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Last week we talked about making work effortless and that was actually part two and it was about

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just being able to enter a state of effortlessness so that we can make our essential tasks less

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draining and more delightful and I know that we learned some strategies like attaching gratitude

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to every complaint and never doing more today than we can recover from tomorrow. Those were

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some good strategies and so today we're talking about Kaizen as a way of life and work and I

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know you've heard us say this word throughout the EDGE program but Kaizen is a Japanese lifestyle

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strategy and it's a business culture that encourages us to make small changes every day

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that eventually lead to dramatic improvements. So I'm excited about that and then just before we

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dive in I do have a pro tip for you all today and that pro tip is don't forget the art of showing

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up. That's something we talked about several weeks ago but it's just this idea that when we want to

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form new powerful habits it starts when we first operate from our identity and then from our

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identity we can consistently show up every day. So I know Dion gave the example of when we're trying

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to form a new habit like running we always start from the place of identity and say I am a runner

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and the reason is because when we actually upgrade our identity then it gives us permission to see

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ourselves differently which leads to delight which leads to discipline. So we start small and that

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helps to reinforce our identity rather than our behavior and that's how we build some powerful

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new habits. All right well as always you can add your questions your comments in the chat.

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Juni and I will be looking out for those as Dion's going along and if everyone's ready to dive in

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Dion I will hand it over to you. Thank you Jaylen. I'm just gonna let you teach these courses

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so you do such a great job and summarizing and teeing us up. So this is a great question. Has

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anybody ever been through formal Kaizen training? Okay so the last time I taught this there was a

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guy who was actually Kaizen certified. So Victor Rodeo, Pedro's brother, I was teaching 100x team

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and he's Kaizen certified so I didn't know that they were still doing that. So you know it's

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really interesting after World War II the Japanese economy obviously was in shambles

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and there was a this high-powered team of five called the Deming team and they went in and

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rebuilt Japanese manufacturing from the ground up and of course it was fundamentally an American

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idea, was an American base. Not all the team members were. There was one particular member

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and his name was Tony Barnes and Tony was actually from New Zealand and had an extraordinary life

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and Tony Barnes was the guy who I learned Kaizen from and not directly but through his training.

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So Tony was at one point you know the ambassador for New Zealand to the United Nations. He's on

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the board of Sony International but had a very dramatic childhood. At the age of seven his family

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were killed in front of him and he was taken as sort of a boy servant to the Japanese

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admiral that ultimately was the one who invaded Pearl Harbor and so he was there literally cleaning

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his boots and all this. So he grew up very much learned Japanese and that

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admiral actually became like a father figure to him and later on you know so he got very

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entrenched in in all things Japanese even though he was a little boy from New Zealand at the time

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but got caught up in this war just because of where his parents lived at the time and through

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that whole process he talks a lot about not being a victim which is an amazing thing to hear from a

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man who has every excuse on the planet to be a victim and he says one of the most powerful

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things that he learned from the Japanese culture was this idea of kaizen and kaizen literally means

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good change or change that is good and kaizen means this it's very different. So the reason

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I'm taking just a second to tee this up a bit because this is not natural for us as western

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thinkers. So for those of you that come from more eastern you know background or you have a

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you know more Asian background not all Asian countries but certainly in Japan

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certain other parts of Asia have this idea and this idea is that think of if I put the western

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versus the eastern idea here or versus the Japanese idea here is that I would show

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westerners talk about continual improvement and we've all heard that and gone through all that

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and almost none of us practice it for the reason that it's western and the reason that it's that

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Western one doesn't work is think of a staircase

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versus a very gradual slope going upwards.

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So if I drew, if I gave you two pictures here

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and one is a very gradual slope

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that you could hardly notice.

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In fact, when you're walking,

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you didn't realize you were on a slope.

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But after you walk for a mile, you look back and down,

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there's where you started, but you didn't feel it.

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That's the key thing.

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You didn't feel it.

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It felt to you effortless.

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The lift was almost imperceptible.

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And so when you're explaining this to people like us

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in the Western culture settings, we have to explain,

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and it's not just West, by the way,

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there are certain parts of Africa, South America,

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and so forth that have this idea that,

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and so in the West, we use big words.

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We reorganize the company.

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We redesign the thing.

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We re-everything.

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And we like these big, they're not even normal steps.

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They're huge steps.

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Some of them are like six foot steps.

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We just go crazy with these incremental.

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And so our changes are very disruptive.

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They disrupt people's lives.

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They disrupt workflow.

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And so the idea of, as we've talked in the past,

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that quality, you've got two ways to think of quality.

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We either invest quality in a process, the Western idea,

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or we invest quality in people, the Eastern idea.

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So what happens in, especially in Japanese manufacturing,

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on the Toyota line, the very, very best workers on Toyota

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work on what's called the Lexus line.

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By the way, it's only called Lexus here.

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I don't think it's called Lexus very many other places.

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It's mostly just known as Toyotas.

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But in America, it was very clever.

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They took the very, very best people

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and put them on a production line.

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And then they created this luxury brand,

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was nothing more than giving a brand to their best people.

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Not their best processes, their best people.

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Not their best product, their best people.

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Because the best people produce the best product.

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And so we've spent time trying to learn the best

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management leadership from around the world.

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And this particular one's very dear to me

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it's micro improvements,

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imperceptible micro improvements every day

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compounded over time to produce dramatic results.

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This is not a normal idea for us.

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So we have to take a second on it.

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And it, because what it, and what I love about this

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and what the big benefit for why you should care, right?

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You might listen to this and say, why should I care?

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I get the idea of continual improvement.

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Yeah, so get continual improvement out of your mind

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because why you should care because the benefits are

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that it makes improvement effortless.

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It's creating a lifestyle

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that serves you better and better every day.

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Your lifestyle starts to serve you.

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Your habits, the way you do things starts to serve you.

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And all it takes is a mindset shift.

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Now, some call it a lifestyle.

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I think that might be a little dramatic

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but I think really it's a mindset.

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And to me, it feels like free change.

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It's all free because the change happens in the background.

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And then I wake up

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and things are a whole lot better than they were.

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And I'm gonna explain to you exactly

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what that is and how that works.

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And so as we're thinking about this, even for you today

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when I hand out the worksheet

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the typical thing we'll do is fill out the worksheet

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with too much change.

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So the real challenge today,

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so think of what thin slicing is to projects.

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This is to habits.

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Think of the thinnest possible slice

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but you're not even consciously working on it.

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It's just a mindset in which you're always doing this.

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So I'm gonna give you a quick couple of examples that,

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so Kaizen has three basic pillars, right?

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The first is optimization.

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The second is standardization

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and the third is elimination.

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Optimization, standardized.

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And by the way, that's not the formal definitions of Kaizen.

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That's my versions of Kaizen

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because I've simplified all the complexity

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as I always try to do for you

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to something simple that we can grab.

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So optimization is that daily little fine tuning of things.

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It's that, almost like if you've ever seen

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an English tea party coming for our family

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or British and Bridget's mom is.

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And so how tea, and so I remember we were celebrating

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I think it was our 20th anniversary

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and worked with this big intercontinental hotel

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and they really made a fuss.

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A friend of mine knew the manager there.

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And so they made it a very special stay for us.

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And so we were there and the lady, you know, it was in the,

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in, in Georgia. And the lady came out and, and she asked us,

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you know, the service, he said, you know, would you, you know,

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what, what can I get you? And we said, what about, could you get

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us some tea? But, and she said, well, okay. And I said, no, no,

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no, but could you do it the English way? And she was the

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British way. And she said, I don't know what that is. I said,

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this is the intercontinental hotel. You're a British owned

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company. And so she's, well, let me go and check. And so I said,

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well, look, we'll show you. So off she goes. And she comes

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back. And she's, yeah, we got all the stuff. Just nobody ever

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asks for it. Tell me how to do it. So I give her the step by

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step and you put the hot water and the two teabags in the, in

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the teapot so it can brew first. Don't just dump it in the cup.

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And that's terrible. And then the milk is separate. And then

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how you what you do and warm the cup and we go through all the

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little bits. And so we explain all the bits to her and put on

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the tray. And there's got to be a little cloth and all the, and

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we explain all the bits. Anyway, she had so much fun

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doing this. So she served it was really good tea. And which for

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the longest time when we first came to America 30 years ago,

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all the junk tea would be sent to the US because we put it with

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ice. And so you know that so but now it changed, you know, I

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still can't drink that. Sorry, all my southern friends still

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can't drink iced tea. Or as they say in the South, sweet tea, I

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believe that's one word. Sweet tea. And so anyway, you can

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tell I've lived in Atlanta a long time. So as we're going

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through this process, she fell in love with this little process.

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And so we showed her how to make it a little better and make tea

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better, make tea better. And as we got through all of that, she

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every time she saw us tea, tea, and she just kept serving us tea

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because she had so much fun. But every time she was learning to

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it a little better, a little better, a little better. And I

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think that what a great idea to what a great analogy for us. So

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let me give you how simple this gets. So for instance, just very

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recently, why I love it is because it just makes my as I

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said, it makes my life better. It's like tree change. So I

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noticed that when Bridget comes in, or sometimes when we come in

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from from, you know, park our garage into our kitchen, we have

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round doorknobs. I don't know if you ever have round doorknobs in

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your house. Some of you have little, you know, levers or

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round or levers that you know, the handle, we can pull down or

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the other ones you have to turn. But you know, when your hands

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are full, very hard to turn a doorknob, right? Now, that's a

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little thing. So I looked at that. And I thought, where else

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does that occur in our house, the back door, when we come back

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with our hands full, where else when I come down from our main

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floor down to where my office is here. Now I go down a set of

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stairs, but often my hands are full, I'm carrying things, I'm

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coming with my coffee or whatever. And so it's also a

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round knob and going into our master bedroom. So I literally

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went out one day, we just got three change of locks, and we

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just changed them to those different types, the type you

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can use your elbow with or whatever. And it's so simple.

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But you won't believe what a change that made because I can

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just open the door, keep my hands full. So that's, I didn't

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notice that. And then as I was going down my stairwell, it can

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be a bit dark, I went and got a couple of those $20 automatic

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lights that just turned on. So I didn't have to turn the light on

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and off because my hands are full. So you think, well, what

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difference does that make? But here's the thing. 20, 30, 50 of

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those little things will change your life, but smooth your

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things out for you. So these are these tiny optimizations, they

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micro innovations. In fact, I don't even want to call them

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innovation because it sounds like work, it shouldn't feel

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like that. It should literally be you tweaking. So when you're,

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for instance, your filing system, how you file your Google

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Docs, is it just all in a pile and you rely on search to find

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them? Or do you have a very simplified process to save your

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files the way? And the list can be very long as to all the

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things. But when you come to work, there are little

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optimizations that you can do. And you say, why do I do those?

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You know, why do I go through that process? So the idea here

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of optimization is to tweak something every time you do it,

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it can be literally as simple as you notice that, you know, every

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time you put your toothpaste down, or you brush your teeth

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and all that leaves a little mark. So you get a little rubber

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mat, and you put it then you don't have the mark anymore. And

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you always have a clean, clean idea, you always have a clean,

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you know, area, I meant to say. Another way. So on

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standardization is where we standardize. So let me give you

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an example how this fits into our training. We've taught you

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about playbooks, and playbooks are a very powerful way to

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create standardization. This application is once you've

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created the playbook, what if you tweaked it a little? What if

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you tweak the play? Because you've noticed that in the

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playbook, it has, you know, five or six steps, what if you could

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optimize that down to three steps? What if

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if you could add a little refinement, what, because

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sometimes when we explain things, we have so many steps

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that it sounds like a big deal. And then when people finally get

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through it, they go, what, that's all it is. You know, it's

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a bit like financial services, right? We have all these big fat

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terms, because then we can charge huge, you know,

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consulting fees. So we use fantastic words. And when you

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when you boil them all down, you go, Oh, is that what it is? You

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know, so that's what it is. And it's the same thing that

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constant little tweaking that elimination. So when so when

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you've created, so what, let's go through it, right, you come

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up with an idea. So you shape it up, you pitch your team, your

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thin slice, you execute and present your thin slice, I can

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finish my project, and then you create a playbook. So you you

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can hand it off to someone else, and then you tweak the

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playbook. So the tweaking part is the Kaizen. It's that you

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never leave something in its state, it could be as simple as,

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you know, never looking for keys, ever. Never look for your

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car keys again, never look for your house keys again. And it

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can be as simple as having a key ball, many of us have that, or

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having a drawer where it all goes in. Even I guess now know

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that all the keys go in one place, we never have to ask a

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guest, hey, can I get your keys to move your car? Because

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whatever, we never have to do that. They all go in the same

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place. And we do it in a way that is easy. Or when our kids

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were growing up, never looking for shoes, you know, just a

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little thing like never looking for shoes, and shoes always in

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the same place, and then the same spot, and the kids always

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had the same thing, just tweaking it. Once shoes, then

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you can add jackets. And over time, you can end up with this.

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And then people come and say, how your kids so organized, and

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you go, because we did lots of Kaizen, such small changes, the

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kids didn't notice. It was such a tiny change, they just like,

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Oh, no, no, we just put it over here, when we just put it over

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here. And then that's what they do. They just put it over

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there. And so when and the other thing we learned is never being

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late, never leaving late. As one always tells us little stories

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about little Johnny, well, there's a little Johnny story

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for that, that little Johnny arrives late at school. And his

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teacher says, Johnny, why are you late? He said, because we

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left late. The teacher said, well, why didn't you leave

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earlier? He said, No, it was too late to leave earlier. So that's

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what we want to do here is we want to make sure that we can

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put tiny little change. So look at where the stress points are.

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For instance, how many of you find that you always arrive at

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the airport late, you know, you're under stress that can be

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very stressful. So just build that extra margin in and set,

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set a mechanism. So I figured out listen, we live in Atlanta.

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So we have the biggest and busiest airport in the world.

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And we have some of the worst traffic in the country. And we

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where I live is about a 40 minute 45 minute drive to the

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airport. So I figured out with margin with security with all

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that stuff. I'd now look at the time that we fly and I deduct

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three hours and I know I'll always be fine. And I've never

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been late. And in 30 years of traveling through the Atlanta

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airport, I haven't had that problem. So it's a tiny little

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change. What did I do? All I did is figured out a number. And

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just know I have to leave at this time. Because I'm flying. I

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don't I don't think about flying at six. I think it leaving at

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three. That's the difference. I made that switch. I have to

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leave at three for my flight, not our flight six, because if

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I fly at six, I'm always trying to work to the last minute. So

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these are these. And you think, well, why are we addressing such

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a tiny thing? Well, I've used personal example, but you can do

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this in your workflow. Think about your workflow. What are

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the standardized tiny little things like one of the big

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standardizations we've done throughout this course,

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everybody using Q. Why? Because it's not just making each of you

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organized. It's that when I hand you something in my team, or you

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hand me something, you know how I'm managing it, you know, it's

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going, I'm not just listing it, I'm queuing it up. It's going

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into the queue system, I'm queuing it. And because it's

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queued, you have confidence that because we're all using the same

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system. Now your confidence in your team members executing goes

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up. It's a tiny, perceptible, imperceptible change. But what

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starts to happen is we start to trust one another. Yes, the

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weirdest thing about people, it's the little things that

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matter. Right? It's the little things that matter in how you

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treat people, it's the little things that matter how you treat

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yourself, and these tiny changes to your workflow. So I was

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trying to think of a way on how I could fill my desk here where

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I am. Because I have tweaked this over a period of a year to

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Kaizen. I came and I set it up. And then I realized, well, I

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could tweak that. And I could add that. And I can put that

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little thing there. And I can put now if this this desk is

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like my command and control center here, very organized. And

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it's so but here's the thing. If I did it the Western way, what

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have I done? Okay, I'm going to plan out the whole thing now, right? I'm getting my paper,

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the computer's going in on by the screen, and then there's going to be a plan the whole thing,

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right? We always want to engineer the whole thing. So what we're doing is we're always using

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big words, re-engineering. I'm going to re-engineer, we're reorganizing, redesigning,

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you know, re, when you hear yourself saying re-something, you know, you've gone off the mark.

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You don't need to re-all any of that, right? To me, it's always amazing to me when a company

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suddenly has to, you know, crunch down and they have to lay off people. And my question is, well,

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if you could exist without them in the first place, why did you have them? All you admitted

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is that you're a lousy CEO, right? That's all you're admitting. So you could have done without

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those people. So what did you have all that extra? Well, we, you know, we're cutting our workforce

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by 10% and you go, okay, anyway, just a pet peeve about CEOs. What I'm getting to though is,

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why do we have to always do the big cuts? And I think I already shared the story of the steel mill

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where the board tried to force the CEO to lay off a large amount of the staff,

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but he didn't want to do that. So he called them all together and said, here's what we're going to

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do. Instead of a few of us suffering a lot, all of us are going to suffer a little. This is actually

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the Kaizen approach to laying off people. He didn't lay off people. He said, okay,

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everybody's got to take four weeks unpaid leave. That's a lot. Now you can spread it out. You can

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take a week here, a few days there. Now, if you can afford to take more leave, unpaid leave,

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then trade up with your friends. So the trading went on those who had a little more,

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you know, financial ability traded with those who didn't. And so they all suffered a little

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instead of a few suffering a lot. That's a perfect example of Kaizen being used,

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where you're looking at how do we make this the lowest impact possible? Finally, elimination.

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So we talked about firstly, optimization, standardization, and finally, elimination.

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Now we're talking about trying to eliminate things like, can I eliminate waste? Yeah, I'm wasting,

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you know, I'm wasting paper, I'm wasting this, I'm wasting that. I'm wasting real estate on my desk.

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I'm wasting space in my office. You know, the way I've organized where I've placed my desk,

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the way I've placed my desk, I've wasted, you know, I've got a wasted opportunity.

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So we're looking for those waste. This is wasteful elements that we just learned to look, you know,

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they just get a life and we just get used to it. And so what the Kaizen mindset is, it never gets

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used to anything. It never accepts the status quo of anything, right? So warning, once you turn this

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on in your brain, you can't turn it off. And so you notice optimizations everywhere, you know, so

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sometimes it can be a little tough. I had to do jury duty on Monday. And trust me, my Kaizen brain

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was fusing. The amount of, I think they did roll call seven times in the same group of 60 people.

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And I mean, as in going down the road, down the line with every single person's name.

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And I'm like, yeah, there's another way to do this. I can make some suggestions. So,

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and so eliminate waste or eliminate steps. Are there steps? Can I do this in three steps, not five?

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So let me give you a practical example. When I was creating the Edge program,

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the Edge came because of probably a 20, 30 year approach of being a leader. I've been implementing

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this in my own companies. And then when we started acquiring companies, I started to train

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those leadership teams. And then I realized that if I do this one hour a week, once a week,

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that was a huge breakthrough because I realized that was the Kaizen way to create cultural change.

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And when you heard, how did I say it to you when we first started? One degree a week will compound

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up, right? That's what I said to you. And that was my way of explaining Kaizen. So I could have done

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a, Hey, we're going to do a three day offsite or it's a, you know, one straight month of evening

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school. Or I could have come up with a lot of ways to do this, but I knew that the most effective way

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was to do the Kaizen way. So the Edge was a Kaizen way. And then I was challenged,

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can I get it down to one hour? And in fact, next year's version of it is going to be even a little

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more optimized because we never stop. We're always doing the Kaizen thing. So next year,

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the Edge will start like 10 minutes with the leader where I can tell him he has a power hack.

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This will work for your team. This will hurt working. This, this will stop it working. This

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will help it working. And then.

382
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We'll meet with the team and then we'll break out.

383
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Okay, so, you know, there's just,

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then the last one is eliminating time.

385
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Can you eliminate time out of how,

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maybe you've got three steps, but they're taking too long.

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Is there a way to make it take less?

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And again, you don't have to save half the time,

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you just have to save one minute.

390
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And so this mindset of constant micro change over time

391
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becomes a way of life.

392
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It becomes the way you cook,

393
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becomes the way you exercise,

394
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it becomes the way you do everything.

395
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And what happens with it,

396
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so I suppose in that sense,

397
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it is a little more than a habit, perhaps a lifestyle,

398
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but I'll give you one of the most simple ways

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is for instance, if you're somebody who cares about,

400
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for instance, your car being clean,

401
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because you just like driving around

402
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in a clean car all the time, which I do,

403
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I say to my kids, messy room means messy mind.

404
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And so the easiest thing is you clean your room.

405
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And so I expected clean rooms,

406
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and up to a point when, get past the parenting point,

407
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but then it's up to them.

408
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But for me, there was,

409
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I'm trying to think of which famous leader,

410
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it's one of the great generals,

411
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I'll think of his name in a second, American generals.

412
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And he said, the most profound thing you can do

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is make your bed every day.

414
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See, he had learned that it put order,

415
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it took a chaotic time, it helped you transition,

416
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and it started in order.

417
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And it's always amazing to me how people can get out of bed

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and leave it in a mess and go off.

419
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And to me, that doesn't let you do that.

420
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Doesn't allow that in your brain.

421
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And especially with military training,

422
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where we literally were ironing the bed

423
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to perfect corners for inspection, which is ridiculous.

424
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What we learned very quickly

425
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is you needed to put some order in your day.

426
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And you think these things don't make a difference,

427
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but they actually send your brain an amazing signal

428
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that you're worth it, that your life is worth it,

429
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that what you do matters,

430
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and that it feels like there's a standard of care

431
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to your work, a standard of care for yourself

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that continually gets better.

433
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And then one day you look back and go,

434
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why is my room always neat?

435
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Why is my closet always neat?

436
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And it didn't start because you reorganized your closet,

437
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it's because you fixed your sock drawer.

438
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And a few days later, you just organized the way,

439
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you know, whatever, your shoes are,

440
00:27:39.520 --> 00:27:41.480
or just the black shoes or whatever it is.

441
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So it's that constant tweaking,

442
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and then you look six months later

443
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and you have a very neat closet.

444
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Where did that come from?

445
00:27:48.640 --> 00:27:49.800
Not because you did...

446
00:27:49.800 --> 00:27:53.200
So we don't do the spring cleaning, we just live clean.

447
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No need for spring cleaning.

448
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So the big Western idea is to get rid of that.

449
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So the beauty of Kaizen, daily micro-improvements,

450
00:28:06.520 --> 00:28:10.480
and not just as a business strategy, but as a way of life.

451
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But I did warn you that once you turn this on,

452
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you can't turn it off, you see it everywhere,

453
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and you'll constantly tweak, tweak, tweak, tweak,

454
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all the time.

455
00:28:21.160 --> 00:28:24.400
So it is, I think it's a lovely way to live.

456
00:28:24.400 --> 00:28:25.240
Questions.

457
00:28:26.560 --> 00:28:28.160
How are we doing for questions?

458
00:28:31.760 --> 00:28:33.480
Jenny says she loves sweet tea.

459
00:28:34.800 --> 00:28:37.200
That's because you married a Southerner, Jenny.

460
00:28:37.200 --> 00:28:42.200
Oh, no, I know most people love it.

461
00:28:44.560 --> 00:28:46.000
Okay, so you've got the workshop,

462
00:28:46.000 --> 00:28:48.080
I'm gonna hand it back to you, Jalen.

463
00:28:49.680 --> 00:28:52.120
All righty, and I don't know if you saw this, Dion,

464
00:28:52.120 --> 00:28:55.000
but Robin said it was Admiral McRaven,

465
00:28:55.000 --> 00:28:56.600
that might be the person.

466
00:28:56.600 --> 00:28:58.040
Oh, thank you.

467
00:28:58.040 --> 00:28:59.160
Yeah, thank you, Robin.

468
00:28:59.160 --> 00:29:01.440
Yes, it is.

469
00:29:01.440 --> 00:29:03.200
Yes, thank you.

470
00:29:03.200 --> 00:29:05.680
All right, well, we're going to step right

471
00:29:05.680 --> 00:29:07.640
into our breakout rooms now.

472
00:29:07.640 --> 00:29:09.160
The worksheet is in the chat,

473
00:29:09.160 --> 00:29:10.440
so you'll have an opportunity

474
00:29:10.440 --> 00:29:12.840
to discuss the material as a team.

475
00:29:12.840 --> 00:29:14.880
And then if there are any solo leaders,

476
00:29:14.880 --> 00:29:16.920
you can just join the room call general,

477
00:29:16.960 --> 00:29:18.600
and then we will come back at,

478
00:29:18.600 --> 00:29:21.560
I believe, 1.55 p.m. Pacific time,

479
00:29:21.560 --> 00:29:23.400
and we'll have some time for Q&A.

480
00:29:23.400 --> 00:29:26.640
So let me go ahead and open up those groups,

481
00:29:26.640 --> 00:29:27.920
those breakout rooms,

482
00:29:27.920 --> 00:29:29.680
and if you need any help getting there,

483
00:29:29.680 --> 00:29:31.240
you can let me know.

484
00:29:32.640 --> 00:29:34.600
There we go, everybody's back, I think.

485
00:29:37.760 --> 00:29:39.760
I think we got everybody back, have we?

486
00:29:40.800 --> 00:29:44.560
Yes, it looks like all the breakout rooms are closed now.

487
00:29:45.000 --> 00:29:47.160
I've dropped that video

488
00:29:47.160 --> 00:29:50.240
that Robin so kindly reminded me of,

489
00:29:50.240 --> 00:29:53.960
and so there, Admiral McRaven,

490
00:29:53.960 --> 00:29:58.200
it's how to change the world by starting to make your bed.

491
00:29:58.200 --> 00:30:00.040
So it's very good, it's a fantastic.

492
00:30:00.000 --> 00:30:02.080
speech, I just dropped it there. If you want to click on it and

493
00:30:02.080 --> 00:30:05.680
watch it afterwards, that'd be fun. It's only about five or six

494
00:30:05.680 --> 00:30:09.240
minutes, and I think it's had several million views. So you'll

495
00:30:09.240 --> 00:30:13.160
you'll enjoy it. Very inspirational. Great speaker.

496
00:30:15.000 --> 00:30:16.200
Over to you, Jaylen.

497
00:30:17.440 --> 00:30:21.320
All right, well, this is our q&a time. So if anyone has

498
00:30:21.320 --> 00:30:24.880
questions that came up during your breakout rooms, or just

499
00:30:24.880 --> 00:30:26.800
have thoughts that you want to share, we'd love to hear some of

500
00:30:26.800 --> 00:30:30.200
the ideas you came up with. So feel free to put that in the

501
00:30:30.200 --> 00:30:32.840
chat or raise your hand and let us know. We'd love to hear kind

502
00:30:32.840 --> 00:30:35.280
of what you are taking away from Kaizen.

503
00:30:37.000 --> 00:30:39.800
Yeah, I think we should pick on people. What do you think?

504
00:30:42.200 --> 00:30:43.520
A little scary, but

505
00:30:44.360 --> 00:30:47.080
Robin, you're always, you're always good for it. Thank you.

506
00:30:48.400 --> 00:30:53.400
Yeah, um, you know, what we ended up doing was looking back

507
00:30:53.400 --> 00:30:58.520
over our time here at NOAA and finding little tweaks and little

508
00:30:58.880 --> 00:31:03.360
places where we save time, you know, and we just, we were just

509
00:31:03.360 --> 00:31:06.640
having a great time. We didn't want it to stop talking about

510
00:31:06.880 --> 00:31:10.400
how you know, we implemented without knowing what Kaizen was,

511
00:31:10.600 --> 00:31:14.400
but implemented all the things that you were talking about. And

512
00:31:14.400 --> 00:31:18.320
now we're just, we just have a name to put on on it. So that's

513
00:31:18.320 --> 00:31:20.760
what we were having fun doing. And, and by the way, Rich, we

514
00:31:20.760 --> 00:31:25.160
don't want to go from 170 to 210. We want to go from 170 down

515
00:31:25.160 --> 00:31:30.200
to 100. If we can, so they'll understand what I'm talking

516
00:31:30.200 --> 00:31:30.560
about.

517
00:31:31.160 --> 00:31:34.320
There you go. Well, that's good. Now you have a name for, I think

518
00:31:34.320 --> 00:31:37.640
part of the course and what we're doing is to give you common

519
00:31:37.640 --> 00:31:40.720
language. Because now you can speak in whole concepts and

520
00:31:40.720 --> 00:31:43.520
everybody knows what you're doing, you know. So when you

521
00:31:43.520 --> 00:31:45.680
finish thin slicing, you do your pitch, you finish your

522
00:31:45.680 --> 00:31:49.880
presentation, you do a playbook, and then you Kaizen it. You guys

523
00:31:49.920 --> 00:31:51.360
just understood everything I said.

524
00:31:53.560 --> 00:31:57.240
There you go. That's good. Thanks for sharing. All right.

525
00:31:57.600 --> 00:32:00.400
Who should we pick on? How about Deb? You're ready. You had the

526
00:32:00.400 --> 00:32:05.440
big, Deb, you had the big win for the week. What was some of

527
00:32:05.440 --> 00:32:09.720
your, what were some of your takeaways from today?

528
00:32:09.720 --> 00:32:19.280
Oh, I, we, we, I'm listening to this YouTube by accident. So I'm

529
00:32:19.280 --> 00:32:20.560
really confused.

530
00:32:22.520 --> 00:32:23.320
Did you click on this?

531
00:32:23.320 --> 00:32:29.480
I've got both of you going on. But we, us, us, us women in the

532
00:32:30.680 --> 00:32:35.560
in the general solo group have decided that after, I think the

533
00:32:35.560 --> 00:32:40.800
exciting thing is after this, this, the next five weeks are

534
00:32:40.800 --> 00:32:44.720
over, we're going to continue to get together because we're, we're,

535
00:32:46.320 --> 00:32:49.880
you know, we're all independent, often different areas and all of

536
00:32:49.880 --> 00:32:52.680
you folks that have companies that you work for, you guys are

537
00:32:52.680 --> 00:32:55.000
going to get to see each other and keep practicing and

538
00:32:55.000 --> 00:32:59.640
everything. And so the four of us want to continue to encourage

539
00:32:59.680 --> 00:33:03.720
and go deeper and learn lessons from each other. So we're going

540
00:33:03.720 --> 00:33:07.520
to start planning. It was Addy's idea. He was the one who

541
00:33:07.520 --> 00:33:13.440
suggested it to get, continue to get together weekly. And so that

542
00:33:13.440 --> 00:33:18.240
was, that was kind of toward the end of our discussion after we,

543
00:33:18.480 --> 00:33:22.120
we laughed with each other about the number of pencils that we

544
00:33:22.120 --> 00:33:24.800
have in our pencil holders, and that it would just be a real

545
00:33:24.800 --> 00:33:28.400
small task to go through and decide which pencils we want to

546
00:33:28.400 --> 00:33:32.320
keep and which ones we want to get rid of. So anyway, thank

547
00:33:33.320 --> 00:33:34.440
you. Thank you.

548
00:33:35.960 --> 00:33:38.800
Great. I'm glad I asked you. Okay, back to you, Jayla.

549
00:33:39.600 --> 00:33:43.400
Awesome. Thank you for sharing. That is so incredible to hear.

550
00:33:43.680 --> 00:33:47.720
And that is it for week 35. Wow, we're getting to the end you

551
00:33:47.720 --> 00:33:51.520
all. And don't forget after this call, you can fill out the end

552
00:33:51.520 --> 00:33:55.480
of call survey, let us know, you know what your takeaways are and

553
00:33:55.480 --> 00:33:59.320
just how this is going for you. And we will see you all next

554
00:33:59.320 --> 00:34:01.040
week. Happy Wednesday.