All righty. Well, while we're waiting for a couple more people to hop in with us, we can go ahead
and get started. So last week we talked about taking your contribution to the next level,
and we had an opportunity to kind of hear about and assess our work contribution and what level
it's currently at. And then we also talked about ways to upgrade our mindset for success and also
how to avoid some of those common pitfalls. And so today, this is one of my favorite topics. It's
so helpful. We're talking about how to make work more effortless. And we do this by making our
essential activities the easiest and most enjoyable ones. So that's a tool called Inversion. And Dion,
I know you're going to chat much more about that. And then just before we dive in, I do have a pro
tip for you all today. This is one that I had to use this week. But the pro tip is don't forget
to set up and use your weekly buckets. Because buckets, just as a reminder, it's where we divide
our week into 10 four-hour blocks. So we typically have two buckets throughout our day. And we want
to ensure that we're giving ourselves time for distraction-free focused work or uninterrupted
deep work. And I know for me, I was finding myself a little short on time this week. And that's when
I realized I need to put my buckets back. I need to plan them out and make sure that I'm really
using them to free up and protect my time. Because they're meant to solve the problem of multitasking
and meant to prevent the switching costs that come when we're constantly in general work. So
don't forget to use your buckets. It will help free up and protect your time. And then, of course,
don't forget, as Dion is going through the material, please add your questions, your comments, your
reactions in the chat. And if everyone is ready to dive in, then Dion, I will hand it over to you.
Thank you, Jaylen. I appreciate that. Yeah, that was very understated there from Jaylen. She's
standing for Janie's on vacation. We had a conference. The whole team worked through
the weekend. We had huge follow-up to do. And we had to keep all the usual stuff going. So we were
on a reduced team. So yes, so red flag is if you find yourself suddenly feeling
that cognitive stress, it's because you haven't taken them, put them in your cue book.
And if they're in the cue book, you haven't put them into a bucket. The minute you do that,
you'll find 90% of that will just go away. So since that's the topic of today. So I want to
deal with, we do these things. And I'm sure now by now, as we come into week 33, I believe,
as we come into week 33, we've got basically about eight weeks left, which was sort of two
months and a little less. And in that time, this is where we get to really put the bow on things.
And we really get to build it up. Because when we were first introducing it, there was,
there's a big new concept. And then we give supportive concepts to give that big concept
time to take root. And then we do it again. So we do these big pillars. And then we have these
spaces in between. But as we get to the end, we start tying everything together. So this is
definitely the time to stay with stay on these last few weeks, not only will you end strong,
but I think you're going to be pretty amazed at your growth level. And so, you know, we want to
deal with this idea of why do we believe that if it's truly worth doing, it must be hard.
And this actually turns out to be a very deep issue in Western culture. And it comes from,
you know, something people think, well, certainly in American history, it might go back to the
Puritans, wherever we got it from, it's very deeply ingrained in modern culture. And so the
idea basically is, you know, when you ask yourself, well, why does everything have to be so hard?
And then we say, well, you know, if something is worthwhile doing,
you know, it's gonna be difficult, because if it was easy, everyone would do it.
This concept, this idea is very deeply baked into our belief systems. And it turns out to
be pretty wrong. We'll go through why it's a fun one to be wrong on. And so we can have some fun
with it. So, you know, in fact, we really actually a bit suspicious, if something's a bit easy,
we say, oh, it's easy money. You know, in other words, we're kind of downgraded in its value.
Well, that was easy money, or easy for you to say, well, that's easy for you, because,
you know, you're so gifted, you said this. So we got all these things about, here's all the reasons
I can't do it, because I just haven't got to that level of difficulty. You know, if it's worthwhile,
it must be difficult. So I want to challenge
to this core belief because it's one of the big things that holds back productivity.
And so our creativity and our innovation is limited because we've put a boundary,
we've put a cap on what we are allowed to do and how we're allowed to work.
So in fact, it's so deep in our thinking, this thing, that we even, if something, if somebody,
you know, if something is gained easily, we immediately assume it was gained in a manner
that wasn't reputable, or maybe something inappropriate happened, or what sleazy thing
did they pull off to have such great results so easily? You know, it's deep in our thinking,
I'm sure you immediately realize this, and we love hard work and all that, but what if
your best work is done and is the most delightful to you? So here's the problem with that old system
of thinking. If you believe that, you know, it must, if it's worthwhile, it must be difficult,
you know, it must be necessarily difficult, then when what you're doing, and you're all in,
and you're giving your best, and it isn't enough, you only have one of two choices. Either
you can say, I'm going to try even harder, which usually leads to burnout and other problems,
or two, I'm going to lower my expectations and lower my goals. Both are lousy options,
those are really terrible choices. So what if is another option? So as we're thinking about,
you know, what if not everything has to be so hard, right? What if, you know, that if we're
thinking about this idea, that is perpetuated in modern culture, we've talked about it before
here on The Edge, you know, if we're not perpetually exhausted, we're not doing enough,
we're not bringing our A game. And so making a contribution doesn't have to be at the expense
of your mental and physical health. So, you know, when Greg McKeon wrote the book Essentialism,
you know, it was a, you know, of course, a global, you know, bestseller. And it was about just
figure out what's essential and say no to everything else. It's a fantastic book,
if you haven't read it, Greg McKeon, Essentialism, definitely a great read.
But then he realized that there were still people suffering under this emotional and cognitive
fatigue, even when they were just doing the essential thing. And then he wrote the second
book seven years later, called Effortless. And Effortless was about doing the essential things
the right way, he realized that people were still held this deep belief, it had to be hard.
And subconsciously, they were creating the difficulties, they were, they were not allowed
giving themselves permission to work in a smarter way. So today, we're going to get into some of the
research that's been done, and of course, implemented by us in several different organizations.
And when you're going through a tough time, or you've got a lot of pressure, or you know,
Robin, you said you guys launched a new, a new venture. Here at Brilliant, as you know, we just
had a very intense weekend. With everything that's going on, this is a great time to talk about
making work effortless. So the next this week, and next week, we're going to really get into this.
So the idea that, you know, that the harder the work is, the more valuable it is has to break in
our thinking. So we have to break that distrust system. So what would happen in your life,
if the easy but pointless things, right, became more challenging,
and the essential things became easier? Say it again, what if the pointless
things, the easy but pointless things became more challenging, and the essential things
became easier and more enjoyable? Well, let me turn around. If the essential projects
that you've been putting off, what if those became enjoyable? And then all the pointless
distractions lost their appeal completely? How would that change your life? How would that change
your work life, your working? So, you know, and that we've already identified earlier on that
perfectionism makes essential projects hard to start, right? And there's a whole, so much research
around perfectionism, what causes it, and so on. And self-doubt makes them hard to finish. So
perfectionism makes them hard to start, and then self-doubt makes them hard to finish. And then we
try to do too much too fast. And it just gets, it just builds this heavy momentum of, and it feels
sometimes crushing. All, none of that was meant to be how it ought to work. So let's talk about
how do we move into a new state of work? We call the effortless state. So let me give a definition
for that.
I'm just organizing my notes here for a second. The effortless state is one in which you are
physically rested, emotionally unburdened, and mentally energized. Does that sound amazing?
Yeah, right? So physically rested, emotionally unburdened, mentally energized,
and you are entirely present, attentive, and focused on what's the most important thing
at the moment. Whether you're talking to your spouse, or your kid, or an employee, or customer,
you're fully focused because you're not distracted. And so you can do what matters most with ease.
Now this sounds like, oh, and the reason that we push back on, oh, no, that can't be right,
is because of that Puritan view I discussed at the beginning. That's why I started with
the false belief up front, because I knew when I got to this piece, there'd be pushback.
Because we're like, no, that doesn't sound right. I don't know anyone who does that. Actually,
there are a lot of people who do this. And so when you come to that effortless state,
you just feel lighter. You live lighter. So when we use all this language of expectation,
of difficulty, and even when people do well, we're critical of them, or we say, hey,
it won't be easy, but it'll be worth it. We all know what we mean. Because for us, the right way
is the hard way, and it costs us. And when we get to the end of it, we say, look how hard it was.
I deserve this. And so we have to rethink that as a foundational premise for work.
And I can't tell you how much research is behind all this. It's tremendous. Some
leading schools in the world have been very involved in studying where we get this from.
So here's the big question of the day. What if your essential work could be made easy?
That's the big question of the day. What if your essential work? So remember,
if you know, what do we mean by essential work? Remember your one line job description
that we all came up with? That one thing, that if you did that one thing and nothing else,
the organization would move forward. And then it turns out that takes about 20% of our time,
is about 80% of our contribution. What if that one thing that you do, that if you didn't do
anything else, just the one thing, you people would feel like, wow, they're doing a great job.
She's doing an amazing job. He's doing an amazing job. So to do that, we have to introduce the
concept of the principle of least effort. Let me talk a little bit about what it is.
What we find is when we're trying too hard, the brain goes into a weird state.
When you start overthinking, overengineering, you set it up to be too hard. So what happens is,
you know, you create an imaginative state in when you're trying to anticipate what it would be like,
how hard it's going to be, how much work it's going to be. And you're literally talking yourself
emotionally out of it. And that's so draining. So as your emotional energy is dropping,
your mental complexity is growing, and you end up in this very complex state.
We all do this from time to time. It turns out that, you know, even some people like they will
end just before they break through. So often, trying too hard makes it harder to get the
results we want. This is the most counterintuitive result from the research. And it's fantastic news,
because it means there's a different way to do this. So we want to introduce the idea of inversion.
So Jalen mentioned that in the introduction. So inversion
means to turn an assumption on its head, turn your assumption or approach upside down,
to work backwards, right? Here's the key question. What if the opposite were true?
This is going to be so hard. What if it's not?
This is going to be, wow, it's going to be challenging. This is going to use so much
capital. What if it doesn't? You say, well, that's just a little bit of Jedi mind trick stuff.
Well, no, what's happening, that inversion does is it sets you up and it releases your creativity
in another direction. You know, this is going to exhaust the team. Well, what if it doesn't?
The team all exhausted. What if they're not? So, you know, when we talked about reframing,
you'll notice there's a similarity to this, except, you know, for instance, the CEO of LinkedIn said,
I've come to learn that the part of the business strategy is to.
of the simplest, easiest and most valuable problems first.
And then he learned later on,
those are the only ones worth saving.
He said, and actually, in fact,
that part of the strategy is to only solve
the easiest problems all the time.
He found that when they tackled the biggest problems,
what happened is they got bogged down.
And so I remember one of my favorite,
I used to be a Berkshire Hathaway investor
and I've studied Warren Buffett
as part of my formal studies.
He's an extraordinary thinker.
And so Warren Buffett, they asked him,
what are you gonna do this year?
So if you don't know what Warren Buffett is,
so Berkshire Hathaway,
I've forgotten what the new valuation is,
but it's about $300 billion company.
They buy a lot of companies.
And what he does is he goes and finds companies
that are really easy to understand,
easy to focus on,
and then he just buys them out and he leaves them in place.
Buffett has bought companies that he's never visited.
He's bought it from CEOs he's never met.
And those CEOs still work for him.
And in all the 38 years of doing this,
they've never lost a single CEO.
So in other words,
that would be like building your business up
and it's worth whatever it is,
and you call them and they look at all your numbers
and you'll make a decision in 10 minutes on the phone.
And then it drives all the attorneys and CPAs nuts
because we didn't do the due diligence in the six months
and he just makes a decision and buys it.
And there's a famous story of,
oh, I just lost her name.
There's a lady in,
cause of course he lives in Omaha, Nebraska.
And there's this lady who built this furniture store
and sorry, such a famous story.
I just forgot, temporarily forgot her name anyway,
or call her Mrs. Smith cause I can't remember her name,
but anyway, so he goes in and Mrs. Smith is well-known.
She built this incredible furniture store
and it was just high quality,
great prices, good customer service, et cetera.
And he walked in and he said,
Mrs. Smith, I want to buy your business.
And she said, I don't want to sell business.
She said, why do you want to buy my business?
He said, it's my birthday.
And so she said, well, how much do you want to give me?
So he said, well, can I see the financials?
So she says, okay.
So she hands him the financials.
He stands there, he's in for about 10 minutes,
goes through them, ask her a few little questions.
He pulls out a piece of paper out of the printer drawer,
you know, a blank piece of paper.
And he writes, I, Warren Buffett,
on behalf of Berkshire Hathaway,
hereby purchase from Mrs. Smith her business,
blah, blah, blah, for the amount of, he says, sign here.
She says, are you serious?
You see, I will wire the money this afternoon.
So she signs, I know, and now they're sitting on,
you know, $20 billion in cash or whatever it is.
It's a very large cash reserves.
Of course, his thing says,
his whole idea is, so he buys the business.
Anyway, longer story is, he buys the furniture store.
And then over the next couple of years,
her grandkids take it over and then they get at,
you know, they want to introduce all this new stuff
and make it complicated and they won't listen to her.
So eventually she gets so annoyed,
she leaves them with the business
and she starts a business across the road
in competition to them.
And so that just thrives and the other one struggles
and finally the one that Buffett now owns dies.
So Buffett goes back to her and says,
Mrs. Smith, I want to buy your business again,
but I'm adding in a clause.
You have to stay in the business this time.
You know, you can imagine how that drives attorneys nuts.
Anyway, he bought the business twice from Mrs. Smith.
But here's the interesting thing.
They say, how do you have so much cash available?
And his answer is,
our biggest discipline is inactivity.
You know, when you're suddenly sitting on money
in your account and then it like eats at you
and you want to go buy something, you know that feeling?
Well, just think of that on steroids
when you're buying companies.
You've got all this cash
and it's not like they want to buy it.
They've got investors who want a return.
So if the money's sitting there
and it's not in another business,
they're not getting a return.
There's a lot of pressure from investors to say,
what are you doing?
So they asked Buffett at a conference.
There's a big conference once a year.
If you're a Berkshire Hathaway investor,
you go there, it's like 60,000 people arrive.
And then they ask him all these questions.
And the one person said,
listen, you haven't bought anything for a year.
What's your marketing strategy to really make this happen?
And he thought for a second, he said,
oh, I know what it is.
So the guy said, what's that?
He says, we're going to buy an extension cord for the phone
so when it rings, we can answer it after two rings,
not four.
That was his marketing strategy.
So they were like, no, I'm serious.
He said, so am I.
He said, listen, the discipline to not do difficult things
just because you have to do something,
that desire, I've got to do something.
Controlling that impulse is one of the hardest things to do.
What he's practicing here is inversion.
What he's saying, what if I don't have to buy something?
What if I wait for only the best products and then move then?
So effortless inversion means looking at problems
from the opposite perspective.
You know, what if this could be easy?
What if this could be fun?
What could I do to make this?
So when it's, for instance, when a strategy is complex,
this is really important for you as leaders.
When a strategy is complex,
the people who follow you can't follow what you're doing.
I've been under leaders who literally every month,
or, you know, I've seen this in non-profit organizations,
every month they've got a vision of the month,
vision of the quarter.
This is this year's strategy, last year's strategy,
a quarter from now, and they're constantly changing.
Now, I understand if you're trying to figure
the business out, there's pivoting,
but if the strategy is complex,
it means that nobody can follow it.
And it'll feel like pushing a boulder uphill.
So you should hit the pause button and invert the problem
and say, what if there's a much simpler way
to achieve this result?
That's a little bit like thin slicing,
but at a corporate level.
So what if this could be fun?
So I want you to do the following thing.
We're going to give you a moment here to work
and we'll stop for questions.
So what if the essential projects you do,
the essential activities, every one of us have activities.
How many of you have activities on your, you know,
responsibilities list that are not that fun for you?
That are like, don't really enjoy them,
but I've got to be done and I do them and I do them well.
Anybody got any of those?
Nobody?
Everybody got great jobs?
I think I just gave the talk to the wrong people.
Okay, if you do have problems,
then here's a couple of ways
to make the inversion quick and easy.
One of the most fun ways to use inversion
is to combine something that is very joyful,
a joyful activity with an essential activity.
So you take a joyful activity and essential activity
and combine them.
In Greg McKeon's case,
he hated doing return calls to his customers
at the end of the day.
He's tired, he's exhausted,
but then he realized one of the joyful things for him
is to sit in his hot tub with a glass of wine
at the end of the day, just relax his muscles.
So he combined them.
So he got in his hot tub with his glass of wine
and he started calling customers.
And then he thought it would be fun to tell them,
hey, I'm sitting in my hot tub calling you back.
Hey, Robin, I'm calling you back.
I'm in my hot tub enjoying an amazing wine.
So how was your day?
He said, it shifted the whole conversation.
And suddenly what was a horrible job that he hated doing
suddenly became joyful to him.
It became easy and something he actually looked forward to.
And so, you know,
Al Newport, when he wrote Deep Work,
his inversion method is what he did is
he writes a lot of articles for Wall Street Journal
and he's a professor.
So he's used to doing a lot of writing,
but he wanted to get Deep Work done.
And he has a family and so on.
So once the family went to bed, then at 10 p.m. at night,
he'd go and sit in his favorite leather chair.
He'd put on his favorite music.
It was, you know, smooth jazz
or whatever it is he liked to listen to.
Got out his favorite wine.
And then he would give himself one and a half hours to write.
And his rule was if it wasn't fun in the first 15 minutes,
he'd stop.
But he found like never once did he stop
because what he did is he combined things.
So our team, and I'm sure if you ask Team Brilliant,
they will come up with lots of ideas
of all the things they've done.
You know, combine, you know, giving yourself,
we talked a little bit of a slight version of this,
like rewarding yourself with,
okay, I'll get my chocolate or my this.
But when you combine a joyful activity
with an essential one permanently,
I'm not talking about just one time,
just join them together and that's what you do.
So that's going to be the challenge for today
is to find one joyful activity
that you can combine with one essential activity
to substantially make it feel easier
and make it feel more delightful.
And this is the technique of inversion,
turning it on its head.
What if we don't have to do that?
In a two or three weeks time,
we'll get through a series from SpaceX
called Making Things Less Dumb.
It's one of the most advanced trainings we do,
and you need to have this thing sort of clear in your mind
for that to work.
Okay, questions.
All right, while you're thinking of questions, how are we doing for questions, Jaylin?
We are good so far.
Lots of people saying they need hot tub time.
Hot tub.
Hey, you can get your creativity going here, right?
And do crazy stuff.
You know, it's time to be creative.
It's time to make yourself love what you do.
So I forgot to give you one example.
It wasn't in my notes, but one I love to tell.
How many of you know how Winston Churchill worked?
That was a pretty brutal job, right?
So Winston Churchill was never considered great leader until, right, so this is a guy
who fought in South Africa in the world war.
He fought in India.
He was a soldier, was in the military, became one of the, I think he still holds the record
for the youngest member of parliament in British history.
I suspect that's still true for the longest time.
And then when the war broke out, Winston Churchill was brought back in the war effort.
So he's leading World War II.
The British are taking a huge hit before America joins in to the war.
Guess what he did to do inversion?
Does anyone know what time he got out of bed?
Usually between 1130 a.m. and 2 p.m.
You say, what did he do?
He wasn't sleeping.
He liked the comfort of his bed.
And so at 6 a.m., his assistant would come in with tea, of course, and she would give
him tea and she'd brief him for the day.
And then he would give her all her stuff and then she'd go off and then he'd lock himself
down for two hours to think.
And he would lie in bed with his notepad and he would write.
He did this every day, by the way.
So he rarely got out of bed before midday.
You can't call him a lousy leader.
He's one of the greatest leaders.
So this idea that, you know, you have to be up and exercise and yeah, sure, do all that
if that's your thing.
And it's not mine, but it might be yours.
Totally free to do your thing.
Anybody got some ideas about what you want to do?
And we're going to we're going to we're going to have a breakout here in a bit and you can,
you know, share with your team.
Tyler, it looked like you had a comment or a question there.
I do, so I think this this is similar to the joy table that we've talked about a couple
times. I'm curious, at what point do you think you use this inversion method or you just
delete it like.
Yeah. Now, deleting is the best.
OK. Yeah.
We'll start with deletion first.
Yeah. Yeah.
Absolutely. That's the one.
That's the hardest thing for me.
Deleting?
Not just deleting.
Yeah. Don't simplify, optimize and then delete.
Think of all the energy you went through.
Just delete. So when we get to the SpaceX thing, we talk a lot about this.
This is the one I was talking about a few weeks time.
So you're already alluding to the next thing.
So what we do is we lay the ideas down.
So when we get there, they feel more obvious.
So where we are now is think about think about your essential.
So remember, what's the job here?
To make essential tasks easy.
Right. And the other things we can do to to make the, you know, the distracting stuff
harder. So excuse me.
So the pointless distractions can become harder, like putting your phone on the other
side of the room. So you have to go over there to get to your notifications.
You know, you know, I saw a great diagram.
I try to actually copy the diagram shows focus, very intense focus.
And then there's this little dot and then this is crazy amount of activity.
And the caption says, total focus until I hit the first notification.
And then we because then you went into this and, you know, the rest.
So how do we make that harder than the distractions and all that stuff?
That's a part two to this.
We'll do a little more of that next week.
But this week, how do you use inversion combining a joyful activity?
So, yes, Tyler, from the joy table.
So let's drop the worksheet.
And we'll do breakouts and we'll get back at five minutes to the top of the hour.
Over to you, Jalen.
All right, I saw Robin had a quick hand up there, if you want to take one more question,
Dion. Yeah, sure.
Go, Robin.
Yeah, thank you, Dion.
What if I'm just thinking about this, trying to put it into perspective and somehow I have
programmed my brain that hard work, easy work, I can't tell the difference between them.
So I can't figure out what's the easy and what's the hard.
It's just stuff that has to be done.
And I've I've just.
just got this routine, I get up at 5am, I do this, you know, I've got everything. And I don't know
how to tell what I like and what I don't like. I just do it. You know what I mean?
So what I would, I would do there, Robin, is start with what's essential,
what you'll contribute, think about your contribution. By the way, this gets harder
as you're the leader of the company, because you can do many things. But what's the thing you do
that most moves the company forward? Is it meeting with clients? Is it training the team?
What is it the big thing? Take that one thing and make it more joyful and easier for you.
So let's say I do that. And now I've got four hours extra in my day. I'm bored.
Well, then that's a great problem to have. Reallocating and buying back your time is
critical. You know, you can put it into your new business.
So yeah, very good. Okay, guys, let's give you your time.
All right, so we're going to go ahead and break out into our rooms where you can discuss the
material. The worksheet has been posted in the chat. Let me know if you cannot access it. And
we will be back at 1.55 if you have any extra questions that we can ask Dion. So I'm going to
go ahead and open up all those rooms now. And you should be able to self-assign to your room.
And let me know if you need any help getting where you're going.
Welcome back. Welcome back. Was that fun?
Very enjoyable. We had a great time.
It's good. I want to hear some creative ideas. I want to hear the hot tub ideas.
Let's hear. Who's brave?
And our Matt also had talked a little bit too. So I'd like to have him jump on there after Matt.
So I have specific coffee shops reserved in the city for doing things that either when I'm in a
particularly bad headspace and have to do things that I dislike, and they're the best coffee shops
in the city. So I don't go and work there normally. I save them specifically for moments
where I need to feel an environment of joy and delight around me. And I just walk in there and
I'm like, okay, okay. So I'm a complete coffee snob. So for me, it completely flips the narrative
and I get to really enjoy it. And then I'm like, okay, now I can get on with the stuff I don't
want to be doing. Yeah. So, okay. Matthew, how they met. There you go. Yeah. So for me,
switching to the remote work environment and something that really helped me,
I raised dogs and what I found before I started working remotely, having to leave the house,
the excitement rises, having to let them out, being gone all day and then having to come back
after working all day, them getting excited again. That was adding a lot to my plate
in the mornings and the evenings. And then when I was away from the house, it'd be distracting me
for my work when I wasn't working remotely. And now with this setup here, the energy level in the
house stays low. I'm able to take care of my essential tasks and it's been much easier on me.
Okay. It was working from home is his hot tub and wine is what we said. So
he didn't realize how much, how great it was until after he did it.
Absolutely. Anyone else want to share?
I'll share. So for me, when I start feeling like I'm living under something and I always need to
go for, and I need to remind myself that instead of just trying to push through it to go for a walk
or for me, just go worship because it re it reframes everything in my, my heart,
which then reframes my mind. It allows me to see the situation differently.
It allows me to live above that, that situation and look down on it. But more importantly,
it's always, it's reminding myself that it's an invitation, just like we talked about at the event
that there is a partnership that the father wants to partner with this in the process.
And that if you don't know what it is that you want to invert that, ask the father
saying, Lord, what is the gift that you want to give me? So I can invert this partner with you
and rise above this because I know that for where you want me to go, you need me to see
this differently and you want me to walk through this differently. So it's like taking that
inversion is really at that partnership piece and that everything comes from a gift and just
reminding yourself, you know, if you can't find what that gift is for some people at Brilliant,
it's a piece of chocolate hiding on your desk, you know, that helps.
that inversion. For others, it's, you know, being at home. For me, it's going for a walk.
Well, I hope from all of that, you guys got the basic structure of it. Try to this week,
change your workflow. Don't just do it now and again. Make it a permanent connection. Find to
see if you can change your workflow. So I know that construction often don't come back off these
sessions because I've actually set up Friday mornings in their organization to work through
all the worksheets. So they've actually taken the worksheets even more seriously. So if you don't
see them back, that's the reason. So they told me up front, that's what they're doing now. I found
it works very good for their team. But why don't you do that? Why don't you do another follow-up
session and just look and see how you could connect something that, you know, is a joyful
activity with something that's essential and see if you can make that more of a habit, you know,
more of a permanent connection. Well, we'll see how it goes next week. Everybody, thank you again.
Really appreciate it. Jaylen, is there anything we need before we go?
Nope, that's everything. Don't forget about the end of call survey as you leave these in call.
Okay. Thanks so much.
Bye.
Thanks everyone. Bye.