Welcome, everyone.
It's so good to see you.
Happy Wednesday.
We're at week 26.
And we are going to do a summary review this week of what we've
learned these last 12 weeks.
And so last week, we talked about scaling your business
by working backwards and how to prepare
to scale the business to the next level
by delighting your customers.
And I like that little switch in that tagline.
It's how to do it by delighting your customers
is a great way to look at that.
And this week, as you guys know, we
are talking about how to make your learning permanent.
And so we're going to do that by summarizing all
that we've learned over these last 12 weeks.
And we're going to provide you with a cheat sheet
so no one has to worry about writing things down and trying
to remember it.
So just before we dive into that,
I just want to give you guys a pro tip for today.
And it's in line with reflecting over these last 12 weeks.
Just a reminder to set time aside
to reflect on what you have done and accomplished,
especially at the completion of projects or major milestones
like this, the 12 weeks, is a great time
to reflect on what you have accomplished
and what you've learned.
And this is important for you and your team to do.
All right, with that, is everyone
ready to dive in, ready to get started?
I'm going to go ahead and hand it over to you, Dion.
And I will post the cheat sheet in the chat.
Awesome.
Well, I'll give everybody a chance
to grab that cheat sheet.
I'm excited because as I was going through all of this,
I just realized when you're having
this level of conversation, you're definitely
up at the next level.
And so I want to say to each of you,
congratulations for being here and for,
I know it's a really amazing commitment
to dedicate the same one hour every week to the program.
So I do not take that lightly.
We do appreciate it.
We thank you for your consistency in that.
But I also think you're making a huge investment
in your own learning and in your own leadership.
So we covered in week 14, which is where we'll pick it up,
we talked a lot about courageous leadership,
the core concept of leadership.
In episode 15, we talked about the two hats
creating relational space where you wear multiple hats.
I know that came up on the CEO call
that we have with the CEOs of each of the teams,
how many times we use the two hats thing
and how that creates space relationally.
And then we went through episode 16 and 17
with shaping up work that matters,
that's using 37 signals as a strategy
for shaping up work and finding that super thin slice.
The joke at Brilliant is I cut it so thin
it's gone see-through.
So that's a good sign.
If you've cut it so thin that it's see-through.
I've also been amazed at watching our own team
who have been doing it for a few years and still learning.
So we never get to a point of leadership
where we go, oh, I've heard that.
I think leadership is one of those topics.
You can hear the same thing every few months
and go, oh yeah, that's right.
I got to do that.
I got to grow some more in that.
So it's like listening to a beautiful piece
of classical music and you say, my favorite piece,
Tchaikovsky's Fifth Symphony in 1889.
I think he wrote that and he was just an incredible,
but I don't listen to that and go,
oh no, it's a cabaret, you heard that.
So you develop a relationship with these concepts.
And so we also went from there to 18, week 18,
episode 18, we talked about the five second rule,
Mel Robbins' idea that you got five seconds
before your brain will talk you out of anything
you're trying to do.
Then we went to episode 19.
We talked about how to power start.
So the start one was pulling all the key concepts
we've been teaching into one mechanism.
So you can remember S-T-A-R-T
if you're trying to power up a project quickly.
And if you can get that habit going,
you start anything no matter how much
you don't feel like doing it.
So that's a really powerful way to just take command
of how you're feeling about a thing
or how you're thinking about a thing
and just drive it into execution mode.
And then in 20, we talked about
how to create powerful playbooks.
That actually is a new component.
We're always adding new components.
That was new even for Team Brilliant.
And then 21 was the 70-20-10 rule.
And we'll go through that in a second.
And then we ended up the last few weeks
with how to be a brilliant project manager,
leading three types of people.
I know that created a lot of conversation
for a lot of people, right?
Then in 24, we actually gave a playbook for hiring great people, step-by-step playbook.
And whenever you give a playbook, it does look overwhelming.
We rarely give entire playbooks, but that was so critical to so many people and for
a growing business.
And then 25, we talked last week about scaling your business by working backwards, starting
with the customer first and talking about their outcomes and then backing it up rather
than saying, what products and services do we have that we can sell to our market?
It's turning it backwards.
So that was a very, very good way of looking at how to really scale up your business.
When you do that, we also talked about having everybody participate in that.
So what I'm going to do is this cheat sheet should be really helpful.
Does anybody, if you want to just scan through the cheat sheet, does anybody tell me what
technique I was using in the summary?
Anybody spotted straight away?
You can throw it in the chat if you see it.
Just look through it and see what you notice.
All right.
Anybody got it?
No takers?
Not yet.
Not yet?
Not yet.
It would be easier to spot than that, especially episode 14 is laid out exactly like that.
They're really looking though.
Yeah.
I'll give you a hint.
It's the rule of three.
Did you notice I made three groups of three?
Now ChatGPT had helped me with some of the summaries and so I didn't always stick to
the rules, but my instructions were create three keys and don't use more than three bullets
per key was my instruction to ChatGPT since these days it's all about the prompt engineering.
We use a lot of AI tools that are brilliant, so becoming good prompt engineers.
So there it is.
We use the rule of three because your brain can visualize three things.
So courageous leadership was really the concept.
What is a leader?
You're not a leader because you have a title, but it's how you manage your influence intentionally.
And so we talked a lot about this idea of creating a team of leaders.
And so why leadership matters, because as you grow, you get complexity and with complexity
is the enemy of clarity.
And so we talked about that leaders' number one job is making simple, simple, simple based
on a previous training we did, simplicity drives speed.
And then we talked about three power techniques to take your leadership to the next level,
how to get active feedback on how you're doing, how are you focusing on the one big thing.
And we talked about, you know, asking the people who report to you or in team with you
at the same level and the people above you, powerful questions that empower them to help
you grow.
Then when we got to the two hats to create relational space, this is always fun.
In a small company, you often have family members or involved in what you're doing.
And so keeping the hats separate is a really helpful way.
And we all remember the story of the guy who fired his son in the factory and then sat
on with him afterwards and said, hey, I wear two hats.
One is as your dad, the other is the CEO.
As the CEO, you're fired.
We're not having that anymore.
We've talked about it.
You're not doing it.
You're done.
And he put his dad on.
He said, son, I heard you just lost your job.
What can I do to help?
So I just that story summarizes the whole teaching right there.
So there's so much right about all that.
And it creates space for especially family members that you in one hat and so that you
don't mix, mix those hats.
Then we talked about shaping up work that matters.
And we gave you a notion template or a PDF that allowed you to really think through your
projects.
I'll jump straight to part two, because that really locked it all down.
And then we set boundaries for a project.
And the first thing we decide on appetite.
We don't start with how long will this project take?
We do it the other way around.
I'm prepared to give so many deep work units.
And we realize that shaping up work is measured in deep work.
Since you know, you've got at least one deep work session a week.
This will not interfere with other with other work that you're doing.
And that's why you never are late on a project, because the deep work sessions there, you're
counting up your deep work session, put in an extra one or two for margin.
And we say, OK, this will take four deep work or whatever it's going to take.
So we start with the appetite first, not not to how long will the project take?
I'm prepared to put three deep deep work session into that.
And then what's the idea worth?
What's included?
What's not included?
And then coming up with a very high level fat marker design.
And it's exactly what the word means is if you had a big fat marker,
you know, those super big markers you get for the whiteboard.
You can hardly even write words with it.
So it's just like a squiggle in a box.
And then this points to that box and a squiggle.
The idea of it is that you solve it at a very high level.
why you're thinking it through at that point.
And then you watch for the risks and the rabbit holes.
Where can I get stuck?
If the things, if I have extra time,
what extra stuff can I add?
And if I'm running out of time, what things can I cut out?
The power of that particular thing
is you're setting expectations of your whole team.
And then we said, you put the pitch together
and the pitch is really just going through
those first three steps, but in front of your team.
So it's you literally, for us, it's just a notion page.
We just pull it up on our share our screen.
It's okay, here's the problem I'm solving.
Here's the appetite.
Here's what the deliverable is.
I'm delivering a document or whatever.
And then we role-played a lot of that.
Several of you jumped in on all that,
but this gets innovation at every level
of the organization.
So you should be doing pitches all the time, right?
You should be doing two, three pitches a month.
If you're not doing pitches, time to get it going
because pitches is a way.
So have a pitch day, have one hour set aside,
maybe just tag it onto one of your daily calls
or whatever you do, stand up calls.
So we have pitch Tuesdays.
Pitch Tuesdays at 2 p.m. Pacific time
is when you come and people do pitches
or they do presentations from a previous pitch.
Here's the project I said I was gonna do.
And I don't know, I've lost track
of how many projects we've done,
but it's well over north of coming up for 50, I think.
And I believe we've never had one late.
We did have one case once
where somebody completely misread the date.
So we showed some grace,
but they actually had done the work.
So we said, okay, you can see that's not an excuse.
I think it's fair to say we've 50 projects
and never been an hour late on one of them.
So, and that's for you too, you can have that.
Five second rule was a way to take control
and rewire your brain through action.
This was to get past procrastination
or feeling like something, five, four, three, two, one, move.
And it happens, five, four, three, two, one,
pick up and dial, five, four, three, two, one,
start the project.
So this is particularly great
if you wanna exercise or whatever.
We used lots of examples around the power
of harnessing the power of the five second rule.
The countdown disrupts old habits
and that gives you a chance to rewire them,
creating a highway in your brain.
That's a lot of how the brain works
is these neural pathways.
So what you're doing, the cool thing about the brain
is when you stop using a highway, a bad habit,
it becomes all overgrown and it goes,
it's like somebody just left in the wild.
And whereas if you run the pathway in a new way,
it becomes a footpath and it becomes
like a little sand roadway.
Soon there's a three lane path,
paved highway in your brain just through use.
So when you know that the five second rule
is a very powerful way to disrupt the old
and introduce the new.
So all this is about cognitive control,
cognitive control in how you initiate projects.
And then we talked to,
we pulled all those components together
and we said, so if you're following me
on the bottom of page six,
the start checklist is what's the thin slice?
What's the thinnest slice of the project
I'm gonna start with?
Then target, what does done look like?
Then we act, we take the first baby step,
go and get the broom or whatever it is you're gonna do.
And then you do a reset of your brain,
you do the five second rule and you start,
get over all hesitations.
And then we talked about,
you create momentum through microburst.
10 minutes of nonstop work on a new task will be,
you'll be in the loop.
So that's S-D-A-R-T.
I know Jenny, you're big on this one, right?
I think you've got it written on your desk somewhere,
I thought.
I was just thinking how much I love Power Start,
how to Power Start projects,
because there's so many things that you think about
and they become overwhelming
and it just breaks it down and makes it,
it's just like shaping up projects,
but in a different way.
And I love Power Start,
especially when I have to do things
that maybe there is that resistance to it to get going.
Yeah, I know.
I think you were saying the other day,
you were tackling a pretty difficult project
and then you just,
when you hit in this order,
next minute you're into it,
you're 10 minutes into the project
and it doesn't seem so difficult after all.
And you go, well, what was I hesitating?
Why was I not feeling like doing that?
That's right.
Absolutely.
I'm actually going to teach it to my daughter
who I've been,
she's got a project that she consistently says,
it's just so overwhelming.
And so I got to tell her, I have a tool for you.
And so we'll implement it there.
Yeah.
Yeah, I love, I love this new little language. I don't know who started it in our team,
but somebody said, you know, the slice is now so thin, I can see through it.
You know, so see through slices. And, and, you know, what I have noticed is that the team is
getting very good about thinking about their thinking what, when you've done this 56789,
10 times, whatever, and it starts to become part of your way of tackling projects,
what happens is, you start to, you see everything through those through that lens, you see
everything through those through the SDRT. And so you know that it's going to start with a slice
with an appetite, you know that straight away. And you realize I don't have time, you know,
the next two weeks, I may not actually get three deep work sessions, I may not even get to I'm
only get one in the next two weeks. And so you slice it to fit the one. And that's what that's
the genius of starting with the appetite. And what will happen very quickly. I've noticed,
for instance, when we in the last maybe eight, nine projects we've seen over the last few weeks,
coming in at brilliant each time we have pitched to pitch down Tuesdays. I've noticed that the team
is doing things like they doing a slice that lets them think about the project. And that's a very
smart way to super thin slice it. In other words, man, I know I need to do this project. But I can't
even think of the components right now. I can't. I can't even think about how we shape up that
project. So you do a slice to think about shaping up the project. Now that's about as thin as it
gets. That's helpful when you got a huge project, and it's just too big. And you can't even think
through how to shape up the project, then slice it that I'm going to take it for four hours and
take a deep work session. And I'm going to think about how I want to do that. Now another thing we
do, there's just a refinement on this. For those of you who've got this working in your in your
organizations. One of the things we do is we allow people, we make a distinction between the pitch,
which is of a new project and the presentation of one you've just finished. So they're the same day.
So it's the same, we call them pitch Tuesdays, but really it's pitches and presentations.
So what we allow is when somebody's just finished a presentation, we allow them to do a pitch
immediately, because sometimes they made the slice so thin, that it didn't even take them
four hours, you know, they were like 90 minutes into it, and then they realize, oh, I know how
to shape this up. So then we just let them go and shape up the next project. Because sometimes the
deliverable, the presentation is shaping up the project. So you can do that. You can say, okay,
my job, my job was to have a document and to figure out how to shape up this new project.
And my deliverable was the next shape up. So there it is. So your deliverable was the pitch. I hope
that wasn't confusing. But yeah, so so I think the idea there is you can make projects. So what this
does for for everybody in the team, again, it's about cognitive control, because it puts them in
that when people in your team feel that they have emotional and mental control over their work,
they start to feel like owners of their work, and all their creativity, their brain chemistry changes,
and everything shifts forward. And that's and what you're going to have to as leaders constantly,
especially if you're growing and new people are coming in, getting over that worker bee mentality,
tell me what to do. You know, nobody told me all that stuff comes from not being a team of leaders
that comes from just a worker bee thing of I'm just a worker, tell me what to do. And so what
all these techniques are doing for you is they empowering people to be self starters, to tackle
projects to identify a problem in the organization and go, why does it take 30 days to get our
invoices paid? Can we do it in seven, coming up with an incentive, let me go and slice that,
let me see if there's a quick way I can do it. So whether it's your filing system, or new product
innovation, or how you do payroll, it really doesn't matter. When people take ownership,
they only will take ownership when they feel cognitive control. And these tools are designed
to be super simple, and give that control that help. And of course, then we talked about playbooks,
this was fun, because this was new in the in the course. And we went through the four C's of
creating a playbook where you just grab a camera, record the process, doesn't matter if it's, you
know, just on your phone, or zoom, or loom, or whatever you want to use. And then the course,
just lay out the step by step procedure, not too high, not too much detail. And then the cadence,
how often do you have to do this, you need to run this playbook every week, or once a month,
when you do payroll, or when you do it. And then the checklist, when you've done it,
here's the checklist to make sure you didn't miss anything.
And just those four C's are very powerful.
How many have actually built a playbook since we did this?
Just interesting to see.
Yeah, yeah, a couple of playbooks.
Okay, so if you haven't done it yet,
you know, hack, power hack here.
This is a fast way to power your career
because if you can hand off some of your work
to someone else, you can train the next person
and you can rise up as you train others to do this for you.
So this is, you know,
this is about you rising in your leadership
because if you can't give the work away that you have,
you can't step into something else.
You have to let go of what's in your hand
to, you know, to receive what's next.
You can't hold two things in your hand.
So if you're gonna move up,
you've gotta move some of the stuff you have down.
And this is a powerful way to do that.
By the way, it's just a really good way
to add cognitive control to those annoying tasks
that you have to do regularly that you don't like doing.
So, you know, I just put them in a playbook,
run through the process almost mindlessly.
By the way, fun tip here is you can build a playbook
for your end of month for your family.
I write the bills, I do this,
I, you know, I send this check,
I do this, I do this, I do this.
And, you know, I check my account, I do this,
I set the budget for the next month, whatever.
And then just put a few steps,
even if it's four or five steps to start with.
And then every time you find something you missed,
you throw it in there.
And then you just literally put,
I'm just going through the checklist.
And it's just, it just makes boring tasks more,
you know, more tolerable.
And you feel again in control.
It's how you feel about the process.
That's really important.
Okay, and then we talked 70-20-10 rule
is such a mind boggling idea.
You know, that 70% of what you do,
you know, is going to be mediocre based.
20% is going to be just bad.
And 10% is going to be genius.
So you have to get through the 90% junk
to get to the really genius part,
which just means doing it again and again.
And we talked about how quantity drives quality.
Remember the story we gave about the pottery class
or the photography class
where they had to take just one photo
and it had to be absolutely brilliant.
And the others could take as many as they wanted.
And of course the quantity people
way outperformed the quality people.
This is true even of your parenting or your marriage.
Oh, well, we just do quality time together.
That's such a delusion.
I've never seen that ever.
You know, no kid came back and said,
I had 9.6 seconds of quality time with my father.
So that never happened.
So quality drives that component.
Then we talked a lot about
how to be a brilliant project manager,
which really comes down to setting up a project
in the right way, which means setting expectations,
clear definition of what done means,
and then shaping up the project
so that you can deliver the crucial things first.
And then the heads up is how you keep everyone.
So set up, shape up, heads up,
how you keep everyone in the loop,
how you keep everybody engaged and enrolled in the project.
So we talked a lot about project management
is about fundamentally two things.
It's about enrolling the right people in the team
and setting expectations as to what, you know,
to all the stakeholders, when we're gonna do what,
but also setting clear expectations of what done means.
So it's really those two things.
So it's really simple when you get into the nuts and bolts.
And then we talked about leading three kinds of people,
you know, the wise, the foolish, and the evil.
And we realized that we cannot, as leaders,
have the same strategy for helping those three groups
in the same way.
And so we said, we can tell when somebody's wise
because they own the issue.
And you can tell immediately, they usually thank you.
Thank you so much for making me aware.
You know, they know it costs you.
So basically the strategy then is growth.
Let's put a growth path in place.
The foolish folks are always deflecting.
That's how you know.
Wasn't me, it was someone else.
I didn't get the email.
Nobody told me.
It's never them.
It's always someone else, right?
When you see deflection and no ownership,
then the strategy there is containment.
Contain them.
Stop the bleeding with the idea
that you would create self-awareness.
Hopefully they'll become wise and you gain them.
Or if you don't, they'll,
you can release them into the marketplace
to go and do that stuff somewhere else, right?
So that's what it is there.
And then the evil, there's nothing there,
but you know, there's hostility, threats,
that you have to call the lawyers, the police, whatever.
That's just protection is the strategy.
There's not much.
you can do about that. Once somebody uses the word legal or my attorney, you can ask your attorney
this, but I'm pretty sure your attorney will say to you, stop talking immediately, ask them to leave
and end the conversation immediately. Once there's a legal threat, do not think that you can talk
your way through that. You are often creating more legal problems. If somebody's faced some
legal stuff, let me tell you, be very smart with that. Somebody says my attorney, legal,
I'm going to take action, legal action or anything, I'm going to sue you, any of that
sort of language, stop the conversation immediately. That's what you're dealing with there.
And then I'm not going to go through the playbook for hiring great people, but it really came down
to setting up the four key interviews and really driving down to the bottom.
What's the greatest achievement in your life? What's the greatest accomplishment? How did you
achieve that? Just drilling down on that one thing over and over and over again. What's the
biggest obstacles you faced? And drilling it down all the way until that road runs out at
a T-junction and you know you've run out when they get repetitive. And that can take two to three
hours. You can't do that. That's not a one hour. I've never seen that done in an hour.
And then last week, we talked about scaling your business by working backwards. So we talked about
product development, focus, getting your people out of the office. And the key here, which I don't
know that I stressed enough last week, the key is to put yourself in your customers context, not
just in their shoes, in their actual physical context. If you can, you can be in their office.
If you can be with them in the field, wherever your products are utilized.
So when we sold software for life insurance agents to use on laptops, we went out with the life
insurance agents to do actual sales calls. We didn't just go to the insurance company, you know,
where they were being trained. We went out with them. Boy, did we learn stuff. You know, we thought
our software was so intuitive and we found out it was, you know, half the time we were doing this.
So that's a German expression, just visually demonstrated. So, you know, you scratch the
air with the wrong hand. So what happens is we, you know, that whole idea is we learned so much
about, and then we talked about dog fooding. You know, if you do have products that you yourself
can use, make sure you do. And so I thought for fun, because you've been such great listeners,
I, as you know, at one stage of my career, I co-owned, over a 10 year period, I co-owned two
different German companies. So I was in Germany every month, often for a week at a time. And
we had a meeting with Mercedes-Benz, Daimler-Benz. And so we were going there to share some software
and our German partners, my German partner there drove a BMW M5 and just loved that car and was
really, he was into his performance car. Well, you know, they have the Autobahn, so they can
actually drive those things. And of course, unthinkingly, we got in his BMW, and we went
to go and see Mercedes in his BMW. And the senior manager was literally standing at the top,
watching the parking lot. And when he saw us pulling in a BMW, he left a message at the front
desk, the meeting's canceled. Just like that, gone. And it was like, now, in Germany, that's a
particularly big thing. But you know, people, even if they aren't that responsibly active,
they feel that though. And so, you know, it took us months to get it back. And next time we hired
two Mercedes-Benz cars, I went to visit the customer. I had to fly back to Germany,
go through the whole process all over again. But I did learn an incredible, incredible lesson,
dogfooding. You know, do not sell stuff to your customers that you yourself don't believe in.
There's no integrity in that, right? So that's like working for BMW and recommending Mercedes
to people. So it's the same, it's the same idea. Okay, questions, thoughts, ideas?
All right. I know that's always a lot. But when you look back, look how much you did in the last 12
weeks. It's incredible. The ground you've covered, the new tools you have. So the question is, are
they being used? So let me say one thing, and then I'd love us to go into a breakout. And in the
breakout, I'd like you to discuss with your team, which tool would you like to re-energize?
You know, the first time you hear about a tool, sounds good, you may even try it, and then you
forget it. Everybody does this. This is part of learning, right? And then you come back to it,
you fiddle with it a bit, and then you're like, I'm busy now, come back to it, and then you don't.
So what we have to do is we have to insist on the tools for ourselves as a team of leaders, every
single person.
person has to some point, so I'm gonna adopt these tools.
You don't have to adopt them all at once,
but you should be adding at least one power tool a month
to your box of tools.
So they're all summarized here.
Why don't you pick one, share with the team
which one you would like to focus on
and to implement in your working memory.
Over to you, Jenny.
Thanks, Dion.
That was really good.
One thing that I like about all of the tools
that we just recapped is what comes out of that
is a common language.
And we've talked about that in the team
and how that just has the ability to communicate so much.
Like I've had one person say with the shaping up
when they start talking about an idea,
say, oh, I'm boiling the ocean,
I need to go do a thin slice.
And you immediately understand what they mean.
And then I've had another team member
when I've asked them to do a task say,
I'm happy to do that, will you create me a playbook?
And it's just, you really understand exactly what it is
that they're being asked of and expecting from you
and it allows you to really support one another
in that common language.
So I love that that's what came out.
All right, so you guys are gonna go now
into your breakout rooms
and discuss what tool you would like to re-energize.
Hi, we have everybody back?
Yes, we have everybody.
Okay, very cool.
Yeah.
How was it?
Any thoughts about what you'd like to,
maybe people can just drop there quickly.
What is the thing you wanna work on this,
you wanna revive?
Be helpful for us to get some feedback.
Shaping up work that matters.
Thanks, Ben.
Yeah, our tool, creating playbooks.
Cindy, there we go.
Very good.
Working backwards, that's great.
Writing playbooks.
I think, babe, you have your hand up there, go for it.
Yeah, thank you, Dion.
Sue and I had a question.
And as we, our reaction to all of this was, wow.
First off, wow.
And then thinking back, okay, now we're 24 weeks in.
So that's like double wow, right?
And a little bit, oh my goodness, we've learned so much
and how much of this have I really implemented?
And I was thinking, okay, this is like, I don't know.
It felt a little overwhelming.
And then you said, if you implement one a month,
and because math comes easy to me, that's what I do, right?
I was like, oh, well, if I implement,
if there's 36 weeks of things, tools,
and I implement one a month,
I just gave myself permission to take three years.
That's right.
But back to your point though,
hey, you gotta be patient with yourself.
You know what I might do?
I might make a checklist for the cheat sheet.
Meaning like, which of these have I implemented?
And we just can put a checkbox maybe,
where you can just list the key ideas, going through it.
Some of them are actual tools you'll use,
like ShapeUp, DeepWork, QBook, and so on.
Others of them are wisdom stuff.
How to deal with the three types of people and so on.
So those aren't, oh, I implement or I didn't implement it.
Some of them you're gonna go back,
I now need to hire someone.
So that's a playbook you're gonna use
when you need to hire someone.
So it's not like you have to master 36 things.
It's like, there's a handful of tools,
and then there's a handful of strategies,
and then there's a few playbooks.
So you use them as you need them.
So that's what I would suggest.
I see, Robin, you also wanna look at ShapingUp.
Yeah, so I hope that helps.
Yeah, you definitely have permission.
Thank you, Dion.
We have the most, the tool that folks most wanna re-energize
is ShapingUp.
So, and that's a good one to re-energize.
It'll change how you work.
It'll change everything for you guys.
So this was a really fun session.
Thank you so much for joining us today,
and we'll see you all next week.
Bye.