So we're going to be focusing today on, for what purpose does our organization exist?
And this goes far beyond a mission statement or even a value statement or core values.
It actually has implications that affect every team member.
So we're going to go into that.
We'll also help each team member identify their core contribution to the team.
What is it that only they can do?
And it helps bring clarity to your role and also simplify your contribution.
And I want to give a pro tip for today, as someone who's been through this multiple times,
I know we have a couple other teams who have also been through this training before.
So feel free to share in the chat if you have any thoughts on going through this before.
But this is a really, really big day.
And this isn't a one and done kind of a teaching or concept, you don't just learn it once and
get it.
So today will be the beginning, the tip of the iceberg.
And as you meet with your teams today, it'll take some iterations.
I think it took us about 18 months to really get down to the what we're going to come away
with today.
So just keep that in mind.
It's about revisions.
It's a process, get something that's good enough for today when we do our breakout room
later.
But don't hold it too dearly, because it will be refined again and again.
Okay, everyone ready to welcome Dion pop a warm welcome in the chat to Dion.
And we'll go ahead and get started in our training.
Thanks, dear.
I really appreciate it.
I love the session that we're about to do.
I think it might be one of the biggest power boosters to an organization when you can bring
this degree of clarity to your organization.
I want to say that over the 30 something years I've been doing this.
I've done this with so many companies and almost without fault, the first time they
do it, they write a lot of rubbish down about what they think is their core thing they do.
And then slowly they start to get through all the complexity and we'll talk about the
shortcut to get past that.
I heard Stephen I heard your description earlier sounded pretty tight, simple that I really
liked it.
And no doubt that didn't just happen overnight.
I'm sure you put a lot of effort into that.
But we want to, we want to encourage you that what we're about to do, we're going to answer
three simple questions at the end of the session.
So today, we're going to cut the session really tight.
I'm going to end, you know, much shorter this time, and give you a lot more time together
as a team.
So we're going to break up into our teams, the solo group will go together.
And then what we're going to do when we get to come back, we want to hear from the different
teams, because what we want to do is give you ideas about what other teams are doing
sometimes doing this, and hearing what other people are doing very helpful indeed.
So here's what I want to say just a couple of things to quickly nail down this idea is
what's the purpose that your company exists for?
Why do you even exist?
And why does it matter?
So you know, when we get this one thing clear, and we you know, what it does is it and we
get this right, we get it clear, and we get it focused, it unleashes innovation, commitment
and energy into the culture of the company.
And you know, you bring meaning into people's lives when they understand exactly how they're
contributing to the mission of the organization.
Now we all, you know, had a mission statement, I'm sure we've had corporate jobs.
And we've all heard the blah, blah, blah mission statement, you know, the one, the type that
says we want to provide superior services and products to our customers while maximizing
profits and blah, blah, blah, boring means nothing, right?
You can go to mission, mission generator.com.
And they'll spew that stuff out until the cows come up.
The point about that stuff is it's worthless.
It doesn't focus anyone doesn't inspire anyone doesn't been clarity of any kind.
And basically, it translates to we sell stuff to people to make money to pay employees and
give profits to our owners.
So that's kind of what it nets out to, right?
So what if we can, what if we can do so much more, right?
What if this actually could be a powerful way to enroll your team in a cause they care
about?
Right?
What if we could do the opposite of that?
What if we're able to create such a powerful statement, that that it's easy to enroll new
people into what we're doing easy to enroll your customers, enroll new staff, and basically
provide a clear course of action and make possibilities clear.
In fact, if we get this one thing, right, and keep tweaking it and tweaking it every
few months, we like to tweak ours every six months or so.
And the reason is, we just get clearer and clearer and clearer every time sometimes just
a word changes.
So
You know, I want to talk through this. So what's the problem? Why
does everybody just not do this, then? Why is this not just easy
to do? So first, I want to say the reason why it's not easy to
do is because it takes concentrated effort and energy
to create clarity. So you know, generally electric was built
around the three S's, right, that self confidence, drive
simplicity, which drives speed. And so Jack Welsh coined that
phrase. And now think of a company that dominated was
number one and number two in 18 different industries, and was
driven off that those three simple ideas because it takes a
tremendous amount of self confidence to be simple. And
simplicity drives speed. Whereas Andy Stanley once said the mist
in your mind becomes the fog in your organization. Because what
happens when we're unclear, and I'm saying as leaders, and
we've already established last week, we're a team of leaders.
So this includes everyone, everybody leads their
contribution, everybody leads customers leads vendors, maybe
you lead the team. But the mist in your mind will become the
fog in your organization. So clarity, though, around it
unreasonable creates an unreasonable commitment to
something that should be right, this idea of that bold
leadership can really open up and create something in your
industry that maybe hasn't existed before. Because as we
know, that complexity is the enemy of clarity as an
organization grows. So we get complexity and with complexity,
this fog starts to develop. So you know, we think, well, as we
get bigger, we'll get clearer, actually, the bigger you get,
the more foggy it all gets. So this is a constant tweak for the
company, a very, it's a power tool in the hands of a leader to
be able to create intense focus and call for that kind of bold
commitment. So our goal here today is to simplify complex
concepts, so that they're accessible to everyone. If your
eighth grade at home understands what you do, that's a that's a
good sign you're on it. Because, you know, clarity might be one
of the greatest gifts as leaders that we can give our team.
Because when people are really clear about what they're doing,
why they're doing it, and how they fit in, they can engage
fully. So what we want to do is we want to get rid of this, this
fog, we want to create clarity, blow away the fog. And what we
want to do is drive simplicity, because simplicity will drive
speed. And, you know, you know, that the simpler it gets, the
faster you go. Well, we coined a phrase internally, and what we
say is, if you're still dealing with complexity, you're still
the student. If you're dealing with simplicity, you becoming
the master, you becoming the master of your craft. You see,
complexity is not a sign that you're sophisticated. It's just
a sign that you're still a student of your craft. Because,
you know, it reminds me of a story of I was part of a
transaction, I used to be work with a group, insurance group,
and they're the largest privately held life insurance
group in the country. And they were they bought up in 13
insurance companies. And sometimes because I was the
technology guy, I got to hang out in some of those meetings.
And one particular time, they were buying another insurance
company, it's much smaller company, and they were there.
And they were doing the whole dog and pony thing, they were
pitching the, you know, the guy was selling his company, he'd
spend his life building it. And he was just an old guy was
sitting listening to their pitch didn't say very much. And, you
know, they did went through all the financials and all the data
that you'd expect in a presentation like that it was a
lot of complexity. So the old guy, the end leans forward, and
he says, I have only one question is what I'm selling and
what you're buying. Is that the same thing? And I thought, what
a brilliant reduction. You see, here isn't he has a master of
the craft knows what he's doing. And so for you as a leader, set
your re calibrate your thinking, that simplicity means you're
starting to become the master of your craft. And that is what we
want to encourage, we want to create a culture in our
organization, where we encourage simple and clear thinking. Now,
the temptation is to make our jobs seem more complex than they
are to kind of like load them up, because we feel maybe it
makes us more valuable to the organization. Strangely, the
opposite is true. We all know the Pareto principle, you know,
some people call it the 8020 rule, the 20, the 2080 rule. And
basically, the idea is this,
80% of the value that you bring this company
is in 20% of your time, right?
So if you think Monday through Friday, that's 20% each.
Technically, if you could figure out which 20%,
you could work Monday, not pitch up for the rest of the week
and 80% of the value that you bring
would the company would experience.
Now, of course, practically, that's not feasible,
but it shows up and illustrates an amazing point
that a lot of what we do is not call to our contribution.
And so when you're thinking about your contribution,
that one thing that you do,
that's absolutely vital to this company,
that one contribution,
that if you did that one thing and nothing else,
the company would move forward.
That's the one thing we're talking about.
And in most people's cases, that's 20% of your time.
So when you're thinking about that,
what that should do is give you permission
to free up the other 80% of busy work, less important work.
And as we go through this course,
we're gonna talk about how to delegate
and delete and so forth.
We'll get to all that later, but for today,
I just want you to concentrate
on what's the one contribution
that you make to this organization.
And then as an organization,
answering the one key question, what are we doing?
What on earth are we doing?
So, you know, it makes me think of a wonderful story.
There's a recognition award
called the Malcolm Bulridge National Quality Award.
It's given to usually people in the industry,
you know, hotel group industry.
And the Ritz-Carlton has won this award twice.
And, you know, it has some amazing best practices.
And so they've come up with an incredibly powerful
customer focus culture
and they produce unbelievable results.
Now you would think that that means
it's very complex and sophisticated.
Well, here's the good news, it isn't.
It's built around a super simple framework.
They call the gold standards
and the gold standard at the Ritz-Carlton
is built around their motto.
And their motto is,
we are ladies and gentlemen serving ladies and gentlemen.
Simple.
We are ladies and gentlemen serving.
We're not the maids, we're not the bellhop.
We are ladies and gentlemen serving ladies and gentlemen.
We're not the cook, we're not the front desk clerk.
We are ladies and gentlemen serving ladies and gentlemen.
Now think of all the permission
that that simple sentence enables.
How people view themselves, how people view the customer.
They see themselves as,
there's a sophistication to their interaction.
They've even got it to the point because of that
and their trust-based culture
that the people who are parking the cars and so on
can spend up to $2,000 at their own discretion.
So this is now the bellhop
and the people who are obviously parking the cars and so on
can spend up to $2,000 if they notice that the car,
they thought the thing might've got a little bump
or a little scratch or whatever,
they can literally at their own discretion
spend that kind of money.
Or if the cleaning staff, somebody comes up to them
and says, hey, there's something on my TV
and the only way to make it work is buy a new TV.
The amount of power that's been pushed down
because this company genuinely believes
that their team are ladies and gentlemen,
not just basically just all employees with a fancy title,
they genuinely believe the statement
that they are ladies and gentlemen
serving ladies and gentlemen.
So the brilliance of this simple statement
has three key elements in it.
It clearly states their goal to serve ladies and gentlemen.
It's full of possibility
because it makes it clear that the staff at the Ritz Carlton
are not merely employees or staff serving customers,
but in fact themselves are ladies and gentlemen.
And embedded in this super simple statement
is an invitation for every member of staff themselves
to be a lady or a gentleman.
So that sophistication, the grace that they want
each member is now invited into it.
So there's an upgraded view of themselves,
an upgraded view of the company,
an upgraded view of their customer.
And so it just lifts the entire organization up.
team of the organization, the administration, the reception, the management, the bellhops,
cleaning staff, catering, everybody is upgraded. So with this simple statement, I want to help us
get down to one, you know, simple approach. And what I'd like to do is I'd like to suggest,
and by the way, there's an amazing talk by Andy Stanley, called Simply Lead. And,
and I've made it available to the leaders yesterday, but this really will take more
time and drive this home. What I'd like you to think about for a minute is to think through
the idea of, by answering three questions, which we'll break up here in a minute and do
as teams. And the first question is, what are we doing? The second question is, why are we doing
it? And the third question is, how do I fit in? So what's the reason we exist? What's the passion
behind why we do it? And what's my role? Because what these three things do for us, this powerful
statement, if we're really clear about what we're doing, this informs not just our culture,
but it tells us we're making progress, shows us we're winning. It informs us who we serve,
and how we serve them. And it directs our business, right down to how can we lead our path
going forward. And I know that, I know, Jenny, Uriel, so I want to give you a heads up in a second, but
I want to use as an illustration, some of the, you know, trying to give, you know, real practical
examples of this. So because Andy happens to be a person who leads a church, and look, at the end
of the day, organization is organization, and it needs leadership. So at Northpoint, their thinking
is, we, I mean, you ask them, what are they doing? We create churches that unchurched people like to
attend, or love to attend. So are unchurched people attending? Are we being successful?
Right? When the unchurched people come, do they love it? And so we don't church, build churches
we want to attend. We don't build a church for us. We're building churches that unchurched people
like to attend. So Jenny, do you want to just share with us what it is for Brilliant Perspectives?
Yeah. So here at Brilliant, we coach people to walk in their new nature through relational learning,
through an online mentoring and coaching platform. And to reiterate, we did not come to that in one
sitting. It took about 18 months and 18 months and still, right, still refining words. Yeah.
Yeah. So the key elements are, we coach people, right? We're not training them. We're not preaching
at them. We coach people. It's about coaching. What do we coach them in? The fact that they have a new
nature in Christ. So obviously, it's a Christian organization. So there's a Christian focus.
And we, how do we do that? We do that by teaching them relational learning, not just head learning,
but heart learning. And we provide that for them on a online platform. So we can tell right away,
are we winning? Are we doing what we're saying we're going to do? We know the components,
we see how it is. So what the key is, when we're figuring out what are we doing,
we have to get it down away from generalities, and get it to be as simple as possible. But also,
the kind of thing that will inform are we winning? Are we doing what we say we're going to do?
So part of what are we doing that getting that reason so clear. So one of the exercises we do
when we first introduce this to a team, as I usually, and we'll do that in a minute, yeah,
with your teams, we'll go around and say, you know, tell me what you're doing. If somebody
just starts to talk, they have no idea. If it takes more than a sentence, they don't have any
idea. So you'll notice you ask people, so tell me what you do, maybe you're a solopreneur. And
you're saying, if I asked you, what are you doing? If you start talking for two or three minutes,
I can tell you haven't put the work in, right, we got some work to do, we have to upgrade it
to a level of simplicity. So it's so clear in your mind, if I woke you up at two in the morning
and say, what are you doing? You know, the answer. And if I asked every employee in the team,
they give me exactly the same answer, then we're there, we have done the work. And getting people
to know that call to know what it is, focuses us and creates that simplicity, that drive speed.
Second question is, why are we doing this? Right? So when you ask the question, why are we doing
this? This brings up the passion. This is the reason the organization was originally formed.
This is the, you know, Simon Sinek suggests that we start with why.
and then we work into the other areas.
So there's an argument both ways,
but I think he has a point
that when we know why we're doing something,
it drives the passion.
That's something that touches us in a far deeper way.
To help understand this, there's a wonderful analogy,
and that analogy is really built around,
I think it was built in the 1800s.
Some psychologist came up with the idea of the elephant,
the rider, and the pathway.
Anybody heard of that?
And yeah, no.
Yeah, elephant, rider, and the pathway.
So what is that?
The elephant represents the emotions of an individual.
The rider is their rational thinking,
and the pathway is where you're trying to get them to go.
So the elephant, the rider, and the pathway is this.
Most of us, when we want our team to move,
to go somewhere new, what do we do?
We talk to the rider.
We tell the rider, we're gonna go due north.
But if the elephant does not want to go due north,
guess where they're going?
Nowhere.
They do not go.
They will go where the elephant wants to go.
And so if you can talk to the rider, what are we doing?
And you can talk to the elephant, why are we doing this?
Then the pathway is very easy to lay out.
So people have to be emotionally invested
in the mission of the organization
because this is the part that adds meaning
to what we're doing, right?
So if you're thinking about this,
we want to inform the rider,
we want to inform the elephant,
and be really clear about the pathway.
The elephant, the rider, and the pathway.
So the question here is why we do this
has to have an emotional component to it.
It has to touch us in our hearts.
So the what are we doing is in our heads,
the why are we doing it is in our hearts.
And then when we say, how do I fit in?
Now we're getting down to the specific role
that you're gonna play.
And to do that, we're gonna ask you to come up
with a one line job description.
I don't know how many of you are hired
and you were given pages and pages in a job description.
Two, three weeks later, one, you couldn't find it.
And if you did, it would have no bearing whatsoever
on the job you do now, right?
Certainly two months later, your jobs moved on so much,
everything's changed so much
that that whole job description thing
was just a hiring process thing, right?
So what we're saying is that one line job description,
if you can get it tight, here are a couple of guidelines.
We don't want you to just put your title in there.
We want you to do something creative.
So at Brilliant, for instance,
I think we have Danielle on the call here somewhere.
So Danielle at Brilliant, we could say systems engineer,
but what we call is our wiring expert
because she wires all the systems behind the scenes
so that this system talks to that system
and connects to that thing
and connects that she's our wiring expert.
I think Karim's also on the call here somewhere.
He may be a wiring expert here.
So wiring expert, or instead of administrator,
maybe we can say something simple
like the remover of friction,
find the friction organization, get rid of it.
And so you get super creative.
Here's the thing.
If the whole team is sitting around the room
and everybody hears everybody's one line job description,
we all know what everybody does.
We all know their primary contribution.
That Pareto principle, that 80% of the value you bring,
that's what we want you to find a phrase for.
Okay, Dea, I'm gonna hand it back to you.
Tell us how we can actually go and do all that.
Okay, so right before we head to the breakouts,
I just wanted to take a quick moment.
Jenny, I know you already said it briefly,
but I wanted to ask you,
if you wouldn't mind sharing with us,
what was the first attempt for our team
at trying to do this?
Can you describe that for us?
I can.
I think it was here Dion made the example
of a bunch of five-year-olds
trying to kick a soccer ball around a field.
And it was very much like that,
asking if everyone had a different answer
or a different response of how we were doing it,
why we were doing and what we were doing.
So it was a very fun first meeting when we did that.
There was definitely a lot of passionate opinions as well.
So just now in the beginning, it will get narrowed down
and that's part of the discovery process, right?
And then as well with team descriptions
and what you're doing
and what you're contributing to the organization,
it just takes time to really think through that.
What are we doing?
But it does help in clarity
when we're passing projects back and forth
or we're handing things off so the ball doesn't drop.
We really understand as a team who does what
and why they do what.
So what we're gonna do is enter into breakouts here
and then team leaders, if you don't have your worksheet,
let us know.
drop it in the chat.
Same for solo entrepreneurs.
We also have that for you if you wanna work
in with a solo group.
So we're gonna close the rooms at 1.55 p.m.
So we wanna give you as much time as possible
and then we'll bring you back for the final Q&A.
If you're stuck and you can't figure out
how to get to the breakout room,
it should be down below.
If you click more on Zoom,
it should give you an ability to access breakout rooms.
Just choose the room that you are in your team
if you're not sure, post in the chat.
And if you can't find the link to get there,
go ahead and just let us know what team you should be with
and we will assign you manually.
And if you have a question, hop back into the main room.
I'll be here happy to help you
and answer any questions that you might have,
but I'm happy breaking out.
I'm just gonna stay here and work on the workbook
on my own.
Perfect.
Okay.
AD, I don't know if you can hear me.
What room is the Rainmaker room in?
I'm not getting my-
They should be in Rainmaker.
So if you go to breakout rooms,
Rainmaker should be one of the first options for you.
You see it?
I see it.
Yay, perfect.
Thank you, Katie.
Uh-huh, see you in a bit.
Hey, Peter, can you jump on your,
is your group got their own group
or are you doing the solo group?
You asked me to jump and lead a group, so-
It's the solo group, Solopreneur.
You click on your breakout rooms,
solo should be there.
Also, I can do it too, Peter, if you're on the phone,
it might be easier for me to do the worksheet,
but let me know whatever you wanna do.
It should be a little icon for breakout rooms.
Join the solo team.
Yep.
Yeah.
All right.
Thank you.
All right, Dion,
do you want me to hop into the solo as well?
I think just-
Or should I stay here for questions?
Okay, I'll hop in and-
Yeah.
Okay.
you
All right, we should see everyone piling
in.
All right, I'll give a few minutes. I'm
watching everyone filter back in.
Looks like we still have a few who are in
Rainmakers and Enovo.
All right.
All right, have all the breakout rooms
been closed?
Okay.
All righty, then I will go ahead and
stop this share. Okay, perfect.
Okay, so how did that go, everyone?
I know it's kind of a tall order, even in
the amount of time. I'm glad we were able
to get a little more time.
Okay, so as we're heading out here, is my
screen share off, Mariah? Is it turned off?
Okay, perfect. I thought it was. Good to
want to make sure. Okay, so as we're
moving forward, so I want to clarify a
couple different points. So these,
they can be external statements, but
primarily these are internal statements
to focus our team and to focus
ourselves.
So these statements inform all of our
internal systems, all of our decision
making. So marketing, who we're hiring,
what our customer service looks like,
what products we're developing. It's kind
of like a true north or a coordinates on
a compass that helps us identify what it
is we're saying yes to and why we're
saying yes to that.
Okay, so I would love to hear if anyone
has a good enough starting point or they
were able to come up with something that
they would like to share
with everyone. If you could raise your
hand, we'd love to hear from you.
We have a couple minutes, especially
Inovo, if your team might want to share
something that you came up with and it
could be or if you're in a,
oh you got it, go ahead.
Hey, so we had a great, we had a great
conversation with our
There was no fistfights, so that's promising.
But I think what we did was we had,
Lucien and our team had a great idea.
Let's take two or three minutes by ourselves,
write out what it is or what we believe our why is
and then share it.
So it kind of took away the noise for a second.
And we were really encouraged that everyone
had very similar why's to what we were doing.
And it's, I think what it started off,
and we were very encouraged by Jenny saying,
it took some time.
We're gonna take some time and workshop this after
as a team, but it gave us a great starting point
for clarity.
One comment that Carolina made about the job description,
the one line job description that we're really excited
to do as a team was the reason why I think it's so long
is because it's usually very task focused
and not authority focused.
So we're gonna go as a team and think through
actual ownership of areas versus these are all the tasks
that I'm doing.
And so it's just, it was a great discussion.
I wouldn't say that we have nailed it,
but we're all on the same page, which is very encouraging.
And we're moving towards greater clarity as a team
for both the company and then our individual contributions.
Awesome.
That's fantastic.
Thank you for sharing that.
Yeah, if you had said we nailed it,
I'd say, no, you did it.
That's really, really good.
And yes, we did that in multiple times.
You would, sometimes you would brainstorm
with individual team members, have little breakouts
and then bring that back.
And it helped us really workshop and get down
to the core of what it is we're doing
and why are we doing that?
So thank you guys for sharing.
Cristiana.
Hello, awesome.
So our team had a good conversation.
We've been starting these conversations a little bit ago
as we were doing some prime training beforehand,
but we are realizing, you know,
we're always gonna be refining it.
Where we're at right now,
and we had Natalie and Liz who really put some words
to it that like we all liked.
So we empower equipped kingdom entrepreneurs
to scale their businesses and strengthen their inner lives
so they can prosper while fulfilling
their kingdom assignment.
And so still refining, still continuing to make
that really stick.
But I think it's a really good, at a good place right now
where that refining can continue to happen.
Absolutely.
Thank you for sharing that.
And then we have Elaine as well.
If you wanna share it really briefly, I've got to get,
oh, we have to wrap right at two.
But so Elaine, actually,
if you wouldn't mind posting it in the chat.
The one, go ahead.
The one thing that we all have said
from the very beginning in our company is value first.
That we value our providers
as much as we want them to value our clients.
But we actually, by using that very simple
value first statement,
we realized that we haven't said enough clarity,
simplicity and clarity for them to understand
how to value us in return.
And that's how it caused a lot of problems.
So just using what we've already gotten
to figure out how to do that was really good.
This was a great exercise.
It was a great exercise.
So thank you.
Good.
Thank you for sharing.
I know it brings up things
that you don't initially think it's going to bring up.
Okay, so I wanna close right at two.
Thank you all for joining today.
And I hope you had enough time in the breakout rooms
to really get down, to at least get some pieces moving.
And if you have any general questions,
pop them in the chat.
And at the end, as you leave the call,
we'll go ahead and have a survey that's generated
that'll let you ask additional questions
and give us feedback.
Because again, we wanna make sure
these are entirely tailored to help equip you
with things you're gonna use this week
as you're developing and working on your business
and in your team.
So thank you everyone.
It's so great to be here with you.
We'll see you next week.