WEBVTT 1 00:00:00.000 --> 00:00:04.540 You guys, we have a bit of fun news for you today. 2 00:00:04.540 --> 00:00:06.740 While we're waiting for folks to come in and to 3 00:00:06.740 --> 00:00:09.180 join us and to get connected to audio, 4 00:00:09.180 --> 00:00:12.340 while we get started, something very fun. 5 00:00:12.340 --> 00:00:14.920 Today, Dion wrote an article for 6 00:00:14.920 --> 00:00:17.940 Entrepreneur Magazine that was published today. 7 00:00:17.940 --> 00:00:20.060 The title of that article was, 8 00:00:20.060 --> 00:00:21.340 Three Ways to Unlock 9 00:00:21.340 --> 00:00:25.780 Your Team's True Potential by Creating a Team of Leaders. 10 00:00:25.780 --> 00:00:27.660 Here's the cool thing about that. 11 00:00:27.660 --> 00:00:32.619 Entrepreneur Magazine has 2.6 million readers 12 00:00:32.619 --> 00:00:35.980 and 1.5 million followers on social media. 13 00:00:35.980 --> 00:00:38.940 You guys, you're getting the inside scoop on 14 00:00:38.940 --> 00:00:42.500 the training before millions of other people. 15 00:00:42.500 --> 00:00:44.020 How cool is that? 16 00:00:44.020 --> 00:00:45.780 You're ahead of the masses. 17 00:00:45.780 --> 00:00:50.280 I'm going to pop a link here for you so you guys can check out 18 00:00:50.800 --> 00:00:57.840 that article and give Dion a whoop-whoop in the chat. 19 00:00:57.840 --> 00:00:59.240 He loves the attention, 20 00:00:59.240 --> 00:01:01.320 so you guys just have to lavish it on him. 21 00:01:01.320 --> 00:01:03.720 You got to give it to him because he bathes in 22 00:01:03.720 --> 00:01:08.360 attention as he's getting red. 23 00:01:13.160 --> 00:01:16.280 How many of you last week, 24 00:01:16.280 --> 00:01:18.200 how many of you scheduled a time for 25 00:01:18.200 --> 00:01:21.120 your first six-hat team session? 26 00:01:21.120 --> 00:01:24.480 Yeah, Robin, I see you. 27 00:01:24.480 --> 00:01:25.840 Let us know in the chat, 28 00:01:25.840 --> 00:01:28.040 tell us how did it go for you? 29 00:01:28.040 --> 00:01:32.560 What was maybe a standout moment during that time? 30 00:01:32.560 --> 00:01:35.600 Even if it was just the learning. 31 00:01:35.600 --> 00:01:39.720 While you guys are doing that, Dion, 32 00:01:39.720 --> 00:01:41.760 did you want to say, before I move on, 33 00:01:41.760 --> 00:01:43.040 did you want to say anything about 34 00:01:43.040 --> 00:01:45.960 the six-hat sessions with the teams? 35 00:01:45.960 --> 00:01:48.200 Not that you have to, but just to know if you wanted to. 36 00:01:48.200 --> 00:01:50.920 Yeah, certainly. Thanks for the feedback. 37 00:01:50.920 --> 00:01:53.960 Got different people sending me notes. 38 00:01:53.960 --> 00:01:55.880 Got yours, Robin, as well. 39 00:01:55.880 --> 00:01:57.520 Hey, Robin, if you've got a minute, 40 00:01:57.520 --> 00:02:00.040 tell us quickly what happened on your deal. 41 00:02:00.040 --> 00:02:01.280 I liked your story. 42 00:02:01.280 --> 00:02:02.360 Yeah. 43 00:02:02.360 --> 00:02:06.440 Well, we did a whiteboard and we put all the hats across the top, 44 00:02:06.440 --> 00:02:11.080 and so we could put the post-it notes underneath the colors. 45 00:02:11.080 --> 00:02:15.480 All of our team got together for a one-hour cut-off date, 46 00:02:15.520 --> 00:02:19.440 and we basically went over the six hats, 47 00:02:19.440 --> 00:02:21.800 what they are, once again, for a review, 48 00:02:21.800 --> 00:02:23.640 and then the idea, 49 00:02:23.640 --> 00:02:24.600 we wanted to come up, 50 00:02:24.600 --> 00:02:29.080 brainstorm ideas for marketing, marketing for leads. 51 00:02:29.080 --> 00:02:33.600 Everybody was coming up with these crazy ideas and putting them up there. 52 00:02:33.600 --> 00:02:37.480 One of them was put red tags, 53 00:02:37.480 --> 00:02:38.760 which is a stop work order, 54 00:02:38.760 --> 00:02:42.320 put red tags on the tiny houses at the shows. 55 00:02:42.320 --> 00:02:43.680 We were just coming up, 56 00:02:43.680 --> 00:02:48.840 put a banner at the beach that an airplane flies around for talking about NOAA. 57 00:02:48.840 --> 00:02:50.760 We had all these crazy ideas, 58 00:02:50.760 --> 00:02:54.040 and we ended up doing the blue hat at the end, 59 00:02:54.040 --> 00:02:57.720 and we ended up with three, top three, 60 00:02:57.720 --> 00:03:03.120 that we decided to do HDTV ads or YouTube ads, 61 00:03:03.120 --> 00:03:07.440 pop up for a NOAA nerd on our website or affiliate articles. 62 00:03:07.440 --> 00:03:11.360 Those are the one, two, and three that we're going to pursue in that order 63 00:03:11.360 --> 00:03:13.520 to see if that works. 64 00:03:13.520 --> 00:03:15.760 That's how we ended. 65 00:03:15.760 --> 00:03:16.320 That's awesome. 66 00:03:16.320 --> 00:03:20.040 That's an impressive outcome for a first shot at six hats. 67 00:03:20.040 --> 00:03:20.960 Yeah. 68 00:03:20.960 --> 00:03:21.560 Well, thank you. 69 00:03:21.560 --> 00:03:23.560 And it wasn't me, it was the whole, 70 00:03:23.560 --> 00:03:26.080 and we started out slow, 71 00:03:26.080 --> 00:03:27.920 like, oh man, how do you do this? 72 00:03:27.920 --> 00:03:28.600 This is crazy. 73 00:03:28.600 --> 00:03:29.920 I don't know what this is. 74 00:03:29.920 --> 00:03:31.280 And then all of a sudden, 75 00:03:31.280 --> 00:03:33.960 we started putting up these ideas and laughing, 76 00:03:33.960 --> 00:03:37.320 and we just had a great time of camaraderie 77 00:03:37.320 --> 00:03:41.080 and coming up with brainstorming ideas for the subject. 78 00:03:41.480 --> 00:03:45.280 And it was just a good exercise. 79 00:03:45.280 --> 00:03:46.560 Yeah, man. 80 00:03:46.560 --> 00:03:48.800 I love what your team are doing, Rowan. 81 00:03:48.800 --> 00:03:49.440 Well done. 82 00:03:49.440 --> 00:03:50.480 That's really cool. 83 00:03:50.480 --> 00:03:52.520 You know, six hats starts to change the way, 84 00:03:52.520 --> 00:03:56.280 you start to be a little more suspicious of your very strong points of view. 85 00:03:56.280 --> 00:03:58.960 You go, hang on, is that just a black hat? 86 00:03:58.960 --> 00:04:02.440 So you start to realize there are six ways of thinking. 87 00:04:02.440 --> 00:04:04.120 What's very cool is in season three, 88 00:04:04.120 --> 00:04:06.400 we'll actually talk about two more, 89 00:04:06.400 --> 00:04:09.360 and they are really exciting hats. 90 00:04:09.360 --> 00:04:10.880 We'll talk about those. 91 00:04:10.880 --> 00:04:13.040 But once you've got the six hats functional, 92 00:04:13.040 --> 00:04:15.600 you'll find yourself questioning your own thinking, 93 00:04:15.600 --> 00:04:18.079 broadening your own approach to anything, 94 00:04:18.079 --> 00:04:20.440 by thinking about a vacation or any plans, 95 00:04:20.440 --> 00:04:21.480 anything you're doing, 96 00:04:21.480 --> 00:04:23.120 just run through them quickly in your mind. 97 00:04:23.120 --> 00:04:24.880 They become second nature. 98 00:04:24.880 --> 00:04:28.000 And you realize you can function in all six. 99 00:04:28.000 --> 00:04:30.480 Totally, totally, totally cool. 100 00:04:30.480 --> 00:04:31.800 I mean, did you say, Jenny, 101 00:04:31.800 --> 00:04:33.800 we did two six hat sessions in the last, 102 00:04:33.800 --> 00:04:35.680 or three six hat sessions in the last week? 103 00:04:35.680 --> 00:04:37.600 We did two, yes, in one week. 104 00:04:37.600 --> 00:04:38.480 Yeah. 105 00:04:38.480 --> 00:04:39.800 Yeah. 106 00:04:39.840 --> 00:04:41.520 And Robin, I liked that you pointed out 107 00:04:41.520 --> 00:04:42.640 that it started out slow, 108 00:04:42.640 --> 00:04:45.680 but you guys stuck with it and you gave space, 109 00:04:45.680 --> 00:04:47.240 and then it just opened up. 110 00:04:47.240 --> 00:04:48.600 And that's what the comments are, 111 00:04:48.600 --> 00:04:51.360 is that there was laughter during the session, Robin, 112 00:04:51.360 --> 00:04:52.200 is what you said. 113 00:04:52.200 --> 00:04:53.600 And Nancy says, a standout moment 114 00:04:53.600 --> 00:04:55.680 was when we realized we were having fun. 115 00:04:55.680 --> 00:04:57.760 I think that's the best outcome, isn't it, Dion? 116 00:04:57.760 --> 00:05:00.080 When people are having fun, yeah. 117 00:05:00.000 --> 00:05:01.560 Love that. 118 00:05:01.560 --> 00:05:04.800 We'll go ahead as you guys, as we're going along, 119 00:05:04.800 --> 00:05:07.200 if you wanna drop some questions in the chat. 120 00:05:07.200 --> 00:05:08.780 Oh, bless you. 121 00:05:11.120 --> 00:05:14.880 Or if you wanna drop questions in the chat 122 00:05:14.880 --> 00:05:16.960 or let us know how your six hat session went, 123 00:05:16.960 --> 00:05:18.360 we'd love to hear. 124 00:05:18.360 --> 00:05:19.640 All right. 125 00:05:19.640 --> 00:05:23.240 Okay, so we're gonna go ahead and get on with the call. 126 00:05:23.240 --> 00:05:25.640 Today, we're gonna be talking about 127 00:05:25.640 --> 00:05:30.000 how to be a change enabler and not a change inhibitor. 128 00:05:30.000 --> 00:05:31.060 And so we're gonna discuss 129 00:05:31.060 --> 00:05:32.960 the three levels of response to change, 130 00:05:32.960 --> 00:05:36.440 the critic, the bystander, and the advocate. 131 00:05:36.440 --> 00:05:39.100 And then we're gonna discuss how to leverage change 132 00:05:39.100 --> 00:05:40.940 to mine the undiscovered gold 133 00:05:40.940 --> 00:05:44.640 that already exists in your organization. 134 00:05:44.640 --> 00:05:46.760 So for today's pro tip, 135 00:05:46.760 --> 00:05:48.800 maybe go back over the content 136 00:05:48.800 --> 00:05:51.600 and re-watch one of the videos 137 00:05:51.600 --> 00:05:53.600 and see how much you've grown 138 00:05:53.600 --> 00:05:55.200 since the first time you watched that 139 00:05:55.760 --> 00:05:57.760 and see maybe if you gleaned something new 140 00:05:57.760 --> 00:06:00.480 that you didn't get the first time that you watched it 141 00:06:00.480 --> 00:06:03.280 and let us know what comes up for you with that. 142 00:06:03.280 --> 00:06:06.080 All right, are you guys ready to dive in? 143 00:06:06.080 --> 00:06:07.820 As again, as we're going through the material, 144 00:06:07.820 --> 00:06:09.160 add questions to the chat, 145 00:06:09.160 --> 00:06:10.740 I'll go ahead and keep an eye on that. 146 00:06:10.740 --> 00:06:12.960 And then if there's time at the end, 147 00:06:12.960 --> 00:06:14.800 we'll answer some questions. 148 00:06:14.800 --> 00:06:15.840 All right, Dionne with that, 149 00:06:15.840 --> 00:06:17.400 we're gonna give it over to you. 150 00:06:17.400 --> 00:06:18.240 Yeah, that's great. 151 00:06:18.240 --> 00:06:19.960 This is such a natural follow on 152 00:06:19.960 --> 00:06:21.920 from what we talked about last week. 153 00:06:21.920 --> 00:06:23.560 Cause you know, once we realized 154 00:06:23.600 --> 00:06:25.960 that there are other ways of thinking, 155 00:06:25.960 --> 00:06:29.320 we start to become aware of our own thinking 156 00:06:29.320 --> 00:06:32.560 in the sense of, you know, if you look at the six hats, 157 00:06:32.560 --> 00:06:34.400 they were divided into three categories. 158 00:06:34.400 --> 00:06:35.840 There's critical thinking, 159 00:06:37.000 --> 00:06:39.800 you know, where we have logic and reason, 160 00:06:39.800 --> 00:06:42.300 and that's a very obviously solid way to think. 161 00:06:42.300 --> 00:06:43.620 Then there's creative thinking, 162 00:06:43.620 --> 00:06:46.040 which isn't necessarily got logic and reason 163 00:06:46.040 --> 00:06:47.400 as its foundation, 164 00:06:47.400 --> 00:06:51.080 but more inspiration and intuition and experience. 165 00:06:51.080 --> 00:06:52.800 And then there's metacognition 166 00:06:52.800 --> 00:06:54.880 or thinking about thinking. 167 00:06:54.880 --> 00:06:57.680 And what we're doing here is making ourselves, 168 00:06:57.680 --> 00:07:01.040 becoming self-aware about our own thinking. 169 00:07:01.040 --> 00:07:02.600 And this is what drives growth 170 00:07:02.600 --> 00:07:04.960 because we suddenly realize, hang on a second, 171 00:07:04.960 --> 00:07:06.520 we get a little more suspicious. 172 00:07:06.520 --> 00:07:08.480 As we told you last week, 173 00:07:08.480 --> 00:07:10.100 if you want to have a good giggle, 174 00:07:10.100 --> 00:07:12.880 get on the team, six hat team with Brilliant 175 00:07:12.880 --> 00:07:15.800 and say, I have a strong red hat feeling 176 00:07:15.800 --> 00:07:17.080 and everybody will start laughing 177 00:07:17.080 --> 00:07:20.520 because we've got about a 90 something percent failure rate 178 00:07:20.520 --> 00:07:22.220 on red hat thinking at Brilliant. 179 00:07:22.260 --> 00:07:23.820 We know for almost for sure 180 00:07:23.820 --> 00:07:25.780 that if we are so sure this is gonna work, 181 00:07:25.780 --> 00:07:28.180 cause that's our gut feel, it's probably not. 182 00:07:28.180 --> 00:07:29.940 So we've, you know, 183 00:07:29.940 --> 00:07:32.300 and what it does is it helps you 184 00:07:32.300 --> 00:07:34.740 not be quite so serious about this. 185 00:07:34.740 --> 00:07:37.780 And so, you know, 186 00:07:37.780 --> 00:07:40.180 Ben Zander tells a wonderful story 187 00:07:40.180 --> 00:07:44.660 about the British English prime minister 188 00:07:44.660 --> 00:07:46.900 is sitting in 10 Downing Street 189 00:07:46.900 --> 00:07:50.220 and he has another prime minister visiting. 190 00:07:50.220 --> 00:07:53.140 And while they're there, there's a knock on the door, 191 00:07:53.140 --> 00:07:56.500 a lady walks in and she's just frazzled. 192 00:07:56.500 --> 00:07:57.820 She's really concerned. 193 00:07:57.820 --> 00:07:58.660 She's upset. 194 00:07:58.660 --> 00:07:59.480 She's going crazy. 195 00:07:59.480 --> 00:08:00.420 Her is going everywhere. 196 00:08:00.420 --> 00:08:02.860 And she's, and so the prime minister says, 197 00:08:02.860 --> 00:08:05.820 my dear lady, remember rule number six. 198 00:08:05.820 --> 00:08:06.980 And she stopped for a minute. 199 00:08:06.980 --> 00:08:10.860 She's totally calm and she's restored to total calm 200 00:08:10.860 --> 00:08:12.340 and she leaves the room. 201 00:08:12.340 --> 00:08:15.300 And a few minutes later, the situation is, you know, 202 00:08:15.300 --> 00:08:17.300 as it always is, happens three times, right? 203 00:08:17.300 --> 00:08:19.940 Different people come in, frazzle, get all worked up. 204 00:08:20.620 --> 00:08:21.660 And then the prime minister says, 205 00:08:21.660 --> 00:08:23.940 please remember rule number six. 206 00:08:23.940 --> 00:08:26.380 And there's this immediate calm and they step out. 207 00:08:26.380 --> 00:08:30.340 So the visiting prime minister was just so intrigued by this. 208 00:08:30.340 --> 00:08:32.980 So he says, my dear colleague, 209 00:08:32.980 --> 00:08:36.299 could you tell me rule number six? 210 00:08:36.299 --> 00:08:37.380 He said, sure. 211 00:08:37.380 --> 00:08:41.059 It just means don't take yourself so damn seriously. 212 00:08:41.059 --> 00:08:43.340 Sorry if that word offended you, 213 00:08:43.340 --> 00:08:46.340 but don't take yourself so seriously, you know? 214 00:08:46.340 --> 00:08:48.740 And he says, could you tell me the other five rules? 215 00:08:48.740 --> 00:08:49.660 If that's rule number six, 216 00:08:49.660 --> 00:08:51.380 could you tell me the other five rules? 217 00:08:51.380 --> 00:08:52.940 He says, there are no other five rules. 218 00:08:52.940 --> 00:08:53.780 That's it. 219 00:08:53.780 --> 00:08:54.940 It's just rule number six. 220 00:08:54.940 --> 00:08:58.540 So rule number six is don't take yourself so seriously. 221 00:08:58.540 --> 00:09:02.100 And I think what Six Hats does is make you realize 222 00:09:02.100 --> 00:09:04.900 that just because you have a strong preference 223 00:09:04.900 --> 00:09:07.700 for a primary and a secondary way of thinking 224 00:09:07.700 --> 00:09:09.980 doesn't constitute all the ways 225 00:09:09.980 --> 00:09:11.500 of thinking about that problem. 226 00:09:11.500 --> 00:09:16.500 And that's a very healthy self-awareness. 227 00:09:16.740 --> 00:09:18.660 We've talked a lot about self-awareness, 228 00:09:19.420 --> 00:09:20.660 because I would say, 229 00:09:20.660 --> 00:09:24.060 if I considered all the challenges 230 00:09:24.060 --> 00:09:26.220 there are in leadership and management, 231 00:09:26.220 --> 00:09:29.340 I would say maybe 60, 70, 232 00:09:29.340 --> 00:09:31.660 maybe even 80% of problems are solved 233 00:09:31.660 --> 00:09:34.100 by just making people self-aware. 234 00:09:34.100 --> 00:09:35.620 If you make them self-aware, 235 00:09:35.620 --> 00:09:38.940 they immediately, for most people, 236 00:09:38.940 --> 00:09:40.220 that's all you need to do. 237 00:09:40.220 --> 00:09:41.980 You don't have to get on their case. 238 00:09:41.980 --> 00:09:44.460 You just need to make them aware this is the situation. 239 00:09:44.460 --> 00:09:49.460 So again, today is another one of those self-aware, 240 00:09:49.700 --> 00:09:53.260 metacognition, thinking about our thinking. 241 00:09:53.260 --> 00:09:57.300 So in this time, it's about the subject of change. 242 00:09:57.300 --> 00:10:00.420 So this is, how do we... 243 00:10:00.000 --> 00:10:04.560 we become a change enabler and not a change inhibitor. 244 00:10:04.560 --> 00:10:08.040 And so there really are three levels to this growth, 245 00:10:08.040 --> 00:10:09.440 three stages, if you like. 246 00:10:09.440 --> 00:10:11.960 The first is the critic stage. 247 00:10:11.960 --> 00:10:13.960 This is where we resist change. 248 00:10:13.960 --> 00:10:16.240 We kind of frame it in our own thinking as, 249 00:10:16.240 --> 00:10:17.280 I don't like change. 250 00:10:17.280 --> 00:10:19.200 I like things to be stable. 251 00:10:19.200 --> 00:10:21.360 I like things to be the way I know them. 252 00:10:21.360 --> 00:10:23.040 I don't want change. 253 00:10:23.040 --> 00:10:23.880 And to some degree, 254 00:10:23.880 --> 00:10:27.280 we all have a little of this in us, the critic. 255 00:10:27.360 --> 00:10:29.440 Level two is the bystander 256 00:10:29.440 --> 00:10:31.760 or sort of the passive agreer, if you like. 257 00:10:31.760 --> 00:10:35.440 And our response, we frame it in our mind is, 258 00:10:35.440 --> 00:10:38.800 you know, I don't like it, but change is probably good. 259 00:10:38.800 --> 00:10:41.160 You know, change is growth. 260 00:10:41.160 --> 00:10:42.480 I can get with that. 261 00:10:42.480 --> 00:10:44.880 And then the third level or third stage of this 262 00:10:44.880 --> 00:10:47.080 is where you become the advocate. 263 00:10:47.080 --> 00:10:47.920 We become the lead. 264 00:10:47.920 --> 00:10:49.840 We lead change. 265 00:10:49.840 --> 00:10:54.720 And this is where we frame it as change is essential. 266 00:10:54.720 --> 00:10:55.640 In season three, 267 00:10:55.640 --> 00:10:59.320 we're going to talk a lot about existential flexibility 268 00:10:59.320 --> 00:11:01.560 and how you need to kill your own products 269 00:11:01.560 --> 00:11:03.080 before the market does 270 00:11:03.080 --> 00:11:06.400 and how to respond ahead of the curve 271 00:11:06.400 --> 00:11:07.640 and not just, you know, 272 00:11:07.640 --> 00:11:11.760 get behind with the way the market's responding to you, 273 00:11:11.760 --> 00:11:14.200 your products, your services. 274 00:11:14.200 --> 00:11:15.760 And so we'll talk a lot about that. 275 00:11:15.760 --> 00:11:17.120 And so leading change. 276 00:11:17.120 --> 00:11:21.320 So we are laying foundations now for season two and three, 277 00:11:21.320 --> 00:11:24.200 which we hope to take up, you know, the next level. 278 00:11:24.200 --> 00:11:26.280 So let me talk about three ways 279 00:11:26.280 --> 00:11:29.480 in which you go from stage one, critic, 280 00:11:29.480 --> 00:11:31.920 through stage two, the bystander, 281 00:11:31.920 --> 00:11:34.680 to stage three, the advocate, to leading change. 282 00:11:34.680 --> 00:11:36.760 So from resisting change 283 00:11:36.760 --> 00:11:38.600 to just sort of responding to change 284 00:11:38.600 --> 00:11:41.520 to actually leading change, how do you get yourself? 285 00:11:41.520 --> 00:11:43.560 And by the way, you can get there very quickly. 286 00:11:43.560 --> 00:11:45.320 It doesn't take 10 years. 287 00:11:45.320 --> 00:11:47.360 If you think about it, it can take 10 minutes. 288 00:11:47.360 --> 00:11:48.720 So let's get through that 289 00:11:48.720 --> 00:11:51.680 and talk about how would you do that practically. 290 00:11:52.640 --> 00:11:53.960 So thinking about change, 291 00:11:53.960 --> 00:11:55.840 first thing I'm going to go through 292 00:11:55.840 --> 00:11:57.480 what drives those levels, 293 00:11:57.480 --> 00:12:00.800 what drives that progression are three things. 294 00:12:00.800 --> 00:12:02.920 So I'm going to talk about how to reframe. 295 00:12:02.920 --> 00:12:04.200 We're going to start that first. 296 00:12:04.200 --> 00:12:06.200 How do we reframe the concept 297 00:12:06.200 --> 00:12:09.240 or thinking about change, our metacognition? 298 00:12:09.240 --> 00:12:11.440 How do we think about change? 299 00:12:11.440 --> 00:12:16.120 So, you know, when we frame things correctly, 300 00:12:17.000 --> 00:12:20.520 it's easy for this to become part of our culture, 301 00:12:20.520 --> 00:12:22.120 part of our language. 302 00:12:22.120 --> 00:12:25.280 When change becomes a natural part of our business culture, 303 00:12:25.280 --> 00:12:26.880 our team culture, 304 00:12:26.880 --> 00:12:30.360 what happens is growth feels not only more normal, 305 00:12:30.360 --> 00:12:32.640 it starts to feel essential. 306 00:12:32.640 --> 00:12:35.280 Because really, if you think about this, 307 00:12:35.280 --> 00:12:36.800 today's success, 308 00:12:37.960 --> 00:12:42.120 today's success is really the threat of tomorrow's success 309 00:12:42.120 --> 00:12:43.360 or put differently, 310 00:12:43.360 --> 00:12:46.120 the threat of tomorrow's success is today's success. 311 00:12:46.120 --> 00:12:50.280 Nothing makes us settle down faster than success. 312 00:12:51.040 --> 00:12:52.560 We have a saying in leadership, 313 00:12:52.560 --> 00:12:55.880 nothing is more dangerous than unbroken success. 314 00:12:55.880 --> 00:12:57.240 Have you ever met someone 315 00:12:57.240 --> 00:13:00.000 who's just gone from success to success to success? 316 00:13:00.000 --> 00:13:01.720 Man, when you ask them any question, 317 00:13:01.720 --> 00:13:03.440 they're on top of their game. 318 00:13:03.440 --> 00:13:06.600 They think everything they say is pure gold, right? 319 00:13:06.600 --> 00:13:08.520 Oh, this is gold, this is gold, this is gold. 320 00:13:08.520 --> 00:13:10.600 Because they're at the top, they've just got success. 321 00:13:10.600 --> 00:13:12.680 But somebody who's had some failures in between 322 00:13:12.680 --> 00:13:14.400 is a lot more cautious. 323 00:13:14.400 --> 00:13:16.600 You know, it's like, okay, well, this might be one way, 324 00:13:16.600 --> 00:13:18.200 this might be another way. 325 00:13:18.480 --> 00:13:20.920 My father-in-law tells a wonderful story 326 00:13:20.920 --> 00:13:23.960 about a young man who wanted to write a book 327 00:13:23.960 --> 00:13:25.040 about parenting. 328 00:13:25.040 --> 00:13:29.000 And he's one of those deep researchers, analytical types. 329 00:13:29.000 --> 00:13:32.320 Anybody here, you know, say, that's me right there? 330 00:13:32.320 --> 00:13:34.000 Okay, so you'll like this story. 331 00:13:34.000 --> 00:13:35.680 So they're engaged, 332 00:13:35.680 --> 00:13:39.200 he researches every single parenting book 333 00:13:39.200 --> 00:13:41.800 and he summarizes down to 10 main things 334 00:13:41.800 --> 00:13:42.640 and he writes a book 335 00:13:42.640 --> 00:13:46.320 and it's called the 10 Commandments of Raising Children. 336 00:13:47.280 --> 00:13:49.720 And so they get married and things are going great 337 00:13:49.720 --> 00:13:51.320 and they have the birth of their first child 338 00:13:51.320 --> 00:13:52.720 and he rewrites the book 339 00:13:52.720 --> 00:13:56.440 and he calls it the Five Guidelines for Raising Children. 340 00:13:56.440 --> 00:13:58.200 And after the birth of their fourth child, 341 00:13:58.200 --> 00:13:59.560 he rewrites it and he calls it 342 00:13:59.560 --> 00:14:02.240 One Possible Hint for Raising Children. 343 00:14:02.240 --> 00:14:04.800 So we went from the 10 Commandments to one possible, 344 00:14:04.800 --> 00:14:05.920 what happened there? 345 00:14:05.920 --> 00:14:07.960 Self-awareness, right? 346 00:14:07.960 --> 00:14:09.680 You found out the 10 Commandments 347 00:14:09.680 --> 00:14:13.160 weren't quite so solid as you thought they were. 348 00:14:13.160 --> 00:14:14.440 But you know, in business, 349 00:14:14.440 --> 00:14:17.480 sometimes when we hit a successful product, 350 00:14:17.480 --> 00:14:18.960 obviously we wanna build on that 351 00:14:18.960 --> 00:14:21.560 and we don't wanna change what's working, 352 00:14:21.560 --> 00:14:25.160 but we need to be aware that that often is the very thing 353 00:14:25.160 --> 00:14:28.560 that's shutting us down to possibilities in the future. 354 00:14:28.560 --> 00:14:31.160 So we need to continually ask ourselves, 355 00:14:31.160 --> 00:14:33.200 what needs to change? 356 00:14:33.200 --> 00:14:35.400 What processes need to change? 357 00:14:35.400 --> 00:14:37.240 What products need to change? 358 00:14:37.240 --> 00:14:39.200 Do we need to address new markets? 359 00:14:39.200 --> 00:14:41.720 So this, what can we change? 360 00:14:41.720 --> 00:14:43.480 We never say, as leaders, 361 00:14:43.520 --> 00:14:47.120 we never say, you know, our people won't do that. 362 00:14:47.120 --> 00:14:49.280 Our customers won't do that. 363 00:14:49.280 --> 00:14:51.280 Our community won't do that. 364 00:14:52.200 --> 00:14:55.920 All that we can say is we haven't led them there yet. 365 00:14:55.920 --> 00:14:59.760 You know, you see this in a nonprofit situation, 366 00:15:00.000 --> 00:15:02.640 educational situation, oh, well, you know, our parents wouldn't 367 00:15:02.640 --> 00:15:05.760 do that, our students wouldn't do that, our team wouldn't do 368 00:15:05.760 --> 00:15:08.440 that. Well, it's not that they wouldn't do it, you just haven't 369 00:15:08.440 --> 00:15:12.160 led them there yet, or you hadn't led them there well, yet. 370 00:15:12.600 --> 00:15:16.120 So we can lead people wherever they need to go, for the most 371 00:15:16.120 --> 00:15:21.400 part. Because we know that the first question of a leader, what 372 00:15:21.400 --> 00:15:24.960 am I being as a leader, that this change produced this 373 00:15:24.960 --> 00:15:28.880 response? It's not why are these people not listening? Why don't 374 00:15:28.880 --> 00:15:32.000 they get it? What's so they just being done? What's the problem 375 00:15:32.000 --> 00:15:35.000 with my team? Why aren't they on the game? No, that's not our 376 00:15:35.000 --> 00:15:37.840 leader thing. So he says, what am I being as a leader, that 377 00:15:37.840 --> 00:15:42.040 when I introduced this change, it produced this sort of odd 378 00:15:42.040 --> 00:15:46.760 result. And or even in the positive, what did I do there 379 00:15:47.080 --> 00:15:51.240 that made it work? You know, one of the hardest things is to get 380 00:15:51.240 --> 00:15:54.640 people to teach on leadership. Do you know why? There are a lot 381 00:15:54.640 --> 00:15:57.520 of people who are great leaders. There are a lot of people who 382 00:15:57.520 --> 00:16:00.360 even have written about leadership, studied leadership, 383 00:16:00.440 --> 00:16:03.800 but it's actually quite difficult to find someone to 384 00:16:03.800 --> 00:16:08.440 teach on leadership itself. And here's why. Because to teach on 385 00:16:08.440 --> 00:16:12.600 leadership, you have to answer that question, what did I do as 386 00:16:12.600 --> 00:16:17.360 a leader that produced this positive result? How can I first 387 00:16:17.440 --> 00:16:21.840 analyze it, figure out, give it a framework, give it language, 388 00:16:21.840 --> 00:16:24.920 package it up so that others can use it? Do you know how few 389 00:16:24.920 --> 00:16:27.320 people go through that metacognition process they've 390 00:16:27.320 --> 00:16:31.760 thought about their thinking? What did I think? What failed? 391 00:16:31.800 --> 00:16:35.920 What worked? What framework can I then create so that others can 392 00:16:35.920 --> 00:16:43.040 use, you know, what I've done? So that is why finding people 393 00:16:43.040 --> 00:16:45.640 who can teach on leadership, a lot of great leaders, but when 394 00:16:45.640 --> 00:16:49.960 you ask them, they did it intuitively, they didn't do it 395 00:16:49.960 --> 00:16:53.640 in a conscious way, it was sort of just part of their gift. But 396 00:16:53.640 --> 00:16:58.560 you can develop that by asking yourself the so reframing about 397 00:16:58.560 --> 00:17:02.680 change is one of the key ways to learn to think about your 398 00:17:02.680 --> 00:17:06.839 leadership to think about how you're influencing others. If 399 00:17:06.839 --> 00:17:10.240 you think about what is it, what is a leader, a leader is someone 400 00:17:10.240 --> 00:17:14.760 who manages their own influence, positively, a good leader 401 00:17:14.800 --> 00:17:17.920 manages their own influence positively in an intentional 402 00:17:17.920 --> 00:17:22.760 way. So we're trying through the course of these seasons, and 403 00:17:23.040 --> 00:17:26.319 each of these trainings to make you intentional, give you the 404 00:17:26.319 --> 00:17:32.040 tools and make you aware of your own thinking. So people will 405 00:17:32.040 --> 00:17:35.280 change if we teach them how to change, right, they don't just 406 00:17:35.280 --> 00:17:38.000 change automatically, just because they understand the 407 00:17:38.000 --> 00:17:42.600 concept of what you're saying, does not mean that they know how 408 00:17:42.600 --> 00:17:46.400 to get there. It's amazing how many times we say to the team, 409 00:17:47.200 --> 00:17:49.200 you know, we tell them three times, I want you to go from A 410 00:17:49.200 --> 00:17:52.080 to B, but we never told them how to get to A to B, we never told 411 00:17:52.080 --> 00:17:55.040 them how to navigate A to B, we just said, we got to be at B. 412 00:17:55.040 --> 00:17:58.040 And they go, conceptually, we understand, practically, we 413 00:17:58.040 --> 00:18:01.840 clueless, we have no idea what you just said. Sounds wonderful. 414 00:18:01.840 --> 00:18:05.680 I'm for it. What is it? So that's the point where we have 415 00:18:05.680 --> 00:18:08.760 to really help people because here's the bottom line, we have 416 00:18:08.760 --> 00:18:12.720 to realize this. And this might help some of you reframe your 417 00:18:12.720 --> 00:18:17.080 thinking about change, because change is inevitable, but 418 00:18:17.080 --> 00:18:22.760 progress is optional. Right? Change is inevitable, but 419 00:18:22.760 --> 00:18:26.720 progress is optional. If you want to make progress, we have 420 00:18:26.720 --> 00:18:30.520 to continually ask what needs to change, we have to create a 421 00:18:30.520 --> 00:18:34.920 culture in our team that says, so if you lead some people, or 422 00:18:34.920 --> 00:18:38.120 you're leading customers, and you're changing something in 423 00:18:38.120 --> 00:18:40.440 your product offering, and you're explaining that to a 424 00:18:40.440 --> 00:18:44.400 customer, you have to lead them to the new place, not just tell 425 00:18:44.400 --> 00:18:48.440 them, you have to lead them there. So we never say, our 426 00:18:48.440 --> 00:18:51.000 customers wouldn't accept that we just lead them to where they 427 00:18:51.000 --> 00:18:56.080 have to go. Okay, so that was point number one, reframing how 428 00:18:56.080 --> 00:19:01.160 we think about change. Let's talk next about responding. How 429 00:19:01.160 --> 00:19:05.760 do we actually deal with change when it happens? One of the 430 00:19:05.760 --> 00:19:09.440 things I've noticed over the years in different contexts, you 431 00:19:09.440 --> 00:19:13.640 know, nonprofits, education, different types of businesses, 432 00:19:13.640 --> 00:19:18.440 finance, technology, all the different environments that I 433 00:19:18.440 --> 00:19:22.760 found myself in, I've realized that there are some people, or 434 00:19:22.760 --> 00:19:27.840 every person rather has what I call the change capacity limit. 435 00:19:28.640 --> 00:19:32.400 Some people have a limit, but how much change they can handle 436 00:19:32.520 --> 00:19:36.840 in a certain period of time. You know, and some people have huge 437 00:19:37.000 --> 00:19:41.160 capacity limit, their change capacity is so huge that you can 438 00:19:41.160 --> 00:19:43.720 change things every hour, and they find it exhilarating, and 439 00:19:43.720 --> 00:19:46.680 they're in and they go. And other people like, hey, man, I 440 00:19:46.680 --> 00:19:50.400 can't change more than one thing a month, slow down, slow the 441 00:19:50.400 --> 00:19:54.720 ship down, I can't move this fast, you're killing me. And so 442 00:19:54.760 --> 00:20:00.000 recognizing that your change capacity can grow. But if we 443 00:20:00.000 --> 00:20:06.480 Constantly pushing someone on their limit as a company, this might be the beginning which start 444 00:20:06.480 --> 00:20:10.880 with, this might just really be the beginning of their exit from the organization because who wants 445 00:20:10.880 --> 00:20:17.200 to live constantly pressed, constantly stressed all the time, I'm never keeping up, this is going 446 00:20:17.200 --> 00:20:23.440 too fast, there's too much change for me. So as a leader, we have to discern between somebody who's 447 00:20:23.440 --> 00:20:28.480 just processing the change and somebody who's actually hitting their limit. And to me, it's 448 00:20:28.480 --> 00:20:34.880 like if there's a general trend of them always pushing back, you might want to rethink about 449 00:20:34.880 --> 00:20:39.120 whether this is a comfortable environment, sometimes the kindest thing you can do is let 450 00:20:39.120 --> 00:20:43.680 those folks find an environment that doesn't push their change capacity limit, let them go to a place 451 00:20:43.680 --> 00:20:48.960 a little more stable, especially for those of you that are running smaller businesses, things move 452 00:20:48.960 --> 00:20:54.960 lightning as fast as greased lightning and so as you're going at that pace, it can be too 453 00:20:54.960 --> 00:21:02.240 much for some people. So we want to make sure that the rate of change that we're 454 00:21:02.240 --> 00:21:07.680 introducing as leaders, as an organization, isn't stressing everyone in the team. If you're doing 455 00:21:07.680 --> 00:21:12.480 that as a leader, you're driving too hard, too fast and all that you're going to do is you're just 456 00:21:12.480 --> 00:21:16.480 going to hemorrhage people because they're going to run that change capacity limit for a while 457 00:21:16.480 --> 00:21:19.760 and then they're going to hit timeout, they're going to say I can't live this way, this is too much. 458 00:21:20.720 --> 00:21:29.680 So just back it down a bit. So as you're thinking about this, the way we deal with change, 459 00:21:30.560 --> 00:21:36.480 if you find yourself constantly annoyed by every change that comes, that might be the red flag for 460 00:21:36.480 --> 00:21:42.400 you just to say timeout, this change level in this organization is too much for me and that's good 461 00:21:42.400 --> 00:21:47.680 self-awareness to know that, it's not that anything's wrong with you, it's just where you 462 00:21:47.760 --> 00:21:54.480 function best. But some people thrive on the bleeding edge of change and I love that stuff. 463 00:21:58.080 --> 00:22:03.680 One of the things I know that really helps with change is when you're introducing change 464 00:22:03.680 --> 00:22:11.440 is to ask the question, can we do less? Many, many times simplification as we talked right in the 465 00:22:11.440 --> 00:22:19.920 early episodes, we talked about simplification drives speed and so oftentimes we're introducing 466 00:22:19.920 --> 00:22:26.080 change because we want to improve the speed of the organization and when we're doing that, 467 00:22:27.760 --> 00:22:33.760 many times that's a matter of doing less. So often we can respond to change positively by asking, 468 00:22:33.760 --> 00:22:41.840 can we do less? Can we achieve this change by doing less? Because often the answer will 469 00:22:41.840 --> 00:22:46.880 surprise you and again we've got six hats to think it all through and think through that change and 470 00:22:46.880 --> 00:22:53.760 process it properly. And what you find is the six hats is a power tool to helping everyone in the 471 00:22:53.760 --> 00:23:02.160 organization go through a very healthy processing of the proposed change. As a leader, I want to 472 00:23:02.160 --> 00:23:06.800 suggest that what you do rather than saying, hey we're doing this, I went on vacation, I thought 473 00:23:06.800 --> 00:23:13.120 about the company, I came back, ta-da, here's the new thing. I would rather put it out as a proposal. 474 00:23:13.760 --> 00:23:19.120 When you put it as a proposal with an open hand, you allow your team to go through the six hats, 475 00:23:19.120 --> 00:23:23.520 to go through the process of dealing with the change and where you make change positive. 476 00:23:24.320 --> 00:23:30.240 Because the worst thing we can do is create change and then just as the team's starting 477 00:23:30.240 --> 00:23:35.520 to digest that change, put another one in. And just as they start, hit them again and again. And so what 478 00:23:35.520 --> 00:23:42.160 happens is the change we introduce never gets its full momentum because we never gave a 479 00:23:42.160 --> 00:23:49.760 chance to get any speed. Think of a flywheel or a merry-go-round, is it what you call them? 480 00:23:49.760 --> 00:23:53.840 A merry-go-round in the kids park where all the kids sit on, somebody pushes it in the circle. 481 00:23:53.840 --> 00:23:58.880 Now remember when you were the kid who had to do the pushing, all the kids jumped on and how 482 00:23:59.120 --> 00:24:04.560 hard was that first cycle? That was unbelievable energy, right? I mean you really had to push hard 483 00:24:04.560 --> 00:24:08.240 because all the kids were sitting waiting for you, go faster, go faster. And you're pushing with all 484 00:24:08.240 --> 00:24:13.120 your might, you sort of get it going but then what happens? Picks up momentum and the faster you go, 485 00:24:13.760 --> 00:24:18.320 the more it spins. Eventually you're just standing on the side tapping it, right? And it's spinning, 486 00:24:18.320 --> 00:24:25.280 it's going. So that is how a good way to think about change, think of a flywheel. A lot of times 487 00:24:25.280 --> 00:24:30.240 we do the first cycle, it's too hard, let's stop this. We just need to push through and so as a 488 00:24:30.240 --> 00:24:37.680 leader you need to give time for your change to gain momentum till the point it feels almost 489 00:24:37.680 --> 00:24:46.240 effortless, right? So if you're considering a change right now for your team or for yourself 490 00:24:46.240 --> 00:24:52.960 by the way and you go into a new job, a new situation, you need to give that moment time 491 00:24:52.960 --> 00:24:59.760 for the thing to pick up momentum. Excellent, very good. 492 00:25:00.000 --> 00:25:04.200 The element I want to talk about is how now to lead change, 493 00:25:04.200 --> 00:25:06.720 how to be an actual agent of change 494 00:25:06.720 --> 00:25:08.840 where you are leading it. 495 00:25:08.840 --> 00:25:13.640 And you'll notice sometimes we use similar questions 496 00:25:13.640 --> 00:25:15.560 because they're the same metacognition 497 00:25:15.560 --> 00:25:18.700 just applied in a different way. 498 00:25:18.700 --> 00:25:21.680 And here's a question that we've asked that's similar. 499 00:25:21.680 --> 00:25:25.580 If somebody new was hired to do my job, 500 00:25:25.580 --> 00:25:27.760 even if you're the leader, even if you're the founder, 501 00:25:27.760 --> 00:25:30.300 if someone new is hired to do my job, 502 00:25:30.300 --> 00:25:34.380 what is the first thing they would change? 503 00:25:34.380 --> 00:25:38.220 Now, this question is wonderfully misleading 504 00:25:38.220 --> 00:25:43.100 because what it's doing is that things get a life. 505 00:25:43.100 --> 00:25:47.060 The best way I can describe this is maybe when you just, 506 00:25:47.060 --> 00:25:49.220 when you moved from one house to another 507 00:25:49.220 --> 00:25:52.980 and then these boxes that you never got quite to unpack 508 00:25:52.980 --> 00:25:54.820 and they got stuck in the dining room 509 00:25:54.820 --> 00:25:56.440 or somewhere in the kitchen, 510 00:25:56.440 --> 00:25:58.340 and then they quote, get a life. 511 00:25:58.340 --> 00:26:00.920 And after a while, you don't even notice them, right? 512 00:26:00.920 --> 00:26:02.400 You don't even see them anymore. 513 00:26:02.400 --> 00:26:04.200 They're just like part of the furniture now. 514 00:26:04.200 --> 00:26:06.840 They become part of your environment. 515 00:26:07.840 --> 00:26:11.980 If a new person walked in who wasn't programmed 516 00:26:11.980 --> 00:26:13.640 to see them as part of the environment, 517 00:26:13.640 --> 00:26:15.400 they go, why do we have these ugly boxes 518 00:26:15.400 --> 00:26:17.500 still sitting in the corner? 519 00:26:17.500 --> 00:26:19.440 That's what I'm talking about. 520 00:26:19.440 --> 00:26:21.560 I'm talking about your replacement walking in 521 00:26:21.560 --> 00:26:22.760 and looking at your job and saying, 522 00:26:22.760 --> 00:26:25.660 why do we still have the ugly boxes in the corner? 523 00:26:25.660 --> 00:26:28.440 Your replacement coming in and saying, 524 00:26:28.440 --> 00:26:30.120 why do we do this? 525 00:26:30.120 --> 00:26:32.000 Why do we confuse our customers? 526 00:26:32.000 --> 00:26:34.120 Why do we have so many levels of membership? 527 00:26:34.120 --> 00:26:37.220 Why do we, you know, whatever it is. 528 00:26:38.160 --> 00:26:42.920 So think about what would, you know, 529 00:26:42.920 --> 00:26:45.600 and to do this, the best way to think about it 530 00:26:45.600 --> 00:26:49.200 is to try to imagine that this is your first day 531 00:26:49.200 --> 00:26:52.400 in this job and imagine that you don't know anything 532 00:26:52.920 --> 00:26:54.800 about the business and you're discovering everything 533 00:26:54.800 --> 00:26:55.640 for the first time. 534 00:26:55.640 --> 00:26:57.660 This is actually harder to do than one thinks 535 00:26:57.660 --> 00:27:02.660 because I spent a number of years doing CEO consulting, 536 00:27:03.120 --> 00:27:05.040 which is a job I learned to hate. 537 00:27:05.040 --> 00:27:08.040 Because what I found out is I kept creating solutions 538 00:27:08.040 --> 00:27:10.320 that I could implement, but the CEO I was working for 539 00:27:10.320 --> 00:27:11.600 could not. 540 00:27:11.600 --> 00:27:13.700 The main thing I learned is I came in 541 00:27:13.700 --> 00:27:17.540 and I was really useful for about 90 days. 542 00:27:17.540 --> 00:27:19.520 And then my usefulness plummeted. 543 00:27:19.520 --> 00:27:20.480 Why? 544 00:27:20.480 --> 00:27:23.660 Because I didn't see the ugly box in the corner anymore. 545 00:27:24.520 --> 00:27:27.880 I got just, I became sensitive to all their issues. 546 00:27:27.880 --> 00:27:30.160 Hey, why didn't you fire that CFO? 547 00:27:30.160 --> 00:27:31.800 He's useless, he doesn't know what he's doing. 548 00:27:31.800 --> 00:27:33.040 Look at all these mistakes. 549 00:27:33.040 --> 00:27:34.180 Look how he's misled you. 550 00:27:34.180 --> 00:27:35.420 Well, he's my brother-in-law. 551 00:27:35.420 --> 00:27:37.360 Oh, okay, you know. 552 00:27:37.360 --> 00:27:40.960 So what happens is I start to become all, 553 00:27:40.960 --> 00:27:42.720 and the more we get into the detail, 554 00:27:42.720 --> 00:27:45.000 the more I start to understand all the subtleties 555 00:27:45.000 --> 00:27:47.840 and the interrelationship of all their decision-making 556 00:27:47.840 --> 00:27:50.520 and I become sensitive and empathetic 557 00:27:50.520 --> 00:27:52.240 to the way they made the decisions, 558 00:27:52.240 --> 00:27:54.160 why things are the way they are, 559 00:27:54.160 --> 00:27:57.160 instead of asking all the dumb questions. 560 00:27:57.160 --> 00:27:59.200 So when you're answering this question, 561 00:27:59.200 --> 00:28:02.240 if someone new was hired to do my job, 562 00:28:02.240 --> 00:28:04.680 what is the first thing they would change? 563 00:28:04.680 --> 00:28:07.760 The question is, what's the dumb question they would ask? 564 00:28:09.500 --> 00:28:12.020 What's the dumb question they would ask? 565 00:28:12.020 --> 00:28:15.280 And it may sound like when you're getting paid big money 566 00:28:15.280 --> 00:28:19.600 to come in and consult with a CEO, 567 00:28:19.600 --> 00:28:22.240 the pressure could be to ask sophisticated questions 568 00:28:22.240 --> 00:28:24.600 and look like you know what you're doing, 569 00:28:24.600 --> 00:28:26.800 as opposed to asking the dumb questions. 570 00:28:26.800 --> 00:28:29.440 And it's actually the simple dumb questions 571 00:28:29.440 --> 00:28:31.980 are the ones that move the needle the most. 572 00:28:33.080 --> 00:28:36.760 Another way to think of it, this is fixate on the why. 573 00:28:39.040 --> 00:28:41.680 You know, when my kids were little and they were growing up, 574 00:28:42.400 --> 00:28:47.280 we played a game and I said to the kids, 575 00:28:47.280 --> 00:28:49.840 I'm gonna tell the answer to all questions. 576 00:28:49.840 --> 00:28:51.840 There's one answer to all questions. 577 00:28:51.840 --> 00:28:54.940 And I was trying to capture their imagination. 578 00:28:54.940 --> 00:28:57.680 And so I got them to start with any sentence 579 00:28:57.680 --> 00:29:01.640 and then I just kept asking why. 580 00:29:01.640 --> 00:29:03.540 I don't know if you've ever played that game as a kid 581 00:29:03.540 --> 00:29:05.000 or if you've played that, if you have kids, 582 00:29:05.000 --> 00:29:06.960 if you've played that game, it's quite fun. 583 00:29:06.960 --> 00:29:08.960 So you can start off with why is the sky blue? 584 00:29:08.960 --> 00:29:10.740 The sky is blue, why? 585 00:29:10.780 --> 00:29:13.060 Well, because of the way the light, whatever. 586 00:29:13.060 --> 00:29:13.880 Why? 587 00:29:13.880 --> 00:29:15.940 Well, because the sun, why? 588 00:29:15.940 --> 00:29:18.860 Well, because eventually where do you end up with? 589 00:29:18.860 --> 00:29:20.900 Well, that's because God made it. 590 00:29:20.900 --> 00:29:21.740 Why? 591 00:29:21.740 --> 00:29:22.560 Because God is God. 592 00:29:22.560 --> 00:29:24.220 And that's the ultimate answer to all questions 593 00:29:24.220 --> 00:29:25.540 because God is God. 594 00:29:25.540 --> 00:29:27.580 It doesn't matter where you start, what you talk about, 595 00:29:27.580 --> 00:29:29.500 keep asking why you end up with the same answer 596 00:29:29.500 --> 00:29:30.460 because God is God. 597 00:29:30.460 --> 00:29:31.700 Because that's where you end up, right? 598 00:29:31.700 --> 00:29:33.060 The final thing. 599 00:29:33.060 --> 00:29:37.420 And as that simple example, 600 00:29:37.420 --> 00:29:41.060 you need to ask enough why questions in a row 601 00:29:41.060 --> 00:29:42.860 to get to the heart of the matter. 602 00:29:42.860 --> 00:29:47.180 Many times, many of us will set up a culture in our company 603 00:29:47.180 --> 00:29:49.020 where we only accept the first why, 604 00:29:49.980 --> 00:29:51.940 but we won't accept the second and the third 605 00:29:51.940 --> 00:29:53.940 because it gets annoying, right? 606 00:29:53.940 --> 00:29:56.820 It is annoying when someone keeps saying why, why? 607 00:29:56.820 --> 00:30:00.100 And if they asking why for a genuine desire. 608 00:30:00.000 --> 00:30:03.600 to get to the heart, the underlying structure of a matter, 609 00:30:03.600 --> 00:30:05.880 that is really good. 610 00:30:05.880 --> 00:30:08.120 So another way to think of that is, 611 00:30:08.120 --> 00:30:09.720 what would a great leader do 612 00:30:09.720 --> 00:30:12.080 and how would they initiate this change? 613 00:30:12.080 --> 00:30:14.200 Or a simplified version, 614 00:30:14.200 --> 00:30:17.440 how would a great leader initiate this change? 615 00:30:17.440 --> 00:30:19.360 So you're thinking of this change, 616 00:30:19.360 --> 00:30:24.160 think about how a great leader would bring change about. 617 00:30:24.160 --> 00:30:25.760 I said in a leaders meeting once, 618 00:30:25.760 --> 00:30:27.960 a senior executive meeting of a, 619 00:30:28.960 --> 00:30:32.280 it was a big franchise group, a food franchise group, 620 00:30:32.280 --> 00:30:35.000 and it was the senior board members 621 00:30:35.000 --> 00:30:36.480 and they were all sitting together. 622 00:30:36.480 --> 00:30:40.280 And I watched this leader do something pretty amazing. 623 00:30:40.280 --> 00:30:42.520 He wanted to bring in a change, which is pretty radical, 624 00:30:42.520 --> 00:30:45.080 for which he thought the board would pretty much not agree. 625 00:30:45.080 --> 00:30:46.720 And that's part of why he brought me in, 626 00:30:46.720 --> 00:30:48.800 was to help with the process. 627 00:30:48.800 --> 00:30:52.960 And he presented an idea, he asked it as a question, 628 00:30:52.960 --> 00:30:55.240 and then he made sure he never said a word 629 00:30:55.280 --> 00:30:58.840 until every single person had said something. 630 00:30:59.680 --> 00:31:04.240 Smart leader, that's a great way to introduce change. 631 00:31:04.240 --> 00:31:07.520 And even when people asked him a direct question like why, 632 00:31:07.520 --> 00:31:09.200 he didn't feel the need to answer, 633 00:31:09.200 --> 00:31:10.360 he'd like leave it in there 634 00:31:10.360 --> 00:31:11.720 and see somebody else picked it up 635 00:31:11.720 --> 00:31:13.560 because other people would jump in. 636 00:31:13.560 --> 00:31:15.400 And he just got the conversation going 637 00:31:15.400 --> 00:31:17.880 and he got the team to process, 638 00:31:17.880 --> 00:31:19.960 he got his board to process the change. 639 00:31:19.960 --> 00:31:23.720 And I thought, this person is really skilled. 640 00:31:23.760 --> 00:31:25.560 So we've talked about the three groups, 641 00:31:25.560 --> 00:31:27.640 the critic, the bystander, and the advocate, 642 00:31:27.640 --> 00:31:28.480 but let me tell you, 643 00:31:28.480 --> 00:31:30.560 it's the most fun when you lead the change, 644 00:31:30.560 --> 00:31:31.400 when you're an advocate. 645 00:31:31.400 --> 00:31:33.520 Even if you're not the leader, 646 00:31:33.520 --> 00:31:36.240 you can be an incredible asset 647 00:31:36.240 --> 00:31:38.120 to the person who's leading you, 648 00:31:38.120 --> 00:31:39.680 by jumping in and being in. 649 00:31:39.680 --> 00:31:43.280 One of the things I love about working with Team Brilliant 650 00:31:43.280 --> 00:31:45.520 is that you propose a change 651 00:31:45.520 --> 00:31:48.120 and everybody jumps in to help lead the change, 652 00:31:48.120 --> 00:31:49.560 which is fantastic. 653 00:31:49.560 --> 00:31:53.480 Because the resistance and all that doesn't, 654 00:31:54.240 --> 00:31:56.240 because they know they can say anything. 655 00:31:57.640 --> 00:31:59.040 And I think it's in season two, 656 00:31:59.040 --> 00:32:03.040 we talk about how to make things less dumb from SpaceX. 657 00:32:03.040 --> 00:32:07.520 And I've had people tell me that idea is dumb. 658 00:32:07.520 --> 00:32:08.360 Why? 659 00:32:08.360 --> 00:32:09.800 Because again, permission to say that 660 00:32:09.800 --> 00:32:11.400 in a way that's healthy. 661 00:32:11.400 --> 00:32:14.080 So when we're leading change, 662 00:32:14.080 --> 00:32:17.120 it is the most invigorating, self, 663 00:32:17.120 --> 00:32:19.080 it's hugely fulfilling. 664 00:32:20.200 --> 00:32:23.440 And to, as we've said many times, 665 00:32:24.400 --> 00:32:27.080 we have to empower people to think. 666 00:32:27.080 --> 00:32:29.520 We have to empower people to have a mind, 667 00:32:29.520 --> 00:32:32.280 to have an opinion, to be able to ask why, 668 00:32:32.280 --> 00:32:34.880 to call something that's dumb, dumb. 669 00:32:34.880 --> 00:32:37.400 And here's the shocking news. 670 00:32:37.400 --> 00:32:41.520 Almost everything we all do is dumb in some way or another. 671 00:32:41.520 --> 00:32:43.800 So our job is to try to make people think. 672 00:32:43.800 --> 00:32:46.840 And we have to empower people to think. 673 00:32:46.840 --> 00:32:49.040 And we have to empower people to have a mind, 674 00:32:49.040 --> 00:32:51.760 to have an opinion, to be able to ask why, 675 00:32:52.120 --> 00:32:54.480 so our job is to try to make it less dumb. 676 00:32:54.480 --> 00:32:56.200 There was a quote from Elon Musk. 677 00:32:56.200 --> 00:32:59.920 So, regardless of what you might think of Elon, 678 00:32:59.920 --> 00:33:03.000 he has built some pretty awesome organizations. 679 00:33:04.160 --> 00:33:08.440 And so, but I'm a great fan of Theodore Roosevelt, 680 00:33:08.440 --> 00:33:09.840 and I've made this quote again. 681 00:33:09.840 --> 00:33:12.680 I want to drop this quote again for us. 682 00:33:12.680 --> 00:33:15.200 What I'll do is I'll just drop it here in the chat. 683 00:33:15.200 --> 00:33:16.040 So you got it. 684 00:33:16.040 --> 00:33:18.560 If you don't know the quote, I love this quote, 685 00:33:18.560 --> 00:33:20.120 and we use it a lot. 686 00:33:20.120 --> 00:33:20.960 And so I'll read it. 687 00:33:21.040 --> 00:33:23.520 It is not the critic who counts. 688 00:33:23.520 --> 00:33:24.920 Amen to that. 689 00:33:24.920 --> 00:33:29.560 Not the man who points out how the strong man stumbles. 690 00:33:29.560 --> 00:33:31.320 No talent to do that. 691 00:33:31.320 --> 00:33:34.640 Or where the doer of deeds could have done them better. 692 00:33:34.640 --> 00:33:36.120 Again, that takes no talent. 693 00:33:37.000 --> 00:33:41.280 The credit belongs to the man or woman 694 00:33:41.280 --> 00:33:44.120 who is actually in the arena, 695 00:33:44.120 --> 00:33:48.920 whose face is marred by dust and sweat and blood, 696 00:33:48.920 --> 00:33:50.840 who strives valiantly, 697 00:33:52.080 --> 00:33:56.400 who errs, who comes up short again and again, 698 00:33:56.400 --> 00:34:00.360 because there is no effort without error and shortcoming. 699 00:34:01.800 --> 00:34:05.840 But who does actually strive to do the deeds, 700 00:34:05.840 --> 00:34:10.840 who knows great enthusiasms, the great devotions, 701 00:34:11.760 --> 00:34:15.679 who spends himself in a worthy course, 702 00:34:15.679 --> 00:34:19.080 who knows the best in the end 703 00:34:19.080 --> 00:34:22.120 and the triumph of high achievement, 704 00:34:22.120 --> 00:34:24.600 and who at worst, if he fails, 705 00:34:24.600 --> 00:34:28.920 at least fails while daring greatly, 706 00:34:28.920 --> 00:34:32.800 so that his place shall never be 707 00:34:32.800 --> 00:34:35.280 with those cold and timid souls 708 00:34:35.280 --> 00:34:38.920 who neither knew victory nor defeat. 709 00:34:38.920 --> 00:34:41.760 What caution buys you is mediocrity. 710 00:34:42.400 --> 00:34:43.239 The end. 711 00:34:44.679 --> 00:34:45.840 So what we would like to do 712 00:34:45.840 --> 00:34:47.880 is give you some time to break out in your teams 713 00:34:47.880 --> 00:34:49.400 and talk about your leaders 714 00:34:49.400 --> 00:34:50.960 and work through the worksheets.