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Today, we're talking about the secret to taking your contribution to the next level.

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If I could show you a way how you could activate that contribution and take it to the next

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level so you can really multiply the value you bring the company, and you could fast

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track your career, and even maybe help take your team to the next level, all while not

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burning out or waiting for permission.

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Would you be interested in that?

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What we're talking about here is you do not need a title to lead.

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You don't need a promotion to make a bigger impact.

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What you need is a framework.

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And I want to share that framework with you so that you can show up every single day in

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a new way.

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Look, you're not just a team member, you're a potential multiplier.

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What if you could help find the missing zero in your company's growth?

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If you could help 10X the entire business, what would that do for you, for your business,

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for your career, for your reputation?

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It would be absolute game changer, wouldn't it?

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Look, people don't grow businesses.

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People who grow, grow businesses.

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And we've been talking about this whole innovation module for the last month.

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As we come to that, I want to just share with you how I actually learned this.

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A few years ago, I hit a wall.

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I was so busy, jam-packed, working hard, but honestly, it didn't feel like it mattered.

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So one day, I just asked myself this question.

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What if I could change my contribution, if I could take it to an entirely different level?

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This got me thinking about, well, what are the levels of contribution?

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Things like, well, you should work smarter, not harder, were not really helpful.

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It gave me no sense of actual value.

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I mean, it just made me feel bad, because I didn't know what that actually meant.

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So I wanted a really practical roadmap to help me see where I was in my contribution.

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And how could I help not just my team, but potentially other teams, unlock their 10X

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potential?

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What if I could 10X my contribution, the business could 10X the business itself, and

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then what if I could help others do that?

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And that was, for me, the big epiphany.

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I discovered it's not about grinding, it's about graduating to the next level.

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So there are five levels of contributions, and each one multiplies your impact more than

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the last.

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You know, it really does start small, but the payoff is exponential.

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When I understood this framework, the results quickly changed.

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I found my contribution getting more substantial each time I went to the next level.

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Not because I did more, though, but because I became more, because I upgraded the way

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I saw myself.

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And so we're going to get into a little of these, why this is such a great framework.

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Maybe you're listening to this and thinking, I don't know if this framework is right for

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me.

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Look, this is not about personality, this is about principle.

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It's not personality-based, it's principle-based.

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Or maybe you're thinking, I'm not really leadership material.

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You know, you don't become a leader first, you act like one first.

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And that's what we've been learning as we've been becoming a team of leaders as we go through

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this process together.

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Or perhaps you're thinking, look, my company doesn't really empower this kind of growth.

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And honestly, you don't need permission to lead.

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You just need clarity and boldness.

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So let's get into that a little bit.

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So I want to share with you three secrets that really helped me understand how this

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entire upgrading of contribution works.

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And the first was to share the concept of the contribution ladder.

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There is a contribution ladder.

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So we go from just being an employee to becoming a leader that can 10x the team or 10x their

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contribution without waiting for a promotion.

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You know, my own story is when I first mapped out these five levels, I realized I'd been

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stuck at level one way too long.

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It wasn't that I was bad at my job or bad as a leader, it's just that I was underusing

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this framework.

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So I figured out that through study and looking at what the best leaders were doing, and then

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trying some of this for myself and for my team, there was a lot of trial, a lot of experimentation,

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and then came the breakthrough.

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You know, leaders like Grant Cardone and Dan Sullivan really helped me accelerate my learning

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in this.

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So here are the five levels.

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levels of the framework of five levels of contribution that help me clarify what I was

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doing and get me off just level one.

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So level one is what I call the essentialist.

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This is where you know your one line job description, you know the box you own, you know you're

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managing your inputs, you're managing your outputs, which what we've been discussing

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for a good portion of this entire training.

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And that's great because an essentialist means you're really focusing down on that

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one thing that you do that moves the needle.

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And this being an essentialist, being focused and putting your best time into that is a

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serious contribution by itself.

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But level two is where you become the effortless high performer.

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This is where you start to master your buckets.

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Remember we talked about having ten buckets a week.

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We've talked about deep work.

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So when you start to master buckets and you start to have at least one deep work session

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a week, you're starting to upgrade your contribution because now you're thinking not just working

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in the business, but you're really working on the business.

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You're not just working in your job, you're working on your job.

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You're working on your contribution.

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So that's level two, effortless high performer.

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Level three, which is what this month has all been about, is becoming an innovator.

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So that means you start to thin slice everything.

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You're bringing new ideas, new solutions and you know how to quickly put a thin slice together.

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And that ability to do thin slicing quickly means you're rapidly innovating, rapidly iterating.

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Level four is when you become a scaler.

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This is when you start to adopt a 10x mindset.

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This is where you truly start to become exceptional.

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And level five is when you become a team multiplier.

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This is where you become the leader that raises everyone else's levels and the whole process

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again starts.

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So it's like essentialist, level one, effortless high performer, two, innovator is three, scaler

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is four and a team multiplier is five.

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You know, our team used this model and they really went from being good to being exceptional

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in 18 months without hiring anyone new.

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In fact, we actually lost a few people.

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What was the shift?

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What created this change?

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Our team started to think and act like high contributors and started to identify which

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level they were at.

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Just that awareness of what level I'm at is what starts to shift everything.

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So that leads us to secret number two, which is the internal shift that happens in you.

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We could call that secret the identity upgrade.

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So this is when you step into a high level of contribution, you have to change the way

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you see yourself.

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If you see yourself just as a good worker or a good team member, that's not good enough.

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You have to start to see yourself as a leader, as an innovator.

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And so using this language, using these levels to describe yourself, I'm an essentialist,

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level one.

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I'm an effortless high performer.

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I'm an innovator.

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I'm a scaler.

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I'm a team multiplier.

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That really is what is the game changer.

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You know, I used to believe that contribution meant waiting for someone else to notice.

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But the turning point came when I realized I wasn't waiting for someone else to see me

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correctly.

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I was waiting for me to see me correctly.

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You know, you don't have to be louder.

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You just have to be more intentional.

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You know, because contribution really isn't about the effort.

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It's about the effectiveness.

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It doesn't matter how much work you do.

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It's did you move the needle?

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What was the result?

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Did you change something?

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Did you manage to move the thing a step forward?

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Well, it took, I worked for 10 hours, doesn't mean anything.

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Whether you worked 10 hours or one hour, did you move the needle is all that matters.

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How effective were you?

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And so the best contributors are obsessed with just being better.

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Being better than they were yesterday.

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Being making the product better than it was in the previous version.

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You see this with Apple.

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Apple will announce, you know, here's the new iPhone.

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And they will say things like, this is the best iPhone we've ever created.

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They don't compare themselves to others.

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They compare themselves to themselves.

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That is a sign of great contributors.

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You know, I saw a quiet team member become one of the most valuable players on the team

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just by switching how she.

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approach problems in communication.

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She was not trying to be impressive.

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She was trying to be effective.

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She was trying to be impactful.

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And these are the kind of changes

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when we change how we see ourselves.

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And this leads me to secret number three.

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You know, creating a team of leaders

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isn't about waiting for somebody

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to create a culture that encourages.

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You know, some people say,

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well, I don't belong to a company

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that encourages that sort of change.

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But when we start acting like an owner,

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whether we're in charge or not, that is the shift.

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So acting like an owner,

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whether you're in charge or not, is secret number three.

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And here's the strategy.

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You know, most teams are stuck

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because they're waiting on a title or permission.

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Honestly, you know, culture is created by actions,

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not memos.

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You don't build, you know,

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a high-performance culture by policy.

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You build it by example.

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So be the leader.

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Be that person.

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Be that person who takes initiative, act like an owner.

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You know, I once coached a startup team

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where everyone had a voice,

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but no one took any ownership.

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It was like, oh, we were just all equal.

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We all just sit around the table,

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everybody has something to say,

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but it never went anywhere.

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But when we applied the levels of contribution

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and this kind of 10X mindset, ownership exploded.

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And the startup didn't just grow.

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It doubled in 90 days.

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Look, I know that's a bit of an exceptional situation,

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but it does demonstrate that when we take ownership

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and don't wait for permission or a title,

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we just get on with it.

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The titles and permission will follow your action.

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At some point, you know,

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the people who run the business will see

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that you're doing and already are running

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and taking full response.

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You're already doing the job.

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Let's just give them the title.

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And so here's a quick strategy.

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Simple ways in which you can really elevate

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your whole team's contribution.

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So here's four practical things you can do.

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One, do a weekly level check.

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Maybe each person can share, you know, once a week,

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which level are you think you're working at this week?

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Number two, ask one bold question.

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You know, maybe at least once a week,

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we should all be asking the question,

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what is the 10X version of this?

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If we added a zero to this number,

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what would that look like?

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Now, what would we have to do to make that a reality?

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Number three, let's celebrate innovation,

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not just completion.

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Oh, you finished the project, great.

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Let's really celebrate new thinking

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and really value creation and creativity.

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And number four, encourage ownership language.

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Let's replace, you know, they should with, I can do this.

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And I think that sense of ownership,

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well, you know, they didn't say, or nobody told me,

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or, you know, I'm waiting for,

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let's replace all that sort of low level

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contribution language with, I could do this,

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here's the contribution, here's my suggestion.

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Now, there was a small marketing team that I worked with,

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and they used just two of these changes.

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And six months later,

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they'd literally doubled their output.

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The morale was like super high.

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A lot of people with shiny eyes in the team.

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And, you know, they were used to just functioning

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as certainly when they jumped to this next level,

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they didn't even add new people.

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There was no new budget.

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They just learned new habits.

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They learned to understand this framework,

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this contribution framework.

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So here's my call to action for you.

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Take this simple contribution assessment.

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Ask yourself these three questions.

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Number one, when it comes to the contribution ladder,

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which level am I at?

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And this means a little bit of soberness.

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You may want to chat to, you know,

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people you work with and get more input.

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But at least start with, okay, I'm here.

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For some people, they haven't even hit level one.

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They're not even essentialists.

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They just do everything.

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They're not really concentrating

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on the essential contribution they make to the business.

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Okay, question number two is the identity upgrade.

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How do I need to change how I see myself

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so that I can go to the next level?

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So take the title of that level that you want to go to

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and say, make that an I statement.

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I am an effortless high performer.

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You know, I am an innovator.

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Just take identity.

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We know from neuroscience that the first step

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in changing your performance is to change your identity.

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Right, don't say I want to become a runner.

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Say I am a runner.

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What do runners do?

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They run.

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I am an innovator.

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What do innovators do?

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do? They innovate. So, take on that new identity. Number three, creating a team of

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They run.

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leaders. If I were truly acting like an owner, what would I do differently? That's

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a great question. If I were truly acting like an owner, what would I do

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differently? Here's a couple of red flags. Do you use language like, you know, they

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should... if it's the they should do this and they should do that or they

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didn't tell me rather than I should. So, when we move from they to I, that's one

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of the real signs we're stepping in and acting like an owner. Look, you get to

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lead where you are. Don't wait for permission or a promotion. Just start now.

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I hope you enjoyed that.