29.560 --> 00:09:32.660 you cannot get fired for performance issues. 218 00:09:32.680 --> 00:09:35.020 In fact, if you have issues, 219 00:09:35.040 --> 00:09:37.700 they will coach you and they will give you support, 220 00:09:37.720 --> 00:09:39.780 just like we would with one of our children 221 00:09:39.780 --> 00:09:42.400 who happens to come home with a C from school. 222 00:09:42.420 --> 00:09:43.800 It's the complete opposite. 223 00:09:43.820 --> 00:09:47.760 This is the reason so many people have such a visceral hatred, 224 00:09:47.780 --> 00:09:50.760 sort of anger at some of these banking CEOs 225 00:09:50.780 --> 00:09:53.760 with their disproportionate salaries and bonus structures. 226 00:09:53.780 --> 00:09:55.800 It's not the numbers. 227 00:09:55.820 --> 00:09:58.720 It's that they have violated the very definition of leadership. 228 00:09:58.740 --> 00:10:00.540 They have violated this deep seeding. 229 00:10:00.000 --> 00:10:01.380 in social contract. 230 00:10:01.400 --> 00:10:03.980 We know that they allowed their people to be sacrificed 231 00:10:04.000 --> 00:10:06.020 so they could protect their own interests. 232 00:10:06.040 --> 00:10:09.940 Or worse, they sacrificed their people to protect their own interests. 233 00:10:09.960 --> 00:10:13.220 This is what so offends us, not the numbers. 234 00:10:13.240 --> 00:10:17.460 Would anybody be offended if we gave a 150-million-dollar bonus to Gandhi? 235 00:10:17.480 --> 00:10:20.300 How about a 250-million-dollar bonus to Mother Teresa? 236 00:10:20.320 --> 00:10:21.780 Do we have an issue with that? 237 00:10:21.800 --> 00:10:23.020 None at all. 238 00:10:23.040 --> 00:10:24.180 None at all. 239 00:10:24.200 --> 00:10:27.900 Great leaders would never sacrifice the people to save the numbers. 240 00:10:27.900 --> 00:10:31.300 They would sooner sacrifice the numbers to save the people. 241 00:10:38.620 --> 00:10:40.800 Yeah, we're going to give you a link to that 242 00:10:40.820 --> 00:10:43.440 so that you can go ahead and watch the full clip. 243 00:10:43.460 --> 00:10:46.440 If you haven't watched the clip, or you have, 244 00:10:46.460 --> 00:10:48.600 I encourage you to watch that. 245 00:10:48.620 --> 00:10:53.880 This whole concept of a circle of trust 246 00:10:53.880 --> 00:10:59.400 is absolutely critical for us to unleash the potential of our team. 247 00:10:59.440 --> 00:11:01.460 You know, that was a TED Talk that he did. 248 00:11:01.480 --> 00:11:06.380 And when people hear that, they go, that's great, I want to do that. 249 00:11:06.400 --> 00:11:11.860 If you think about it very carefully, culture changes very slowly. 250 00:11:11.880 --> 00:11:15.960 I spoke to a leader the other day, and he was saying, man, I've met with my team. 251 00:11:15.960 --> 00:11:18.520 I've told them three times, we've got to do this new thing. 252 00:11:18.520 --> 00:11:21.420 And it just doesn't seem to take hold in the culture. 253 00:11:21.440 --> 00:11:23.140 And so I said, well, of course not. 254 00:11:23.140 --> 00:11:27.920 It's more like melting an ice cube, turning up the temperature one degree every week. 255 00:11:27.940 --> 00:11:30.800 That's why you come to these trainings, one degree every week. 256 00:11:30.820 --> 00:11:33.600 And after six months or so, the temperature will have risen, 257 00:11:33.620 --> 00:11:36.240 and the ice cube will have become water, and the water becomes steam. 258 00:11:36.260 --> 00:11:41.200 We keep using this analogy because what we want you to capture is this is 259 00:11:41.220 --> 00:11:44.680 a slower process, but it is so worth it. 260 00:11:44.700 --> 00:11:47.640 So let's talk about some of the neuroscience, 261 00:11:47.660 --> 00:11:50.920 the effects behind a culture of trust. 262 00:11:50.920 --> 00:11:53.100 When you have a culture of trust, 263 00:11:53.120 --> 00:11:57.180 one of the three big chemistries are released in your brain. 264 00:11:57.200 --> 00:11:59.860 So this is just pure chemistry. 265 00:11:59.880 --> 00:12:03.180 Dopamine, which is also the habit former, 266 00:12:03.200 --> 00:12:07.860 that little ping that you get when you get a text or a post or something on social 267 00:12:07.880 --> 00:12:11.940 media, that little dopamine rush you get, why you have to check immediately, 268 00:12:11.960 --> 00:12:14.300 why you kind of get addicted to your phone. 269 00:12:14.320 --> 00:12:17.860 It's an incredible tool when it's used appropriately. 270 00:12:17.860 --> 00:12:21.040 In other words, if people get that sense, that feedback, 271 00:12:21.060 --> 00:12:26.000 this only comes when they feel safe and they don't have to defend themselves. 272 00:12:26.020 --> 00:12:31.200 So in a circle of safety, if you feel that you have to defend yourself 273 00:12:31.220 --> 00:12:35.720 from your own inventions, people taking credit for your work or 274 00:12:35.740 --> 00:12:40.080 people going off to your job, or you feel there's a certain toxicity 275 00:12:40.100 --> 00:12:45.320 to your culture, then your dopamine is not the thing that you're experiencing. 276 00:12:45.320 --> 00:12:49.140 Oxytocin, or the hugging drug, that feeling that you get, 277 00:12:49.160 --> 00:12:54.500 or what's released in your brain when somebody hugs you, that's that social, 278 00:12:54.520 --> 00:12:58.580 relational feeling, that feeling of trust, that feeling of, 279 00:12:58.600 --> 00:13:02.820 man, I'm accepted here, this is a great place, 280 00:13:02.840 --> 00:13:06.020 and I feel I belong, that's oxytocin. 281 00:13:06.040 --> 00:13:10.140 And then the third drug, serotonin, is what we call the leadership hormone. 282 00:13:10.160 --> 00:13:14.420 And that's heavily related to that sense of pride in what you do, 283 00:13:14.420 --> 00:13:17.400 that sense of loyalty and status. 284 00:13:17.420 --> 00:13:22.000 You can see how quickly these three would very rapidly build 285 00:13:22.020 --> 00:13:25.600 a completely different culture and a different outcome. 286 00:13:25.620 --> 00:13:29.400 A different performance level will happen almost automatically. 287 00:13:29.420 --> 00:13:33.640 It's only in this context you can build a team of leaders, 288 00:13:33.660 --> 00:13:38.280 because that leadership hormone needs to be effectively engaged. 289 00:13:38.300 --> 00:13:40.920 So how do we set up this brain chemistry? 290 00:13:40.920 --> 00:13:44.380 How do we put this together in a way 291 00:13:44.400 --> 00:13:48.900 that really creates that safe space where people can function? 292 00:13:48.920 --> 00:13:54.780 Well, part of helping us understand this is let's start with what happens if we don't. 293 00:13:54.800 --> 00:13:56.740 If we don't put this together, 294 00:13:56.760 --> 00:14:00.700 if we're not able to create a safe environment where people can function, 295 00:14:00.720 --> 00:14:04.580 then what we release is cortisol, that hormone is released. 296 00:14:04.600 --> 00:14:06.580 Same thing you get when you're stressed, 297 00:14:06.580 --> 00:14:12.200 when you're feeling that pressure, stress, that actually there's toxicity in your body. 298 00:14:12.220 --> 00:14:17.200 You literally feel that toxicity go into every cell in your body. 299 00:14:17.220 --> 00:14:23.520 What a lot of corporations do is create these kind of toxic or unsafe environments 300 00:14:23.540 --> 00:14:28.840 where physically poisoning people's bodies, your brain locks up. 301 00:14:28.860 --> 00:14:31.120 And then we're saying, bring your A game. 302 00:14:31.140 --> 00:14:32.200 You should be creative. 303 00:14:32.220 --> 00:14:34.040 We want to hear your best ideas. 304 00:14:34.040 --> 00:14:37.020 And everyone's going, I don't even know my name right now. 305 00:14:37.040 --> 00:14:40.560 I watched somebody in a meeting 306 00:14:40.600 --> 00:14:45.300 where we were discussing things and the meeting went negative and the leader 307 00:14:45.320 --> 00:14:51.100 jumped on them and went after them in a very specific way and asked a question. 308 00:14:51.120 --> 00:14:54.620 Now, I knew that that person knew the answer to that question. 309 00:14:54.640 --> 00:14:57.740 But in that moment, they could not think. 310 00:14:57.760 --> 00:14:59.640 I'm sure you've had that feeling, right? 311 00:15:00.000 --> 00:15:04.480 somebody like went after you and in that moment something is like your brain froze. It's like 312 00:15:04.480 --> 00:15:09.360 what happened to my brain? The brain chemistry physically changed quickly to defend yourself. 313 00:15:09.360 --> 00:15:13.360 You felt attacked and so what happened is you know you were struggling to remember your name, 314 00:15:13.360 --> 00:15:19.040 let alone the answer that they were asking for. This is a very you know this simple chemistry 315 00:15:19.040 --> 00:15:24.400 that's happening. So what if we don't have that in the company? What happens if we create that 316 00:15:24.400 --> 00:15:31.360 circle of safety? Well we release creativity. Leadership starts to naturally develop. 317 00:15:32.000 --> 00:15:37.120 That sense of belonging. Hey these are my people and even it's not necessarily everybody we like, 318 00:15:37.680 --> 00:15:42.960 it feels safe that it's that we're doing this together. I belong here. There's place for me 319 00:15:42.960 --> 00:15:47.520 here to grow. There's a place for me here to become the person I want to become. 320 00:15:48.480 --> 00:15:54.320 So it builds loyalty, that sense of status and as Simon Sinek was pointing out, 321 00:15:54.320 --> 00:16:00.560 cooperation starts to happen. Loyalty, trust, cooperation are not things you can command. 322 00:16:00.560 --> 00:16:04.240 They're things you have to nurture. They're things that have to evolve. 323 00:16:06.160 --> 00:16:11.040 So as we're thinking about this, I thought it'd be helpful to just referring to another 324 00:16:11.440 --> 00:16:20.320 neuroscience study and it's the positive effects on your neuroplasticity. Now that just means 325 00:16:20.320 --> 00:16:26.400 simply that how positive thoughts shape your brain. Your brain literally is constantly changing. 326 00:16:26.400 --> 00:16:32.000 Think of it as you know highways in your mind. When you keep doing the same thing or having the 327 00:16:32.000 --> 00:16:36.800 same thoughts, when something happens and you respond negatively or positively, it's like you 328 00:16:36.800 --> 00:16:44.000 keep walking that pathway. So for instance in South Africa, when you're in the bush and you're 329 00:16:44.000 --> 00:16:49.760 out, we had a game farm as a family and you'd see the animals would, through the bush, 330 00:16:49.760 --> 00:16:54.080 they'd have these little trails and then of course the animals would keep walking on that trail until 331 00:16:54.080 --> 00:17:00.240 that little trail became a little wider and soon it became a little pathway and over time people 332 00:17:00.240 --> 00:17:05.040 started using it, then it became a well-worn pathway and every now and again we just pull out 333 00:17:05.040 --> 00:17:11.040 the bulldozer and drive it down the road and make a road out of it. So that's a lot like how 334 00:17:11.040 --> 00:17:18.800 your brain works. When you keep going down the same pathways, that shapes your brain. It literally 335 00:17:18.800 --> 00:17:24.480 shapes how your mind thinks and so every time you have that stimulus, your brain immediately 336 00:17:24.480 --> 00:17:30.960 goes down that pathway. The good news is you can rewire that in under seven days. That is not as 337 00:17:30.960 --> 00:17:39.200 permanent as it feels. So positive thoughts, for instance, automatically increase mental productivity 338 00:17:39.200 --> 00:17:45.120 and improve cognition, your ability to think quickly on your feet. It intensifies the ability 339 00:17:45.120 --> 00:17:52.560 to pay attention. It improves the ability to analyze incoming data and it really just 340 00:17:52.560 --> 00:17:59.920 overall enhances the ability to solve problems and be creative. So what happens is if you've 341 00:17:59.920 --> 00:18:06.640 developed negative responses to things, the good news is you can rewire your brain in less than a 342 00:18:06.640 --> 00:18:13.200 week. It's amazing how that's why they call it neuroplasticity. It's almost like playing 343 00:18:13.200 --> 00:18:19.360 with what those kids use on the, what's the stuff I'm thinking about, 344 00:18:20.000 --> 00:18:25.120 the dough, like the playdough. Playdough. Thank you. I came up with the word. Thank you, dear. 345 00:18:25.120 --> 00:18:30.480 So the playdough is exactly, think of that as your brain, right? So you can see I spend a lot of time 346 00:18:30.480 --> 00:18:37.120 with playdough. I have two grandkids. I should know what playdough is. So as you're 347 00:18:37.120 --> 00:18:42.000 thinking about this, don't think of it, oh, well, that's just the way I am. This is not actually true. 348 00:18:42.560 --> 00:18:47.920 You can change anything. It feels like the way you are because it's just a well-worn pathway, but if 349 00:18:47.920 --> 00:18:56.080 you ignore that pathway and develop a new one. So, you know, one of the things that we can talk 350 00:18:56.080 --> 00:19:05.280 about and how you can help rewire your brain is a rule we call the five-second rule. And so the 351 00:19:05.280 --> 00:19:11.760 five-second rule, there's a book about this, which really talks about the fact that you can completely 352 00:19:11.760 --> 00:19:18.240 change the way you think. Because if you allow, if you find yourself with negative thoughts, 353 00:19:18.800 --> 00:19:24.160 what you're doing is you're decreasing the speed at which your brain can process information. 354 00:19:24.720 --> 00:19:31.520 What negativity does to your mind is it literally makes it difficult for you to find solutions. It 355 00:19:31.520 --> 00:19:38.000 makes creative thinking difficult. It literally is changing the structure and the pathways in your 356 00:19:38.000 --> 00:19:45.200 mind. And even positive feelings you do have become impaired. You know, it's this idea that 357 00:19:47.360 --> 00:19:55.840 it's this idea that if, you know, if there were 10 bad things happen to me this, you know, this week, 358 00:19:55.840 --> 00:19:59.760 you know, all I'm going to think about is those 10 bad things. If I flipped it around and said, 359 00:20:00.000 --> 00:20:02.480 I find great things happen to me today, 360 00:20:02.480 --> 00:20:03.880 but one negative thing happened. 361 00:20:03.880 --> 00:20:06.840 Guess which one I'm thinking about at the end of the day? 362 00:20:06.840 --> 00:20:08.280 The one negative thing. 363 00:20:08.280 --> 00:20:10.720 What is that about us that does that, right? 364 00:20:10.720 --> 00:20:13.480 So the issue is, you know, some people suggested, 365 00:20:13.480 --> 00:20:16.720 well, you need seven positives for one negative. 366 00:20:16.720 --> 00:20:17.840 That is actually not true. 367 00:20:17.840 --> 00:20:20.040 The neuroscience shows that it doesn't matter 368 00:20:20.040 --> 00:20:21.880 how many positives you have, 369 00:20:21.880 --> 00:20:23.960 the negative thing will immediately go 370 00:20:23.960 --> 00:20:25.800 to the top of the stack. 371 00:20:25.800 --> 00:20:27.840 So here's the thing. 372 00:20:27.840 --> 00:20:32.760 At some point, we have to realize that we have to 373 00:20:32.760 --> 00:20:36.040 declare war, if you like, on all negative thinking. 374 00:20:36.040 --> 00:20:38.840 It doesn't mean you don't face facts that are negative, 375 00:20:38.840 --> 00:20:42.200 but you don't let them define how you think. 376 00:20:42.200 --> 00:20:44.400 And so at an individual level, 377 00:20:44.400 --> 00:20:47.680 we have to address this negative thinking issue. 378 00:20:47.680 --> 00:20:49.120 So let's talk a little bit about, 379 00:20:49.120 --> 00:20:50.560 so that was at a personal level. 380 00:20:50.560 --> 00:20:53.160 Let's upgrade the conversation. 381 00:20:53.160 --> 00:20:55.240 Let's talk about how we are together. 382 00:20:55.240 --> 00:20:59.880 How can we create a culture as a team? 383 00:20:59.880 --> 00:21:03.680 And so there are a couple of habits that I believe 384 00:21:03.680 --> 00:21:06.320 will really help us build culture. 385 00:21:07.280 --> 00:21:11.400 The first one is what we call the in-the-room rule. 386 00:21:11.400 --> 00:21:14.120 The in-the-room rule is you talk about someone 387 00:21:14.120 --> 00:21:18.200 as though they were there, in the room, right there. 388 00:21:18.200 --> 00:21:20.040 And I know that, you know, 389 00:21:20.040 --> 00:21:24.280 if I had a situation happen where somebody told me 390 00:21:24.280 --> 00:21:27.400 something negative about someone else in the team, 391 00:21:27.400 --> 00:21:29.840 so I called, I said, hang on one second. 392 00:21:29.840 --> 00:21:32.320 And I got the other person on the line and I said, 393 00:21:32.320 --> 00:21:33.880 say what you just said. 394 00:21:33.880 --> 00:21:35.560 And of course, guess what they did? 395 00:21:35.560 --> 00:21:36.760 They toned it down. 396 00:21:36.760 --> 00:21:37.800 They made it nicer. 397 00:21:37.800 --> 00:21:38.920 The tone changed. 398 00:21:38.920 --> 00:21:40.840 They've changed the words a little bit. 399 00:21:40.840 --> 00:21:42.640 The idea was basically there. 400 00:21:42.640 --> 00:21:44.400 I said, no, no, no, what you said was, 401 00:21:44.400 --> 00:21:46.280 and I repeated it with the same tone, 402 00:21:46.280 --> 00:21:48.920 with the same words they just used. 403 00:21:48.920 --> 00:21:50.760 And they were horrified that I did that. 404 00:21:50.760 --> 00:21:53.480 And I said, look, what I wanted you to learn from that 405 00:21:53.520 --> 00:21:55.880 is that if you weren't willing to say it 406 00:21:55.880 --> 00:21:59.320 in exactly the same way as you just said it to me, 407 00:21:59.320 --> 00:22:03.720 you just broke a very powerful trust-building component. 408 00:22:03.720 --> 00:22:06.320 If we're not sure how we've been spoken about 409 00:22:06.320 --> 00:22:08.320 in the rest of the team, 410 00:22:08.320 --> 00:22:11.760 then this is not something that builds trust. 411 00:22:11.760 --> 00:22:15.280 So doing that simple little exercise, 412 00:22:15.280 --> 00:22:16.120 which is a bit rough, 413 00:22:16.120 --> 00:22:18.400 although I've only ever done that once, it's not my habit, 414 00:22:18.400 --> 00:22:22.720 but it occurred to me that if we talked about people 415 00:22:22.720 --> 00:22:24.440 as though they were in the room, 416 00:22:26.400 --> 00:22:30.000 I was involved in the military at one stage. 417 00:22:30.000 --> 00:22:31.960 And one of my jobs in the military, 418 00:22:31.960 --> 00:22:34.040 my two years National Service, 419 00:22:34.040 --> 00:22:36.760 is I was involved in a thing called electronic warfare. 420 00:22:36.760 --> 00:22:40.120 And in electronic warfare in South Africa, 421 00:22:40.120 --> 00:22:42.480 we were fighting a war in Angola 422 00:22:42.480 --> 00:22:44.480 against Russian technology and so on. 423 00:22:44.480 --> 00:22:49.200 My job was to listen in on all the radio communications. 424 00:22:49.200 --> 00:22:51.600 So we had teams all over the country 425 00:22:51.600 --> 00:22:54.560 and they would tune in and listen to people's conversations 426 00:22:54.560 --> 00:22:56.400 on military conversations. 427 00:22:56.400 --> 00:22:58.760 And as the enemy was moving around, 428 00:22:58.760 --> 00:23:00.160 we were listening on their conversation. 429 00:23:00.160 --> 00:23:02.800 We were tracking where they were. 430 00:23:02.800 --> 00:23:06.000 We were using this as a very powerful way 431 00:23:06.000 --> 00:23:07.640 of knowing what they were doing. 432 00:23:07.640 --> 00:23:09.240 And we would crack all their codes 433 00:23:09.240 --> 00:23:10.600 and all that kind of stuff. 434 00:23:11.480 --> 00:23:12.400 Then it occurred to me, 435 00:23:12.400 --> 00:23:15.880 if somebody was listening in on my conversation all the time, 436 00:23:15.880 --> 00:23:18.760 sometimes I think my apps do that. 437 00:23:18.760 --> 00:23:21.480 You talk about something and suddenly all the ads arrive. 438 00:23:22.360 --> 00:23:24.200 I got to go, that's suspicious. 439 00:23:24.200 --> 00:23:28.640 And so, but if that person was listening in, 440 00:23:28.640 --> 00:23:31.760 if your team was listening in all the time, 441 00:23:31.760 --> 00:23:34.360 would you say that in the same way? 442 00:23:34.360 --> 00:23:36.400 So in the room rule. 443 00:23:36.400 --> 00:23:39.160 The next one is just show appreciation. 444 00:23:39.160 --> 00:23:42.720 It's amazing that just the simple act of saying thank you 445 00:23:42.720 --> 00:23:46.160 or showing appreciation, but do it accurately. 446 00:23:46.160 --> 00:23:49.640 By that I mean, show appreciation with precision. 447 00:23:50.280 --> 00:23:52.080 By that I'm referring to, 448 00:23:52.080 --> 00:23:54.720 I really appreciate that in the meeting, 449 00:23:54.720 --> 00:23:57.160 how you drew the two people and weren't saying anything. 450 00:23:57.160 --> 00:24:00.040 You have a great way of including others. 451 00:24:00.040 --> 00:24:03.600 Don't just say, oh, that was great, good work. 452 00:24:03.600 --> 00:24:05.160 I appreciate you. 453 00:24:06.160 --> 00:24:08.440 Okay, but that's not precision. 454 00:24:08.440 --> 00:24:11.480 Get precise, be precise about what you appreciate 455 00:24:11.480 --> 00:24:12.960 because what you're doing 456 00:24:12.960 --> 00:24:15.880 is you're making others larger in the team. 457 00:24:15.880 --> 00:24:17.720 You're giving them a higher status. 458 00:24:17.760 --> 00:24:21.280 You're feeding the chemistries in a healthy way 459 00:24:21.280 --> 00:24:22.120 that we were talking about, 460 00:24:22.120 --> 00:24:23.920 the positive chemistries in the brain. 461 00:24:24.960 --> 00:24:26.360 So when we're talking about others 462 00:24:26.360 --> 00:24:28.120 as though they're in the room, 463 00:24:28.120 --> 00:24:31.720 then what happens also is we have to defend those 464 00:24:31.720 --> 00:24:33.080 who are not in the room. 465 00:24:33.080 --> 00:24:35.600 In other words, sometimes things get said, 466 00:24:35.600 --> 00:24:37.240 the person's not there, 467 00:24:37.240 --> 00:24:39.560 and sometimes it's up to us to protect those 468 00:24:39.560 --> 00:24:42.360 who are not there to protect themselves. 469 00:24:42.360 --> 00:24:45.080 And I think one of the ways to help the culture 470 00:24:45.120 --> 00:24:48.000 mature to a new place is to say, 471 00:24:48.000 --> 00:24:52.040 we do not trade in negative inferences. 472 00:24:52.040 --> 00:24:53.800 You know how people can say a thing, 473 00:24:53.800 --> 00:24:55.320 but they don't quite say it, 474 00:24:55.320 --> 00:24:57.920 and they just leave the inference hanging in the air. 475 00:24:57.920 --> 00:25:00.240 They create that little doubt, that little... 476 00:25:00.000 --> 00:25:03.840 sphere thing, just calling that out sometimes is helpful. Because 477 00:25:03.840 --> 00:25:09.120 when we trade in negative inferences, it's a very, we 478 00:25:09.120 --> 00:25:12.880 think maybe, you know, what do they really mean? They leave it 479 00:25:12.880 --> 00:25:16.760 open to interpretation. So if you have something negative to 480 00:25:16.760 --> 00:25:20.160 say, and you're addressing a negative issue, then the best 481 00:25:20.160 --> 00:25:24.160 thing is do it with a kind tone. If you're a leader, and you're 482 00:25:24.160 --> 00:25:28.320 giving feedback to someone, you can tell them, you know, here's 483 00:25:29.280 --> 00:25:32.760 here's, let me give you some feedback. When you do that, and 484 00:25:32.760 --> 00:25:37.080 you give negative feedback with a kind tone, be very specific 485 00:25:37.080 --> 00:25:40.720 examples, don't generalize their negativities, don't generalize 486 00:25:40.720 --> 00:25:45.480 their mistakes. You know, you have a tendency to annoy people 487 00:25:45.560 --> 00:25:51.440 is not helpful. You know, you know, I remember a guy came up 488 00:25:51.440 --> 00:25:54.120 to me one day after I did some public speaking, he came back 489 00:25:54.120 --> 00:25:57.000 and he said, you know, I always thought you were a very annoying 490 00:25:57.000 --> 00:26:00.840 person, I realized, maybe you're not so bad. I don't know 491 00:26:00.840 --> 00:26:04.040 that was meant to be a compliment or what was one of 492 00:26:04.040 --> 00:26:09.800 those. Okay, thank you, I think. So the point is that if you're 493 00:26:09.800 --> 00:26:12.600 going to give people feedback, saying things sitting down and 494 00:26:12.600 --> 00:26:15.960 saying, look, in a meeting, you tend to dominate the meeting, I 495 00:26:15.960 --> 00:26:20.040 want to make you aware on Tuesday, this happened, want to 496 00:26:20.040 --> 00:26:25.160 make you aware, self awareness solves probably 80% of all 497 00:26:25.160 --> 00:26:28.040 management and leadership issues, making people self 498 00:26:28.040 --> 00:26:33.080 aware is a great gift. And it takes somebody who cares to do 499 00:26:33.080 --> 00:26:37.320 that it costs you when you go to someone else, and you say, 500 00:26:38.040 --> 00:26:41.480 here's here's some feedback that costs you, you're taking a risk, 501 00:26:41.480 --> 00:26:44.680 you're taking relational risk. And the fact that you're willing 502 00:26:44.680 --> 00:26:49.080 to do that creates a culture of trust, because somebody thinks 503 00:26:49.080 --> 00:26:52.120 about and said, wow, that really cost them. So here's the 504 00:26:52.120 --> 00:26:55.640 feedback. If you're the recipient of negative feedback, 505 00:26:56.280 --> 00:27:02.280 my suggestion is you say, thank you, I appreciate that, period. 506 00:27:03.080 --> 00:27:06.520 Do not expand, do not get defensive, doesn't matter how 507 00:27:06.520 --> 00:27:11.800 much you disagree, don't like it, hold it, and give it some 508 00:27:11.800 --> 00:27:15.560 time, give it a couple of days to think it through before you 509 00:27:15.560 --> 00:27:18.360 give the feedback. And the reason is, we're all naturally 510 00:27:18.360 --> 00:27:21.720 defensive. What happened there is in that moment, you felt 511 00:27:21.880 --> 00:27:26.360 unsafe and you went into defense mode. But if you but if you can 512 00:27:26.360 --> 00:27:31.480 hit the thank you, I appreciate that stop, if you can pull that 513 00:27:31.480 --> 00:27:36.040 off, you will grow. You know, Elon Musk says that the growth, 514 00:27:36.040 --> 00:27:40.120 the greatest growth he's had is has been negative feedback from 515 00:27:40.120 --> 00:27:43.800 friends, the positive feedback. It's encouraging, but you don't 516 00:27:43.800 --> 00:27:48.520 genuinely grow by that. Right? It encourages who you are today, 517 00:27:48.520 --> 00:27:51.640 but it doesn't help you see what you can't see. And so when 518 00:27:51.640 --> 00:27:54.520 somebody gives you negative feedback, it's usually because 519 00:27:54.520 --> 00:27:57.480 you have a certain blindness in a certain spot. And that just 520 00:27:57.480 --> 00:28:00.520 opens your eyes. And in many ways, it's a great gift, if it's 521 00:28:00.520 --> 00:28:05.800 done kindly, it's a great gift. So, you know, as a culture, one 522 00:28:05.800 --> 00:28:09.080 of the things we've set up in our own culture is if you have 523 00:28:09.080 --> 00:28:13.080 an issue with someone, go to that person. And if you've talked 524 00:28:13.080 --> 00:28:17.400 to them, and it fails, then complain up, don't complain 525 00:28:17.400 --> 00:28:22.120 sideways. Complain up, don't complain sideways. What do I 526 00:28:22.120 --> 00:28:26.120 mean by that? Don't go and stand at the water cooler, or, you 527 00:28:26.120 --> 00:28:29.960 know, the online equivalent of don't go and talk to everybody 528 00:28:29.960 --> 00:28:33.400 on why I talked to that person, they didn't hear me go up, go up 529 00:28:33.400 --> 00:28:36.680 to the next person up the, up the chain and say, hey, I talked 530 00:28:36.680 --> 00:28:38.920 to so and so they didn't work. Can you help me? Can you give me 531 00:28:38.920 --> 00:28:44.600 advice? So, you know, if we start to get the idea that we 532 00:28:44.600 --> 00:28:47.240 are in an environment where people are only correcting us 533 00:28:47.240 --> 00:28:52.040 because they have our growth in mind, that is a very healthy 534 00:28:52.040 --> 00:28:57.160 trust building culture. So, as a leader, pro tip, and we're 535 00:28:57.160 --> 00:29:02.600 coming in for a quick landing here, pro tip. If we proactively 536 00:29:02.600 --> 00:29:09.960 admit our mistakes, and report it first, and very fast, that is 537 00:29:09.960 --> 00:29:14.600 a huge confidence builder, if you as the leader or as an 538 00:29:14.600 --> 00:29:18.760 individual, so we the way we say it brilliant, is good news 539 00:29:18.760 --> 00:29:24.200 travels fast and bad news travels faster. Be the first up 540 00:29:24.200 --> 00:29:28.600 be the first one to go. So, you know, we had a rule in our in 541 00:29:28.600 --> 00:29:33.560 our family growing up with our kids, and we built this in into 542 00:29:33.560 --> 00:29:37.080 our parenting. And as Simon Sinek said, parenting is a great 543 00:29:37.080 --> 00:29:41.720 analogy for leadership. And so in our parenting, for instance, 544 00:29:41.720 --> 00:29:46.040 if one of the kids did something wrong, and they before 545 00:29:46.040 --> 00:29:48.840 we even asked or even discovered it, they came and told us the 546 00:29:48.840 --> 00:29:52.120 whole story upfront and own the whole thing, there was no 547 00:29:52.120 --> 00:29:56.760 punishment. If we found out about it, ask them the question, 548 00:29:56.760 --> 00:29:59.880 and they told us the truth, you know, it was probably less 549 00:30:00.000 --> 00:30:05.620 of an issue. But if we found out about it, asked them and they lied or gave us a little 550 00:30:05.620 --> 00:30:12.680 workaround truth, then it would then it would go dark for them. It would be tough, right. 551 00:30:12.680 --> 00:30:18.760 So here's the thing, the same thing when you own your stuff first up. So we were running 552 00:30:18.760 --> 00:30:26.640 a international trading platform trading forex traders. And I had a new employee was 25 years 553 00:30:26.640 --> 00:30:30.960 old. This was his first full job. And he was managing some of the accounts and he pressed 554 00:30:30.960 --> 00:30:36.520 the wrong button on an account and the client lost, I think it was about $30,000, just like 555 00:30:36.520 --> 00:30:40.640 that, just from clicking the wrong button on a live trading platform. And because we 556 00:30:40.640 --> 00:30:46.920 had this ruling place, he called me immediately. And he said, I have just lost 30,000 was my 557 00:30:46.920 --> 00:30:52.360 mistake. I didn't follow the protocol completely owned it. And I said, thank you so much for 558 00:30:52.360 --> 00:30:58.920 doing that. My opinion of him went up, my trust of him went up, I got on the phone called 559 00:30:58.920 --> 00:31:04.320 the client, client was unhappy. But yes, what the client said, wow, I appreciate the integrity 560 00:31:04.320 --> 00:31:08.680 and the care that you let me know, because the client asked me, when did this happen? 561 00:31:08.680 --> 00:31:14.360 I said, you know, 15 minutes ago, 12 minutes ago. So I want to say this to you and end 562 00:31:14.360 --> 00:31:22.480 up with this key thought is as you go through this, here is a great tip. Never add a personal 563 00:31:22.480 --> 00:31:29.600 pronoun to a negative, not for yourself, or for others. It's not my stress. It's not my 564 00:31:29.600 --> 00:31:36.320 this, my that. Don't add a personal pronoun to a negative. That's your first line of defense 565 00:31:36.320 --> 00:31:38.440 against dealing with a negative world.