And I, when I go ahead, when I log into the app
and I hit the dropdown, I don't have access
to the edge training.
I only have the inner circle.
Oh, okay.
That's easy to fix.
And we can just add you to that quickly.
So, but if you go into the edge,
you'll see there's now nine modules.
And those nine modules are the,
they're designed to roughly run one month each, right?
So that you can run them.
We moved the training around
from the way you actually experienced it originally.
And Bruce is gonna add you there, Ben.
So thanks for doing that, Bruce.
Jumping in to help me with, looks like, yeah.
So you guys sort that out on the email addresses.
You have to use the same email and so on.
But the idea is that as you go through
each of these modules, module one, we'll start again
because I wanted to add a different turn on this.
So module one is all about, you know, the journey to prime.
The building a culture of trust and purpose
and the whole triple bottom line thing.
So as we go through that process,
I wanna, I don't wanna go through, you know the topic.
So for each one in that month, there are four topics.
The first one is called moving from success to prime.
This idea that we're having some success,
but how do we get it to that optimum place?
And so what I wanna do is just talk briefly
about what would be the power hack?
What would be the leader's power hack here
to make that functional in your business?
So step one is make sure that you're still having
a regular weekly training time.
I can't emphasize this enough.
And the reason is you need an anchor point.
You need an anchor point on which to build culture.
And that anchor point is something that, you know,
I know it's inconvenient.
I know there are times that, you know,
we have to move it around and so on.
But for the most, for the most part,
if you can set a time and keep the time as much as possible.
And then the idea here is that two things
that are coming from you that makes this work.
One is that you give it value, the training, the content,
and two is you give permission.
Those two things are the primary methods
because when you say we value this
and we give you permission to do whatever
the thing it's asking for.
So when I think of the power hacks around, you know,
moving to prime, you know, we use an analogy there
in one of the talks about the firefighter's net.
And the firefighter's net is who gets
to have their hands on the net, right?
And creating that right tension.
If there's no tension in the net,
you don't have a healthy organization.
Most of us think that tension is a sign of a bad thing.
Tension is a sign of health, right?
Because if we're all just agreeing,
think of firefighters standing around a net
and we're all just agreeing and we're standing next to each
other, the net is on the floor.
This is not going to help the person jumping
out of the burning building.
It's not going to support the business.
Or the other extreme, if somebody comes to the net,
grabs it and rips it out of the hands of everyone.
And because they're such an overpowering leader,
then you don't have a team.
It's just, you're just the leader.
That's it.
And a lot of EAs, it's just you
and a lot of executive assistants.
That's effectively what it is.
I had a friend who used to call it,
all you are is Captain Kirk and the Klingons.
Everyone's clinging on and you're the captain.
There's no one else.
There's nothing else going on, right?
So, but the idea, so a couple of key questions
on the firefighter's net.
Who in your team needs to have their hand on the net?
Who needs to be able to pull for their side, right?
So you want somebody who's always pulling for their side.
I'm pulling for customer service.
I'm pulling for sales.
I'm pulling for, you know, the HR for our team.
You got to have people pulling.
And even if you're a very tiny team,
you still need to have people on the net.
Secondly, who needs to not have their hands on the net
and who keeps reaching for the net?
I find a light tap on the palm will solve that problem.
It's like enough, stop.
You know, it's that there are people
who grab for authority, not responsibility.
People who grab for authority are dangerous people.
People who are ambitious, great.
People who are driven, great.
Give people who are driven,
but people who always want to be on the inner circle,
they feel they have a right to say something,
but when they're there,
they just pull the net out of everyone's hands.
They're not helpful.
So the question is, you have to be the referee
as the leader.
You're the referee of the tension.
Okay, you're pulling too hard now.
Slow down there.
We heard you, we got it.
Hey, why I noticed in the meeting,
you didn't pull for your side.
What was that?
Well, everybody was.
I didn't get a chance. No, you need to speak up. We need you. We need your voice. We need you to say,
had we known this was going to be a problem for customer service, we wouldn't have done this.
Now we've had a whole meeting, made a decision and found out we have to reverse the decision
because you weren't pulling on the net. You didn't raise the flag and say, this is going to be a mess
for customer service. Right? So we need people. So your job is who should be on the net, who
needs to leave, who needs to be added, and then are they pulling hard or too soft?
Just take that second with your own team and think about, do I need more people? Because
more people around the net and that more healthy tension takes a lot of load off you.
Remember, the goal here is for you to create a team of leaders to free you up to do what you love,
because your biggest contribution to your organization is when you do what you love,
right? We all know this. So the issue comes back to, you know, there's a passion you carry,
but as the leader, it's your job to be more the conductor of the orchestra,
not play all the instruments, because that would be quite hilarious to watch running from one
instrument to the other for an orchestra with a one person orchestra, right? So don't be the
one person orchestra because it looks ridiculous and it'll exhaust you. And you can be, you know,
often the conductor of an orchestra, as we know, is the most proficient musician there. They often
are the best musician in the room, but they're the musician not making any sound. Be the leader
that doesn't do any leading other than coaching leaders. That's ultimately where you're trying
to get to. Become a great leadership coach. Take all the stuff you've learned from us and anywhere
else and use that stuff for your team. Use it shamelessly as your own. Okay, second, the second
thing is we go through the question then is, so that was moving to Prime, the Firefighters Net.
The second talk we go through, what on earth are we doing? And remember that was, what are we doing?
Why are we doing it? How do I fit in? Right? And so there, the power hack for you as a leader
is come up with a phrase everyone has memorized. Quick test, walk around your organization and ask
people, what do we do here? And if they start talking for three minutes, they haven't got a clue.
If they don't know the phrase, bam, and got it. If they're going to talk and talk, well, we do this
and we do that and we're, oh, and they just keep talking. They don't know. So get it down, get it
clear. That clarity, clarity drives speed. We know that clarity drives simplicity. Simplicity
drives speed. They need this clarity. We do this one thing. It's got to get it down, particularly
a phrase, if you get it down to a phrase. So that'd be huge. Then the question of why we're
doing it talks to the passion of what you're doing. And it's good that they can articulate
that. We do this, and this is why we do this. And then how do I fit in? It's great if you can
give everyone a one-line job description. More specifically, one phrase would be better.
And a one phrase job description, it tells people, it tells your team this, this is the clarity of
what are we doing. Here's the passion behind why we're doing it. And by the way, if you don't do
anything else, but you do this one thing, this one thing, the organization moves forward.
That's what you want for them. And that, by the way, is constant. You will do it. And six
months later, those definitions are gone. So what we did last year, yeah, I bet you they're all out
of date or partially out of date. So you've got to be doing this at least once a year,
where you're refocusing it. And if somebody moves to a new job or you've reorganized it,
redo the one-line job description. Let it be clear, not just to them, but now everybody knows
what they do. Now we all know what each other, because we can all see what the one-line job
description is. And on our, we use Notion for everything. So on our Notion page, we actually
have everybody's one-line job description. You say, well, the more executive they are,
the less they need it. Not true. The reason Graham and I work so well together is because
we got that clear between us early on. I run the business. He's responsible for theology. In fact,
his number one job is John 5, to do what the father's doing and make sure we don't get ahead
of the father. That's his actual job. That's actually his one-line job description. So
that's all he has to do, right? So, and he has slowed us down at times and said, we're not ready
for this. We're not ready for that. And I'm like, let's do it now. And sometimes he's right. And
sometimes I'm right, but that's the tension we need. Exactly that. All right. The third thing
we're going to get into is the.
the third week in that module is the triple bottom line.
How much money did we make?
How many people do we help?
How alive is the team?
Shiny eyes.
And again, the power hack here for you
is when it comes to how many customers did we have,
make sure that we start with a customer,
start with the customer first and work backwards.
Don't start with what have we got that we can sell,
start with what serves the customer.
Who do we need to partner with to serve the customer better?
Do we need other partners together
that can serve the customer?
Start with the customer.
The reason that's such a powerful question
for you as a leader is it gets you out of,
oh, we had 3,000 new customers or 50 new customers.
Well, did you though?
Did you really help 50 people
or did 50 people write you a check?
That's not the same thing.
Did we improve their lives?
Did we bring them something?
Did we do more than just deliver what they paid us to do?
What difference did we make?
That's the key.
And you say, well, we sell a service, we sell this.
Yes, but there's more to it
when you start with a customer's actual need.
And it's great to ask your team this.
And by the way, your customer service people,
these are your best people in your team
to answer this question
because they deal with the complaints every single day.
They deal with customers, ask them.
They know.
We definitely value our customer service people.
And then the next, the other thing is,
I think from a sort of the customer work backwards
is if you can make your dashboard available
on the member of the rule of three,
where you just put the three big numbers,
you don't have to put your expenses in there
and you don't have to put your profits in there,
but at least put the kind of things
where the team can see the scoreboard.
Because a lot of us would want to go to a game
with no scoreboard.
And it's left everyone's memory
and all everybody just guessing,
are they winning?
Are we winning?
Who's winning?
So at least have a basic scoreboard.
And then the last question,
the last one was creating a culture of trust.
Here's the power hack.
You have to create that circle of safety.
We've all heard Simon Sinek's talk on this,
you have to feel secure.
Here's the biggest thing I've learned,
trying to teach leaders to create a circle of safety,
the number one thing.
There's this very worldly perspective that says,
people have to earn my trust,
then I will trust them.
The kingdom works on,
I give trust first,
I sow to trust and then teach them
how not to break my trust.
And that is a different approach
because that says,
I'm taking the risk of trust with you.
Here's how you don't break my trust.
Bad news travels faster than good news.
You screwed up, tell me first.
Don't let me learn this from someone else
that you messed up,
you tell me first,
I wanna hear from you first.
And two, just because you make mistakes,
that's not a break of trust.
That's just you learning.
But if I discovered that you did something wrong
and I had to come to you and you go,
oh, well, you know,
I have to admit I did it.
Then you're messing with my trust.
Now I'm gonna, you know,
and you can say, I'm gonna choose again.
So you can show a little grace,
but if this becomes a habit,
we have a bigger problems.
We have bigger problems.
And there are 10 habits I threw into the training
back then on what build trust,
you know, they're all there and they're all practical.
But the main thing is,
people must never put your team member
in a position where they don't know their future with you.
Number one.
Number two, never put them in a,
never lead in a way they can't follow.
What I mean by that is,
don't be so vague in your leadership.
They don't know what it means to be, to support you.
Tell them exactly what you want,
exactly what it means.
I need you this, I need you to own this.
I need you to take this,
this is your one-line job description.
I need you to grow this and I need this to become good.
This is what done means for me.
And that's a great conversation.
But people, even when we had, you know,
a tough conversation recently with an employee,
one of the first things I said is,
your job is not at risk yet.
If it were at risk, you would know that.
And we'd be on a 30 day clock.
Are we on a 30 day clock right now?
No, your job is not at risk.
Okay, good.
You gotta make people secure in that circle of safety.
Absolutely.
Any questions and thoughts about those four pillars?
And you say, well, we've done all this material before.
Hint, it'll take three to four passes through this material.
And some of it every year,
no matter how many times they've done it.
So Jenny, how many times have you done this?
Four, four times?
I think at least.
like 40. It feels, well, I mean, it's, I'm looking forward to going through it again,
because I'm going to get something new each time. That's the thing, you know,
as you get something different, we're new each time. So, yeah. Yeah.
By the way, the biggest value of the weekly training is the conversations it generates.
It gives you, it gives you a, a ship to steer or a car to steer. It gives you a vehicle to steer
and you need those conversations to keep flushing out, keep people growing, keep that moving.
Don't see it as an add-on, a little side thing you do, see it as the core thing that you do,
because the training make, creates conversations about the business and you start to work on the
business for a minute and not just always in it. And that's the way you do that, is that one hour,
it's the best return on investment. You get, you get all sorts of ideas out of people,
you get the conversation going and here's also you, you start to set culture.
And as we said before, culture is created one degree per week, turning up the temperature on
the ice block until it, it will melt by itself. And then it will turn to steam by itself. Well,
I want this kind of culture. Yeah. Aiming at it doesn't do anything. What helps is the process,
the conversations, the constant coaching, and you're going to have to be like a stack record.
Don't get tired of your own voice. I'm so tired of saying that's our vision. I thought you knew
it by now. Don't get, don't get tired of your own voice. Just keep, keep saying it, keep doing it
over and over relentlessly. I know these are intensely practical and simple ideas, but they
are the ones that work, I found. So your permission is everything. You know, a lot of us
as leaders, a lot of times we don't see ourselves in that way because we're, you know, we're humble
leaders. We don't think about how loud our voice is. So don't shout into the mic, you know, just
speak your, your, your, who you are will amplify what you say. You don't have to shout into the
mic. Cool. Yep. Everyone's watching. Good point. Very good. Okay. I'm going to give everybody a
last comment. What are some of your takeaways? You already talked about the upstairs takeaways.
What are your downstairs takeaway? What are some of the thoughts that you're walking away with?
So I'd love you to leave with one upstairs thing and one downstairs thing. That'll make me feel
like we was two hours worth investing in. So I'll give everybody a turn. We'll run around the group
everybody get a shot at this. I think everybody gets about a minute.
All right. I'll do it real quick. Go for it. Yeah. Obviously what I said was one of my permissions
would be the the upstairs thing and downstairs in my mind, I'm just trying to practically say
how do we go through the 40 weeks that we did before again, without them saying, oh, we already
did that. Why do we have to do that again? Because it's not, it's because you don't know it,
you haven't become it. You've just know about it. So you can use the same language.
Yeah. And it's the same and it's, it dwindles over time. I mean, you might've been doing deep
work at one point, or you might've been doing the Q book. Are you doing it now? Are you doing it? So
those are the kinds of conversations that are going on in my mind. There you go.
I'll go next. So for me, the, just the abiding in the upstairs, staying in that place of intimacy
with Jesus and letting him carry his way. I carry my way, but we're in this place of unity
and purpose and in our company and what we're doing applies on down. But you said something
that was also a really good reminder as I'm kind of restructuring our company is the importance of
the weekly meeting and letting our people know the impact that they're having. How many people
did we get to serve this week? How many new or how many renewed, or, you know, what is the dollar
amount we got to enjoy this last month? So that kind of information, I got another habit of that
because I wasn't running the company, but I think it's great to step back into that again. So
I appreciate that as a practical thing to do. Excellent.
Bridget. Well, I'm here with my hat on for the church and I'm working on small groups and I'll
think just keeping as much information going with the groups and remind them what we're here for
and giving them good feedback, you know, to keep the out there, the leaders and the facilitators
and the shiniers.
eyes and kind of taking some of this and applying. It's a little
different when you're working with volunteers, because you
can't really keep showing them the dollar amount. But to me,
what the dollar amount equivalent is, is what we're
doing for the kingdom and reminding them of why we're
here and remind them of the stories and, you know, keeping
them focused on the positive and not getting discouraged with
numbers of lack of attendance and things like that. So, but
also to know that I'm in partnership with the Holy
Spirit. So he's got a way to meet these people moving
forward. So yeah,
one line job descriptions for the small groups is a great
idea. Okay, Ben.
Good to be with you guys.
Sorry, Ben and Glenn, I apologize. I'm doing it again.
I'm doing it again, Ben.
So I think the upstairs is just the invitation to stay in that
place of staying in alignment, allowing him to do it. You
know, I, I love the Isaiah 41. I'm going to dig into that and
spend some time there. Um, I think it's, uh, I, I, I found
that I much enjoy staying in that place. And I, I'm not sure
why I ever leave it. But I do find myself just pulling back
and trying to do it on my own at times.
Old habits, old habits.
So, so thank you for that. And then I think downstairs, um,
I've been, I've been looking forward to this, the Edge
training. I wasn't, you know, I missed last month. So I, I
wasn't sure if you were going to fire back up live or what. So
I'm excited to have access and, you know, looking forward to
scheduling our time. And really, we've got some new pieces that
are in place. And I think it's going to be really good to get,
uh, you know, spend time weekly, uh, working on the company. And
I think, you know, one of the things that, uh, stuck out to
me was the idea that I need to be really clear about giving
people permission to, uh, to grow meaning look, you know, to
make time in their week to grow and invest in, you know, learning
new things, but also, you know, don't, don't push so hard that
we're not taking time to sharpen the sword and, and get, you
know, to, to become more efficient.
Thanks. Give them the tools, Bruce.
Yeah, I think the partnering is like the, um, maybe it's my
upstairs and, and a practical thing. Cause I think there's,
there's downstairs problems that we encounter. And so we try to
solve them in a lot of different ways. But I think to me, it's
that it's kind of changing the modes and the upstairs of having
like, okay, if this is, if we're, it's not my business, it's
and the other extreme is it's not just the Lord's business.
Like it's like us doing it together. Um, so that's, that
was, that's sweet. And that's definitely like a good posture
to take. I think
change your mode to change your methods. Yeah. I love it. Jenny.
Uh, yes. So upstairs, it was the in partnership, the inner
internal territory first, and then the out outer territory
second. And then, um, so this is the proof that you need to go
through it more than once, because I have, I promise you
probably have said it, but this is the first time that I've
heard you say that there are some people who shouldn't have
their hands on the net when we're pulling like that
fireman's net. That's the first time I've heard you, uh, say
that. And so how that all plays into being a conductor as well.
And there's just an ebb and a flow, um, in the leadership and
knowing when to step in and when to step back. So that's my
downstairs. That's great. Rich.
Yeah. Uh, Jenny had mine on the head was, uh, knowing when to
step in. Cause that was a part of my, my initial question to
the group. Um, I guess, uh, that's, that's my downstairs.
And, um, as far as the upstairs goes, uh, I guess on my part
for being more proactive, um, and having some open
conversations with people one-on-one.
That's great. Yep. Jeremy.
All righty. So I like some people, if you have to go
because you have a hard stop right now, you're welcome to
drop off. Sorry, Jeremy to interrupt.
Yeah, I like the kind but blunt is a really good takeaway and reminder, you know, and
I love the four levels and just how, when we do things in this, you know, well, just
how the Lord, you know, is bringing us level to level, glory to glory, and then ultimately
he just, you know, takes it away.
That's so cool.
Very encouraging.
And this has given me a lot of good food for thought for just some conversations, I feel
like it's a good reminder of how, if we're not diligent, and, you know, take cutting
things off at the pass, and sometimes things can kind of go, you know, further than they
should, and we got to reel them back in.
And it's, it's, it's a little more challenging, and, you know, it could potentially be more
messy, or just, I don't know, there's always learning opportunities.
But I feel like I've neglected a little bit on a couple of people that I feel like they've
been, you know, I've been kind of seeing that they've not really been, you know, toe in
the line.
And I've kind of been, because I've been so busy, I've, I haven't turned a blind eye,
but I've acted as such, just so that I almost like when your kids are doing something that,
you know, they really shouldn't be doing, but in the moment, you just can't address
it.
So you act like you don't see it, so that they don't think that you're tolerating it.
And I've got that going on.
And it's like, man, I just I need to nip that in the bud there, you know, and reel that
in and make it clear what my expectations are.
Start holding people accountable.
Again, it's just, I, my challenge is I'm spread so thin.
Yeah.
And you need more leaders.
I need more leaders.
So I'm on the right track.
Yeah.
No doubt.
Tyler.
I know you really said you're upstairs.
If because we're out of time.
Do you want to just say you're downstairs?
Yeah.
I don't know that I have a downstairs, man.
I'm just really thankful for this group.
And like, I mean, yeah, I feel like we know each other well, a little bit.
I mean, we spend a lot of time and you know, our problems and all the things.
So I'm just thankful to have the discussion and just be reminded, man, the, of the place
that I want to lead from.
That's great.
So thank you, man.
Yeah.
You're most welcome, Glenn.
We'll let you wrap it up.
What are your downstairs takeaways?
The downstairs takeaway would be small card.
You know, just understanding how to measure in an effective way.
Awesome.
Thanks so much.
Really appreciate it.
Thanks for the extra two minutes.
See you next month.
Have a wonderful, wonderful month.
Bless you.