Hello, hello. Welcome in. Happy Wednesday, everyone.
You all are feeling very, very celebratory today.
And very fun. My fellow 40 weekers.
This is week 40 of the edge training, we have made it to this point together, and we're all in a celebratory mood.
I hope so that's our weekly win for today. So if you guys know that that's our weekly win is that we all went through this 40 weeks, and we learned so much, and we've come out the other side forever changed we can't go back before cue book before
buckets thin slicing deep work. There's not a time before those tools right.
We're gonna all shake our head yes that's right Jenny.
Yeah, we're so happy to have you all here with us. Truly we are very much celebrating this time that we've spent together and we've got a lot planned.
I'm sure that a couple more folks will be jumping on here in in a little bit but Dionne it's a, it's a very big day and I know you have a lot to cover. So, I will hand it to you.
Thanks Jenny Yes welcome everybody. So yeah, congratulations for getting to this point, all the formal training parties over. So today's the day of celebration.
But it's always good practice as a leader to hit the pause button for your team and remind them again of the distance they've covered.
And I know it ceases to amaze me how effective that technique is. Sometimes if you've had a big week for your team, just taking two minutes and saying hey, just so we can think about this week we knocked off this, and people go wow that's, that's pretty impressive.
People just literally forget. And also, they don't always have the big picture of what everybody in the whole team did.
But when you put it all in one go, you realize how impressive you all were. So I thought it'd be fun for you to have that experience today. So here's what happened over the last 40 weeks.
It's going to be a long session is going to reteach all of this take about seven hours will be done, you know, long before midnight, you'll be fine.
All right, here we go. Summary of what we're going to do. I see Tyler's joining us there. Okay.
We started off right at the beginning. And we started talking about the whole thing of how do we move from just success to prime? What does prime mean? Prime means creating that kind of value, high value culture that can function even if the founder was removed.
And then we've got into what are we doing? Why are we doing it? How do I fit in and we came up with one line job descriptions, one of the most powerful ways to get a team to all function together.
Then we talked about using the entire fireman's net idea. So the fire firefighters net, sorry, I didn't mean to make it firemen old, old language, the firefighters net idea, and everybody pulling on the net, who should be have hands on the net?
How do we pull and tension is a sign that you're in balance, a lack of tension shows nothing's happening.
So the idea isn't to get a lack of tension, the idea is to get the right attention. Then we talked about the triple bottom line. How much money are we making? How many people did we reach? New customers did we really reach and help? And how alive is the team that we lead?
From there, we went on to creating a culture of trust. And we talked about why a trust culture, why it's a certain risk for the leaders initially, but ultimately, it's how we create a team of leaders, not just a team with a leader.
Of course, we hit the ever popular queue management, and the whole thing of queue book, now you don't just write it down, now you queue it up. And we talked about the idea that when we all know, and we all use the same system, what happens is, we all get to trust one another.
Because we all know that once you've got in your queue book, we know what you're doing, we don't feel like we passed you the ball, then we have to run up there and check that you're going to kick the ball and know what you're doing.
Because we know you got once it's in your book. We talked about getting work done at work. And we talked about the three types of work. We talked about deep work, focused work and general work, or, hey, deep work is like being out in the mountains where you're just locked away for hours uninterrupted, and you work on something new.
Focused work is more like two hours uninterrupted, but you're working on existing work. But what you're doing is you're batching stuff together. So you can get that idea of cut down the switching costs. Remember, switching costs creates mental fatigue, you're tired at the end of the day, because you were switching too many times in the day, it takes 20 to 40 minutes to switch every time, even though you've moved too many times.
the next task, you're still switching too fast. So the idea of batching stuff together to release
that mental fatigue. And then we talked about, we got into the real nuts and bolts of deep work,
the different types of deep work. And we settled on the idea that at a minimum, you should be
doing one deep work session a week where you're working on something new. Deep work isn't just
you getting existing work done, that's focused work. And then we got into the fun discussion
about deciding what done means. And all the perfectionists said, yay. So that helps you
from stop being a perfectionist, deliver us from perfectionism, right? So we decide what done
means. And also a great way to communicate. Somebody gives you a job. Hey, what does done
mean for you in this? And it's amazing how that creates a tremendous clarity of expectations,
setting and delivery. We got into the six hats, the six ways of thinking about anything. There
are only six ways of thinking about any things that we use colored hats. After that, we talked
a lot about how to be a change agent, how to be part of the changing mechanism. Don't be dragged
through this process of cultural change, become one of the change agents. And what does that mean?
And of course, we went from that into finding delight at work. And so we looked at the whole
joy table, you know, contribution versus joy in the four squares. And we use that four square
model for almost everything. I hope you use it for figuring out which is your best vacation,
money versus fun, you know, and you find out, hang on a second, there was a low money, high fun value,
how do I have more of that block? So we always worked out, you know, how we use the four square
method. We got into courageous leadership, why it takes courage to engage in change.
And we talked about, you know, as leaders, what it means for us to take a risk with our team,
to invest in them. Why it matters that we create, we want the people who leave us to be
the smartest people in the room when they do. We want their lives to be deeply enriched,
because they were with us, because they experienced such a healthy, vibrant, life-giving
culture. And then we went from that into the two hats that create relational space, that whole
thing we told about the father firing his son, you know, and remember that whole story. So the
whole idea of that some of us work with family members and having different hats helps.
And it says, which hat are you wearing? And it just gives permission to create a lot more
relational space. Of course, we jumped into the big innovation thing at that point called
shaping up, creating thin slices, doing pitches, and presentations, and going through that,
shaping up where we get innovation, working at every level of the organization, and everybody
becomes an innovator. We had some fun with a five-second rule. And, you know, countdown,
five, four, three, disrupt all the old mental habits in your brain and hit them on pause,
countdown, your brain goes, what, what's happening? And then you're able to take action,
overcoming the old way of thinking. Now, of course, we got into how to power start projects,
we pulled that all together and landed on S-T-A-R-T. What's the thin slice? What's the
target? IE, what does done mean? How do we take that first baby step and act? Then we hit the
reset by counting down five-second rule. And then we do microbursts of energy to get momentum going
for full 10 minutes. And when you do that on any project, there's nothing will stop you, you'll be
like a machine at that point. And then we talked about how to create powerful playbooks. Part of
your career development is that you capture the processes that you use, and then so that you can
pass them on to others. So the whole idea of playbooks, how to create a playbook, we use the
four Cs, Dan Martell's concept of playbooks. And as we continued on, we got into the 70-20-10 rule,
why we have to do a bunch of average work, or even junk work to get to the great work,
and there's no shortcut. You have to create junk work to get to average work to get to great work.
So get it done quickly, fail fast, fail forward, get through it and become brilliant at what you do.
After that, we talked a lot about how to be a brilliant project manager, we came up with a
very simple way of managing all the stakeholders in a project, how to set expectations, how to
lead through that process. And then we got into leading three types of people, you remember that,
the wise, the foolish and the evil, and each one needs a different strategy.
And how you can tell them apart, you remember that wise person says, thank you for telling
me that negative feedback. I really appreciate it. And what is the foolish person deflect deflects,
not my fault, I didn't get the email.
email, nobody told me all that deflection stuff. And then we
can use containment as a strategy there. And then we
created a playbook for hiring great people. We talked about
the four interview process, how we sometimes we're so quick to
hire people, then it doesn't work out. And then the cost of
that is enormous. And they say, well, you know, I don't know if
I have time to do four two hour interviews. Well, give up those
eight hours up front. But we seem to have enough time to hire
somebody for six months, and then figure out doesn't work. As
we go went through that was, of course, from SpaceX. And then we
talked about scaling your business by working backwards,
starting with the end in mind, what's the customer we work
backwards. From there, we talked about how to the perfecting the
art of showing up, this was really fun, because we went
into a whole bunch of neuroscience, secrets and
habits. And the whole idea there was how to give you cognitive
control over what you're doing. When you feel you have mental
control over what you're doing, you know how to make a
contribution. We got into reframing, and negative
reframing. And we talked about using things like inversion,
start with the opposite, you know, reframing something that's
so hard, what if it's not, you know, we had a lot of fun with
that. And then we talked about upgrading your meeting culture,
what kind of meetings, how do we run meetings? How do we make
those effective? And that meetings are the last action of
result, last resort is we jump into a meeting, and all the
other ways. Got into some economic stuff around, how do
we take our contribution to the next level. And we realized that
as individuals, we can make this huge contribution. And we talked
how looking for that 10x, looking for that missing zero,
how can I 10x my contribution? We talked about growth
strategies, you know, if you tweak processes, you get a 10%
gain. If you add a new product, you could get a double your, you
know, 100% gain. And then we talked about 10x strategies
again. Necessary endings, well, whole pruning. Remember the
pruning thing from Henry Cloud? That was a brutal conversation,
you may remember. So what's dead and taking up space? Oops,
that's a tough conversation. You know, what's sick and not
getting well? And what's good, but not great? And those are
always tough questions. We got into how to make work feel
effortless, and the whole thing around making work feel
effortless. And that was around Greg McKinn's book, called
Effortless. We talked about Kaizen, making that a way of
life and work. I need gradual improvements in a slow, like a
slow ramp, or we called it free change, feels free, because
you hardly even notice the change. But you look back after
six months, you can't believe the height you've gained. Making
things less dumb. At SpaceX, it's known as the algorithm. I
think it's known as the algorithm at Tesla as well. And
that's the whole thing about going through the process and
not optimizing things that shouldn't exist, just delete
them. And from there, we went to black box modeling, which is a
nice economic exercise on how to quickly back of a napkin decide
do the economics even work for this? You know, do we know what
the main thing is here? Let's get to it quickly. And we had a
great conversation in week 38 on existential flexibility. We
talked about, you know, blow up your own products before the
market does that takes courage. And we talked a lot about all
the different components about what makes us flexible. And
what is it about bringing real meaningful change to our
customers. And then last week, we had a very interesting
conversation around the art of innovation from Guy Kawasaki.
And that was just really fun, because we got into the whole
thing of, you know, things like, don't worry, be crappy, you
know, ship it, get it done, learn, learn, learn, go, go, go.
And it sounded like the opposite, but it was really how
do you jump the curve. So all of these, all of these components
are all best practices. You know, that we got from different
companies, we built this into our culture. Why did we do all
that? We did all that, because we wanted you to give you an
incredibly powerful toolbox that you can draw on whenever you
need to. We wanted you to know how to feel in control,
cognitive control of your own space, that you actively act
like a leader, and manage your own contribution, and then look
for ways to 10x that contribution. Because when you
bring that level of contribution, you will be, your
career will rise. And so for some of us who was learning the
concepts
of leadership for the first time at this level. And that all
leadership starts with self-leadership. So the simple
things, and I have learned, there's some people, you can
give them tools all day long, they just won't take any of
them. They don't want them. You know, not much you can do about
that. But what you can do is create a culture where you
normalize it, because what you're doing with these tools,
you're moving the learning curve, the gradient up. And so
you have to call people to invest in their own growth. And
as they do invest in their own growth, you got to make sure you
keep up with them, because some of them will grow faster than
your ability to grow. And you'll have to keep making space for
them. And that's great. That's a great problem for a leader to
have. Okay, so how was that summary in 10 minutes, 12
minutes, whatever it was, it was all you could have just skipped
the other 39 weeks arrived at this and you were good, right?
No. We do know that it takes one degree per week, turning the
temperature up until the ice melts, right? We know that. So
here's what I want to encourage you, as you look to next year,
you may want to go through this all again, because I found that
the first time around kind of just lays the groundwork, get
some, you do get some benefits, no question. But you probably
got 30 or 40% of the benefit. Some of you may be looking at
this and saying, you know, we don't have thin slicing working,
or we still don't have that we still don't have whatever.
That's okay. That's okay. Be patient with yourself with your
team. But if you do it the second time around, people go,
Oh, now I get it. Because now they're seeing the architecture
of the whole thing, because this leads to that which connects to
the next thing, they seeing the big picture now, now it makes a
lot more sense when they're going through it the first time
that is hearing this new idea, that new idea, that new idea,
every week, there's something else. And we did design it very
specifically. So we didn't hit all the big needle moving things
in a row, we hit the big, one big needle moving thing. And
then we backfilled it with a lot of supplemental smaller things
that rounded that out. And then we hit it again and rounded it
out. So the idea was that when you were done, you had a new way
of working that you've changed your working memory, so that
you're batching stuff together. So you're not so exhausted at
the end of the day. You're not you're managing interruptions,
you have cultural permission to turn off stuff for four hours,
so you can do deep work. You innovating all the time you're
thinking about how do I act like an owner? How do I bring, you
know, upgrade my my contributions? Okay, that's
enough of all the summary. I hope you had fun doing it. I had
a tremendous amount of fun sharing it with you. And we you
got a new version of several of these we had never done before.
Some of this was brand new. We'd never done playbooks before.
That was completely new. We took the existential flexibility to
a whole much a much clearer, simpler level for small
companies. We added in this time, we used a couple of
meeting culture was new. That was a completely new component
that we built in. And we'd never done formally done blackbox
modeling before. So you got a bunch of new stuff no one else
got. Next year, we'll upgrade it a little bit more. And of
course, you guys are welcome to join. Because you're the
founding members and you get to do that if we if and when we get
to run the edge again next year. All right, what I'm interested
in knowing is what of all the things we just said, what helped
you the most? What things have become part of your working
memory? Doesn't have to be perfect, but for the most part,
it's there. So I'd love you to be bold and put your hand up.
And I'd love to bring you up on the screen and then you know,
get a nice full screen so we can all see you. And then just tell
us what changed for you, what helped? You know, and so it asked
two questions, what helped and what are you still looking
forward to implementing? Like, I haven't quite got that thing
down, but I'd like to get it. You know, that's okay. There's
there's patience for all that. Who wants to be the bold one and
go first? All right. As always, Robin, lead the way. Let's get
Robin up on the screen. We can always count on you, Robin.
All right. Yeah, well, I appreciate it. You know, I,
because I I'm just getting as much as anybody out of this
during this just a little bit. So I think we're the main thing
that sold that brought me into this whole thing was the fact,
number one, that we could bring our whole team. I mean, that's
unheard of to be able to bring your whole team into something
like this called the edge and get the leadership training, not
just for yourself, but also directly from the training.
to our team was amazing.
And so the reason why I like that is because
I'm a big believer in finding leaders from your staff,
from your people that are in your company already
and bringing them up into a leadership position.
And that's exactly what we've done.
In this 10 months that we've been working here,
we've been able to take one of our people
that was on the call for the most part
and got a lot of this training
and bring them into a higher leadership position
than they already are.
And the second thing that I got,
I really liked the 10, 100% and 10X model.
And in the 100%, what I heard was in order to get that 10X,
you needed to have a whole new company.
Use the example of Hewlett-Packard
and how they competed against themselves.
So what we did, we did the exact same thing.
We started a whole new company, if you will,
still under the same company.
And so we're using that to grow exponentially
in a 10X way that we wouldn't have been able to
if we were just staying with our current company.
So those are some big, big wins
that we got through this whole thing
that we were going through for the last 10 weeks.
And the last thing I'll mention is
I really have seen our team become owners.
They talk like owners.
They act like owners.
They do things that tell me they own this company.
It's not just one person, it's the whole company.
And so that was a real big plus
that we got through our training here.
Thanks.
Wow, that was huge, Torben.
That's fantastic.
Thank you for sharing.
Let's bring Addy on.
There we go.
By the way, Team Brilliant,
you're welcome to join in the conversation here.
Go, Addy.
What changed for you?
Well, I don't have a team.
I'm a solopreneur and I joined this program,
this leadership program thinking,
well, I believe I will have a team soon.
So I want to knock the door.
So we call Dia, can you let us in?
And then here we are.
And the crazy thing is after I came in,
just the teaching started to challenge me
with, am I clear?
Is this really, really, really, really
what God wants me to do?
So that led me into this,
was just both this training
and then the two-state training,
those two, trying to process those two together
evolved something new.
Now I'm totally in a new place,
going into a real estate investment.
And the one thing that made a huge,
and then the funny thing is it was in August,
the Lord just switched everything.
And in that month,
Donnie, you were talking about perfection of showing up.
So how do I show up in this new identity
that God is calling me to be?
Oh my goodness.
So that completely,
it was like the timing is unbelievably lined up.
It just felt like I was like moving with a grace
like every single week.
And now I am totally invested in this new place.
And-
That's great.
And I can go on and on,
but again, deep work is another thing
that I discovered the new me and the deep work,
what I can bring to the table.
So thank you.
That's huge.
Thank you.
Thank you for sharing.
I appreciate it.
Thanks for telling us.
Okay.
Who else have we got?
Tyler, you're up next.
There we go.
Let's get Tyler on the screen.
There he goes.
Okay.
Go for it.
All right.
So man, the training overall was just,
it was a lot and I'm very thankful.
I would say that QBooks was like,
it was very simple,
but man, it was so impactful to our team.
And then noticing that every other person
was doing the QBook
or that started to get in as we went going.
And I think that was really, really impactful.
Taking cognitive control over our thinking.
And so it was much more than just writing down
what we're doing for the day,
but actually training your brain to know where things are
and being able to map it was pretty awesome.
As far as the things that I would like to do or take work on, I guess, would be deep work, playbooks, and joy, table, like that.
Those are just things that I need time for, and I got to create the time, but I'm really thankful for the archives, thankful to be a part of this, thankful to be at the founding class, if you will,
just because it's stuff that I can rewatch every day, almost, to get better. So, so thankful.
Right. Thank you, Todd. I really appreciate it. That's fantastic. I thought I saw somebody else's hand go up. Did I see that?
Okay, we need more brave people. There you go, Amber, go for it.
Let's get Amber up on the screen.
There you go, the stage is yours.
I, of course, also am part of Tyler's team, so QBooks has been something that definitely has, as you can see, my board behind me is also in my QBook, but it just does help me keep focused on being able to, there's so many things for everything that I do each day,
and so to be able to, like, shut off the other things and only focus on the thing that I have queued up is definitely been beneficial. The other thing that has been helpful is there's just some things that I don't like to do at work, and so thin slicing has been a way that I can start those projects.
And typically, I don't remember what it's called, but, like, rapid fire, I don't remember what you call it. I don't remember that, the specifics of it, but, like, starting it and devoting, like, that first, I can't remember even how long it is, but usually I start it and I really push hard and I stay focused for the little bit of time that it is.
And then I find that I'm in the project and I'm working on it and I'm completing it and doing it, even if I don't like it. And so that's been something that's helped me push through on the things at work that are challenging to me or something that I just don't enjoy, but they have to be done. So that was very helpful for me as well.
That's great. It was microbursts and they were 10 minutes.
Microbursts.
There you go. But you had the concept and, more importantly, you were using it. So that's fantastic. I love that. Yeah, I love that. Thank you for sharing with us. Okay, who else have we got? Some more bold people. All right, go, Jalen.
All right. Can you hear me? Oh, perfect. Okay. Looks like I was muted. Well, I love this because, I mean, even though I'm on Team Brilliant, we are going through a lot of this training with you all or adding layers and levels to what we've already learned. And I just love, like, I think of the name, The Edge, and I feel like that's really what it has done for me.
It's just given me, like, that extra little oomph in terms of being a leader and, like Robin said, being a person who can think like an owner. And I think, for me, some of the tools that have been most impactful, QBook, I think that's the top one, is just giving me the ability to have that cognitive control and being able to trust in my system.
And even Buckets, just having that permission to own my contribution, permission to own my time well, and knowing that that's respected within the company, and we're all kind of on the same page with that. And then even Deep Work. I think that has been something that I'm still growing in, but I love it because it gives me permission to innovate and be creative and to think outside of the box of what, you know, my typical role is and just to get creative, you know, and to bring my A game to the company and my ideas.
And yeah, just generally speaking, I feel like this has been something that's gonna really just propel my trajectory in my career. And I love that I get to learn all of this at a younger age, because I just can't wait to see, you know, how these are going to build on each other and just, yeah, the future contributions I'll get to bring to the team. So thank you, Dion and the rest of team Brilliant for the training.
Oh, thank you for sharing. I appreciate it. Yeah, it's always interesting, because I think that, you know, I asked team Brilliant to comment and jump in, because sometimes one may have the impression that we've been there, done there, we got it all working. Yeah, that's not the case. So, you know, for some of us, we had to go through two or three times, you know, so if you found that you didn't get everything, do it again, do it again, you know, you owe it to yourself.
Investing in yourself and your career, investing in your leadership. It's just one of those things I found, even in my own leadership, I teach this stuff. And every now and again,
I go, Oh my goodness, I must remember that. I should do that.
That sounds like a great idea. That thing that I teach. Yeah,
we should I should do that plan. So hey, be really patient with
yourself with this. And don't feel you missed out. You didn't
miss out anything. You got the materials now. But do something
every week for yourself. And if I would encourage you as a team,
if you can keep this one hour a week going, and you know, and
even if you go back to an old replay, or just talk about it,
you know, so let's do that. Francis, let's get you up. I
don't know what time it is in Dubai, but I'm sure it's early
in the morning.
Yeah, yeah, it's, it's 130 here. And I'm so grateful for this.
This opportunity, which I got from Team Brilliant. The reason
being in the last nearly three decades, this has been a really
phenomenal year during which I got to hear quite a lot of new
concepts. Never have I heard so many different innovative
concepts. And in terms of specific things, which we could
roll out was the concept of team of leaders. That was so
phenomenal. And I not only in my in multiple teams, I could make
the people ensure that all all contributed to the discussions
and the process. So team of leaders made a big difference
and not a leader. Yeah. And then the meeting culture. So that
also has brought down the unnecessary meetings and the
useful meetings and the way in which each meeting is
structured and thinking behind it. That has also helped much
the playbook playbook also in terms of improving the processes
procedures, listing it down and improving it. Though that also
has helped us much. There are a lot of things in fact, which has
gone into the work, but I'm not able to articulate it well. So
but definitely, I would definitely love to do the deep
work as well as the focus work. And Dion, you mentioned that at
least one deep work per week, I really look forward to as a
great milestone I would like to achieve.
Wow. Well, you articulated that beautifully, Francis. Thank you.
Thanks for sharing. That's so good to hear. I love that, you
know, this stuff works no matter what you do, you know, whether
we have, you know, doesn't matter what kind of business we
run, when people are involved, it's the same thing. Powering
people, you know, it's amazing. A lot of there are a lot of
people out there who who are productivity gurus, and they all
focus on they make the same three mistakes. So when you're
looking at new courses and materials, watch for these three
things. One is they focus on the process, not the people. We
spend a lot of time focusing on the people, giving people power,
team of leaders, empowering them, because empowered, you
know, empowered people create, will innovate and create
fantastic processes. They all come up with the processes. And
a power culture can pivot really quickly. But the process breaks
when you have to, when you suddenly have to pivot. So
that's why culture will eat strategy for breakfast all day
long. And the second big mistake that I've seen here that they
make is they try to do it too quickly. Right? Let's do a three
day off site. Let's take a one week training. Let's do this
list. And it's the sort of compact thing, not realizing that
culture takes time, people take time to change the way they
think, change the way they work. And they have to hear it
multiple times. And I think the third thing, where they've made
a mistake is when the leader is not directly involved. Because
the leader is the one who gives permission for the cultural
change. This is really important. You know, I was
speaking to a company, and they said, I paid this company from
this, I paid this lady, and she came in and gave her 150,000. I
thought you could have got there for 20k. But anyway, 150,000.
And, and we have no idea what she's doing. She had a team
saying stuff, I still can't find anything, nothing still runs, the
trains are still not running on time, nothing works. You know,
and I'm thinking, that's the big mistake, we spent a lot of time
positioning the main leader as the hero of the story. They
brought you in, they paid for this, they gave permission for
this, they could have bailed out at any time. But they didn't,
you know, so to all the main leaders who, who are here, and
those who will listen afterwards, thank you for doing
that.
because you are the hero of the story.
And then for all the rest of you,
you stepped in into your own leadership role.
And so you're the hero of that story.
So I do love that.
Jenny, let's have you up on the stage here.
Okay.
And there you go, so.
Well, I think I have two different,
two viewpoints to present here that I really appreciate.
First, as someone leading a team,
what I love about the Edge training
is that there's always a solution for whatever arises.
And I find myself referencing anything throughout the week
with, okay, if I'm feeling pressured,
I'm not utilizing a tool correctly.
Or if I feel like I've run out of time,
what tool am I not implementing that we've learned?
And so I have this library of resource to go back to,
to refine my workload, no matter what is going on.
And there are times where I get to go back
and I get to refine a tool.
I'm doing that with QBook recently,
these last couple of weeks.
I'm really focusing in and refining how I use my QBook
so I can get the most out of it.
And then what I love for the team aspect
is that there's a common language
and a shared culture of trust.
And I appreciate that this invests heavily in our team
and it equips and empowers them
really to lead their contribution
so that we are a team of leaders and they can innovate
and they can do their work from a place of rest
and they are energized and it creates this environment
of joy and delight at work.
And that is invaluable.
That right there is worth the price of admission
to have a team that works from a place of joy and delight.
So I really appreciate everything that the Edge is
and go back to it often.
And sometimes I even, true story,
just scroll through and read just to say,
okay, what is it that I need to refresh
or I wanna go and implement for fun?
There you go.
I appreciate that.
Thank you.
I see that we've got some new people coming,
still jumping on.
Okay, so anyone else?
Make sure everybody gets an opportunity
who wants to speak to speak.
So I know maybe you can drop in the chat there for a second.
What thing would you like to implement?
If you're thinking about, we just read the list,
you've listened to people's different stories
of their own learning, what would you like to implement?
What if you, of the things that as you went through
and you thought, oh man, I really wish I could get that.
I really wish I could have that.
I'm gonna guess what it is,
but let me see what it actually is and then I'll guess.
Okay, so what would you like to implement?
Why don't you just drop that in the chat for a second
and let's take a second around that.
And while folks are doing that, Dion,
there's a couple of comments
if you would like to read from Danielle and Nancy
about the EDGE.
Would you like me to read that?
Yeah, yeah.
Oh, I've got a tremendous freedom and rest
in the team of leaders approach.
Love that, Danielle.
Thank you for sharing that.
Nancy, I love how this training not only helped
with the professional side,
but also spilled over into my personal life as well.
Positive impacts.
That's very true, Nancy.
Let me first comment on Danielle's one.
So I think this idea of team of leaders
creates a lot of space to grow,
creates space for people.
You don't feel restricted, you feel trusted.
And when you feel trusted, remember the neuroscience,
the brain chemistry actually changes.
When people feel that they're not trusted,
their brain chemistry changes into a very negative mode.
And we actually literally putting poison
into every cell in the body.
That was a huge research.
I was shocked by that.
And then to Nancy's point about this will spill
into your personal life.
I mean, it really gets super practical, right?
Like, hey, I've got to fix the backyard
or I've got to do whatever project you're doing.
I just recently built a studio here in my office,
New Video Studios, you will know.
But I thin sliced that really tight.
And I experimented and tried things
and I figured out exactly what I needed
because I knew every thin slice,
I'll learn more and more and more and more.
Had I just gone and built the thing,
I would have made all sorts of mistakes
and wasted all sorts of money.
And I think it would have even taken longer.
But by practicing and getting all the thin slice
and you would have laughed at the contraptions
I built on my desk to simulate an actual studio.
There were buckets and things on my desk,
balancing cameras.
And I think, okay, if I was standing,
is it really worth this?
What am I?
really gaining from doing all these fancy screens
and all that.
So it really forced me to think very deeply.
Sue, let's bring you up on the stage.
There you go, Sue, let me, there you go.
Unmute you.
Okay.
Yeah, so I think the thing that,
well, I just feel like I have this whole toolbox
of exciting things that I keep forgetting to use.
And so I have to, I just keep going back to them.
But a huge thing that I have discovered is
when I'm overwhelmed,
I remember that what is the one thing that I can do
that will make the biggest difference in 10 minutes?
And it helps keep me focused.
It keeps me from getting distracted from all of the,
just like, it's just overwhelming with small things,
but I can do one thing that can make the huge difference.
And then I am talking about spilling it over
into my personal life.
There are things that I do not like to do at home
and my son knows it.
And so Sunday afternoon, he came in and he was like,
oh, oh, the candle's going, the jazz music is on,
mom is getting ready to make a difference in the house.
And it really cracked me up because yes,
it's spilling over into every aspect of my life.
And thank you so much.
Yeah, that's a powerful technique, isn't it?
To connect something you love
with something you don't want to do.
That's great.
That's so good.
I love that.
I love that power technique.
Thanks Sue for sharing.
Excellent.
Well, I wanted to see what is the things you want to do.
Okay.
Did I miss the main thing?
Did everybody pick deep work
or did a lot of people pick deep work?
It's usually deep work
or it's thin slicing and pitching projects.
Typically those are the two big ones that take a moment
to get going.
Making things less dumb.
Yeah.
Hey man, you've saved so much money and time
just deleting the algorithm.
Question the requirements and then delete so much
that you have to put something back.
That is the thing.
Then optimize and simplify.
Then make it go faster.
Okay.
So QBook, Danielle's mentioned QBook.
Hey, there are so many times with QBook
and we've got various other trainings we didn't do
on this course on QBook.
We've done some advanced things with QBooks.
There are some things that really work
once you got it up and working.
I think we did share some of them with you,
but maybe that's something we can implement next time round.
Do another version of QBook later in the course again,
just because it seemed to be a key thing
for so many people.
Pitch days.
Yeah.
Once you get pitch days working, everything changes.
There's a rhythm suddenly to your innovation.
There's common language.
There's expectation.
Even if people are thin slicing a little bit
in their own stuff, it's not the same.
Well, let's bring DJ on.
Don't have a video there, DJ.
But if we can get DJ on.
Yeah, I don't look very good.
I've got pneumonia and stuff,
but I just wanted to say one thing that I noticed
that I don't know if it's brought up
is that this has had an effect on our bosses too.
Like Robin's my boss.
And I went to him with this harebrained idea
on one of his very expensive properties,
the most expensive one he owns.
And I said, hey, can I just do this?
And he looked at me and he said, proof of concept, go ahead.
So the stress is on,
but not many bosses are gutsy enough to just,
I mean, they're the bosses, we're the grunts.
Here he treats us like equals and it's really nice.
And I just made a really huge agency connection
this morning and they're gonna send us referrals.
So it looks like it's gonna pay off and pay dividends.
And it was, he didn't even question.
And Bonnie, I don't wanna forget her.
She's, his wife, my other boss,
and she's been uber supportive
even though they have no idea what's gonna happen.
So I mean, it's really cool that it brings us all together.
So that's all I wanted to say.
Yeah, that's the great advantage of leadership.
Well, thanks for sharing.
Appreciate that.
That's fantastic.
All right, well, we have a few minutes left.
And as you're going through this,
as you're thinking about this
in terms of your own development,
whether you do replays of The Edge or not,
commit to ongoing development of your own leadership.
Look for the stuff that, look, it's a lot of work.
We try to do all the work for you.
There are a lot of leadership books.
There are a lot of great books.
start with, if you want to go into something deeper, start
looking at all the resources we provided, you know, the books we
recommended, books like, you know, the Art of Possibility by
Ben Zander. That book in particular, changes your whole
framework, it creates an entirely new paradigm for
leadership. It's the firefighter's net, but the
leader doesn't even have their hands on the net, they just the
ones, you know, coaching and coordinating, the teams got their
hands on the net. And when you can get it to that point, where
he calls it, the conductor is the only musician who doesn't
make a sound, and yet is probably the most skilled
musician in the room. They're usually a master of several
instruments. And so this idea of you make, you become powerful as
a leader when you make others powerful. To me, that's the
heart and soul of everything we're doing at The Edge. How do
we make you powerful? How do we set you up for success? And,
you know, the big productivity gurus come in and do their magic
and I've been part of those. I mean, they're very innovative
and so on. But what I've disliked about the general theme
of it is, okay, all the employees gather together,
we've got a new way to suck more out of you. In the eight or nine
hours you're at work, and we're going to make you fill in forms
and when they take snapshots on your camera, every 30 seconds to
make sure you're at your job. And I'm listening to this stuff
and I'm thinking, in what world does anyone want to work there?
So here's the good news. Those of you who've got this culture,
you do know you can hire one or two levels above your pay grade
here. People will leave those environments and come and work
for less to a smaller company with more risk just to get away
from that toxic stuff, where they're being reduced to a
little cog in a machine. And now we brought in this guru is going
to help the cog in machine turn faster, creates more friction,
but no worry, we'll just drown you in oil. I don't know what
the plan is. I don't understand that. But when you come in and
you put people first, when you make other people powerful, you
know, even if they leave, somebody asked me at the
beginning of this course, when we were first advertising, and
we did a, we did a webinar, I think we had about 86 different
CEOs come to all the webinars and all that. And one guy asked,
but what if we do this and the people leave? And I said, what
if you don't and they stay? So, right. So that's what it is. Why
not take the risk? What are we worried about that we all want
to enrich somebody's life and that we won't get the direct
benefit? Is that what we're concerned about? Well, isn't
that about being a contributor in the world? Isn't that about
giving more than you receive? And I think that is the thing
I'd love you to walk away from is you become powerful when you
make others powerful. And when things go wrong, then you say,
look at this mistake we made, you know, when DJ's plan doesn't
didn't work. And Robin gets up and Robin and Bonnie say, look
at the mess we made. But DJ's plan goes fantastic. And we all
go look at DJ, she's the hero, she's a genius. You know, so
that's, that is the culture we want. Everybody knows you're
doing that. But it doesn't change the fact that everybody
appreciates that you do that. I've taken risks with team
members and what that's blown up and then it's a we issue. They
we do it and it's a success. Look at the genius, look at the hero
we have on our team. So I think what happens is, we all need a
moment in the sun spotlight, we all need a moment where what we
do is seen, appreciated, and in some way recognized. And people
will give a lot to be part of a culture that genuinely and
authentically not just in a fake way, but genuinely doing that.
And so when we did the whole thing of how to as leaders, you
know, bring compliments and how to speak positively, how to call
people up, don't just call them out. When we did all that stuff,
you remember that we talked about this and we said, you
know, be really specific about your compliments. Don't be the
leader that was great job, cool, awesome, blah, blah, blah,
phrase generator, praise generator, blah, blah, blah. You
know, that doesn't mean zip in anyone's life. It's too, it's
just noise. But when you it's so easy in this day and age to
stand out as a leader, just by taking the time, recognizing
someone and appreciating them. So that's what I hope the culture
you're developing and I hope we've laid all the groundwork
and seed for that. And I'd love to see a year from now, where
each of you are. So maybe we should organize a celebration
for this group.
hear from now and say, what happened?
You know, what happened?
I'd love to see, because some of this stuff
is still gonna take root in your brain
and in your workflow and in your approach
and in your leadership.
So from me, I wanna say thank you to Team Brilliant
who are always on display, whether they want to be or not.
And for hosting and doing all the hard work
behind the scenes, I really do appreciate it.
They do so much and we'd not be much without them,
that's for sure.
And then thank you to you guys for taking the risk
and being our founding members and jumping in early
and being here every week.
We know the money is one thing, but what really costs
is that same hour every week.
And then many of you did it twice a week,
which is phenomenal.
We know that's a super big ask, we know that.
And we appreciate that you did that,
but we hope you got a massive return
on that one hour a week.
So thank you everybody, really appreciate it.
And for those in the US, a happy Thanksgiving next week.
And to all our international guests that jumped on,
Frances specifically to you and to the other
international folks that have been jumping on,
thank you for jumping on at all crazy hours
of the night to be part of these live events.
We really do appreciate it.
Thank you very much.