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Okay. So, you've heard the pitch before, and it's the same as always.

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Let's have a couple of questions and then I'm going to share with you some from your point of view,

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how to make this work in your business.

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I got a question, I guess.

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Yeah, man, it's so helpful to hear it again.

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Every time I hear it, I learn some more.

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And the piece that you were talking about, the example you gave as of developing dashboards is,

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I mean, you know, we've just talked about it, but it's still where I'm at.

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And that was very helpful.

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I would love for you to include that as an elective, if you would.

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Yeah, the dashboards.

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Yeah, that's a huge deal.

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So, in regard to these projects and pitch days, I mean, are people working on more than one project at a time?

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They can, when they get good.

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But when they start off, don't let them.

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And don't let projects go longer than six weeks.

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In fact, six weeks isn't a...

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If a thin slice takes more than six weeks, it's not much of a thin slice.

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So, when they're first starting, we try to encourage them to do something they can do in one deep work session.

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They have to have an immediate success that like, hey, I went through the process.

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I pitched it.

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I deliver it the next Wednesday.

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Ta-da, I won.

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Do that two or three times and then they'll get bolder and the slices can become more substantive.

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By the way, I'm going to actually have Jenny do a presentation on exactly how it looks at Brilliant in a second.

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So, we're going to really dive down here into the detail.

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Awesome.

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Yeah, so let me give you, if I may, a couple of quick thoughts around this whole idea.

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So, this is much more for you as the executive, as you're putting this together.

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So, this is sort of a kingdom executive hack, if you like.

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What's the thing that makes it work, right?

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So, first thing, you've got to build a culture that everyone innovates, right?

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So, you want to create a culture of innovation and teaching your people how to innovate.

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And this is not as hard as it sounds, right?

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You don't have to be super good.

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You just have to start.

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So, don't put yourself on this high standard in your head.

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Just get everybody thinking and starting something.

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And these simple pitches are so simple to do.

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I'm going to show you exactly how it looks.

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So, how I learned this as an engineer is that, you know, engineers, especially software engineers,

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man, we go through so many projects.

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And the bigger the project, the more likely it is to fail,

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because we always try to do way too much.

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We try to guess at the requirements, and then we start doing a whole lot of

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just-in-case stuff instead of just-in-time stuff.

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So, what do we actually, just-in-time, what do we need today?

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Focus on what's today.

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Don't focus on what we might possibly need in a six-month's time or a year's time.

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That's a bad idea.

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At 109 successful projects and thin slices at Brilliant since 2001,

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and no one has cancelled, and not one, everyone's on time.

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Now, we say that not because we're boasting,

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because I'm trying to make it feel like an invitation to you.

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You too can do this.

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Seriously, you can do this.

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It doesn't matter about the education level.

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It doesn't matter how well-trained.

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They can have zero project management experience.

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Our team had zero project management experience.

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Seriously, we didn't have any, you know.

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It just, they're just ordinary people, and I can't stress this enough.

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You know, when you give ordinary people a basic framework,

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that's what starts to make them extraordinary.

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So, this is not magic once you know the hack.

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So, let me share that.

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You can teach your team with these three simple steps.

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So, let's go through that.

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So, the power hack for creating a team of innovators firstly starts with a different mindset.

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I started off in that presentation explaining it, right?

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So, thanks to Glenn for this picture.

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So, this picture, which what we're not doing is we're going to build a car.

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Yay!

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Now, we're halfway through building the car.

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Now, we're three-quarter way through building the car.

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And then we go, ta-da, we can build a car.

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And they say, yeah, but can you lay, can you, can it cart, you know, can it cart manure?

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No, it's a car.

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But we asked for a van, you know, because it needs to, does it close?

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What does it do?

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Where do you, you know, where do you put the horse?

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You know, horse?

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No one said anything about a horse.

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So, it's, that's the problem.

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And almost every example we can come up with is this boil the ocean.

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Try to sit down and figure out all the requirements and get everybody's input

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and just create a monstrosity of a mess.

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You are so, you have such a high probability of failure doing that.

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So, drop that.

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Go to this.

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But he said, Hey, you know, we've got two buildings and we're trying to move from

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this building to another building.

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We don't jump to, Oh, you need a car.

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Let's build a car.

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We say, well, let's give them a skateboard.

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Well, it works, but they're unhappy.

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You have to learn to balance on a scale.

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I can't balance on the thing.

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Okay.

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Well, what if we put a handle on the skateboard?

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That's step number two in the little picture there.

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And then the next one is, well, I'm exhausted.

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Well, what if we give you a bicycle?

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And then what if we put an engine on the bicycle?

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And then we eventually, we give you a car.

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Now it's a simple example.

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But what's being illustrated is thin slicing because each slice, you learned

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what was missing, you learned that you were, and you noticed the little

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character didn't start off happy.

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Your first thin slice is going to be a happy team.

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Yay.

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We've got transportation.

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No, you have a skateboard.

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What do I look like?

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A teenager, you know?

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So you're going to have unhappy people.

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And I think that's the problem.

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You're not trying to get happiness.

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You're trying to start the learning process.

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And if everybody knows that, expectations are more realistic.

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Okay.

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Let's get into it.

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So here's a cool little video of what thin slicing is supposed to mean, which

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it's not running, so go video, go.

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So I'm not sure this I'll send a little video, but basically what this is, there's

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a guy who's incredibly talented and he takes these super thin slices.

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The slices of the bread is so thin.

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It can, you can see through it.

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Right.

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And then he makes this whole sandwich where these ultra ultra thin, I

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must have incredibly sharp knives.

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And that's the point you, when you have to take the, you know, at brilliant,

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the joke is it's got to be so thin.

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It looks see-through, you know, it's like, that's how thin it's got to be.

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And so this idea, this is the power hack teaching people.

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What's the smallest, smallest thing you can do to learn.

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Not what's the smallest thing you can deliver.

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What's the smallest thing you can do to learn on how to deliver.

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That's a different idea, right?

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Oh, there it goes.

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That is pretty thin.

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There you go.

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This is innovation.

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Thanks Glenn for the video, by the way.

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I think this is a great visual.

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Don't you think really brings the point home.

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Should show this to your team.

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This little video, we should make it available or make it available for you guys.

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You can show this to him.

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Cuts this so thin.

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You're just waiting for it to collapse, but it doesn't.

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He's very talented.

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Alright, three steps.

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I promised you step one.

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Teach your team to do these thin slices and keep asking them.

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Is there a thinner slice?

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Is there a thinner slice?

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Is there a thinner slice when they start off?

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They need to feel the wind.

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So when they do their first bite and then they feel the wind

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for a second time for example, they feel completely unsetted.

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Very conscious of their individuality and totally physical ability.

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It's loss of self-implanation.

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So when they start off, they need to feel the wind.

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So when they do their first pitch, make sure it's something that they can fit

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into one deep work session, even if it only takes them two hours.

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Let them come back and proudly present to the team.

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I took the super thin slice.

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I figured out how to get the data from QuickBooks into the spreadsheet.

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See the data in the spreadsheet?

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Yeah, it's updating.

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Well, I don't know how to update it every hour, but I got it to work once.

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That's all.

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You got it there, right?

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Next thing is set one hour a week for them

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to be able to present and to be able to pitch.

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Pitch is when you start.

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Present is when you've done.

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So same hour.

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So now look how it works.

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When we say it's not an hour late, what we mean is at one p.m.

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Pacific time on Wednesdays, you come and make your pitch

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and you say, I'm doing one deep work session a week

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and this needs three deep work sessions.

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I'll see you in three weeks.

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Well, we know today's date, right?

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So today's.

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So we just literally add three weeks, three Wednesdays from now,

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and we always present on Wednesdays.

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And you say, well, what if it needs more time?

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Just make sure it's counting in deep work sessions, not in weeks

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and days and hours.

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Remember, we start with appetite.

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So this is so now in three weeks time, you're coming to present.

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And when we say it's not an hour late is because it's still one p.m.

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on Wednesdays, some are pitching, some are presenting.

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And then once you're presenting, all they're presenting is they're deliverable.

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They're not going through the whole project again.

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But sometimes you've got a lot of projects going on.

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They might just quickly remind us.

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Remember, three weeks ago, I said I was solving this problem.

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This is that it takes literally three, four minutes to say,

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here is the yes, the deliverable.

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Here's what I learned.

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I found out you can't get data from there to there with.

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out doing these other steps. So, my next thin slice is,

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and that's what you want to hear. You want to let them stack the next slice.

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Okay, because of that, I have another thin slice. So, here's my next pitch.

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So, they don't have to wait another week to do a pitch. Let them do a presentation

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pitch. So, anyway, if they've already learned and already shaped up the next

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one, go. I'm going to let Jenny talk to the

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practicalities of this. And then count the deep work sessions as

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a way to allocate time, because the number one excuse is

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that I don't have time for this. Oh, you absolutely do, because you have a deep

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work session. It doesn't interfere with your other

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work, right? Why? Because deep work is new work.

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It's innovation. So, if you're using deep work to do

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existing work, that's called focus work. You don't have a deep work session. You

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just have a focus work session. And finally, your current work is which

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is your team and the shallow work. Emails, meetings, and stuff. Shallow work.

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Okay, so to get you to deep work. So, here's what it looks like

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when you look at our Notion template. You would literally open up, hit new,

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and you would, the first thing is helps you set boundaries. What's the appetite?

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Set the date and time, right? So, we say this is going to be three deep work

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sessions. I look at today's date and I set the

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date. I'm telling you the date I'm going to

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deliver this at the next session on Wednesday. So,

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today is the second. So, on the 23rd of April

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at 1 p.m pacific time, I'm delivering this product.

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That does something to the brain, for sure.

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Number two, what problem am I solving? The problem I'm solving is

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getting data from QuickBooks to the Google Sheet. What's included?

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Well, what's included is just, am I going to get all the data?

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Am I getting what data? Am I getting one piece of data?

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What's included? What's not included is, I'm not building a whole dashboard, guys.

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I'm just wanting to get the one piece of data. Which data?

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I want to get the P&L for the month. The month to date P&L

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to the spreadsheet. Okay, we understand what you're doing.

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Next question would be, we call high level, the fat market design. The high

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level, what's the deliverable? Well, the deliverable is to show you a

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spreadsheet with information, with the P&L in it.

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And can you do a rough drawing? Sometimes it's not necessary, but the rough drawing

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is I draw a square and I write QB in it

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and I point an arrow and I draw another square and I write Google Sheets.

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That's the design. If they put too much detail into this, then they're already

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starting to design the solution. That's not the

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idea. So now everybody clearly understands what I'm doing, right?

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Now, the risks and rabbits, by the rabbits we mean rabbit holes.

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Where could I get stuck? Well, I could get stuck because I don't know,

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you know, because, you know, I don't know how QuickBooks Online works or I could,

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I could get distracted by whatever, right? I could get distracted by,

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oh, I found this tool, it's called Coupler and Coupler will import,

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you know, from 30 different sources or maybe I should also import this and that

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and I couldn't get, yeah, one thing, stick to the plan. Two,

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what would I expand? If it went well, what would I add? Well, if it went well,

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then I would like to not only import it, but I'd like to automate it so it imports

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every hour or at least frequently, once a day or

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something. And then what would I cut out? Well, I could cut out just finding out

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where the data is and which tool could get me there.

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Even though I don't physically let it land in the sheet, I can find out,

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is there a Google plugin sheet that would show me how to do it?

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I won't actually do it, but I could cut it out. Now, notice what I'm doing here.

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I'm setting expectations. So if I come back and said, well,

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I did deliver the minimum, I delivered number three over there because

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I got stuck and because I got stuck, all I came up with is, yep,

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the plugin is called Coupler, lets you access, I haven't figured it out,

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but guess what my next thin slice is? All right, you see, then they make the

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pitch, tell them the problem, solution, what it is, what it's not, all the

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rabbit holes have been identified, and what you're going to do with your

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project. And so their presentation, they fill that in,

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shouldn't take more than 20 minutes. Their pitch is simply to go

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through that list I just went through. Just go through this, start, pull that

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sheet up, hit screen share, show that to your team, show the next page,

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next page, you're done. That's it. That's all you have to do, right?

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So teach your team to thin slice, set a time that all projects land on.

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And you think, well, we, you know, it's not practical. Honestly,

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this is the most practical, simple way. Remember, simplicity drives speed.

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Tuesdays and Fridays or anything like that just set it up right look half your team or most your

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team probably aren't even doing deep work sessions but now they have a reason to do deep work sessions

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right maybe they try to because they're the type of people who try to step into that but now they

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understand what they fall it'll make all the difference and then how many deep world uh

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supposed to be deep work not world deep work sessions will you men just translate that into

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weeks okay let me hand you over to jenny jenny but let me take some questions first and as jenny

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preps up what do you guys think have we made that simple enough

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yeah all right now in emily's case where you were in a big organization emily you can do this with

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a small sub team i think just within your report so don't have to have the whole organization do it

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oh yeah for sure um i also was going to say you know from the two projects last year i've actually

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i'm going to start uh a new book and i've already like how you describe the innovation of breaking

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it down all the way to the thin slice it's not uh innovation work but i i was so successful last

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year with all the deep work and the thin slicing on the projects right so so because you've been

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doing it for a while so yes yes so last year i had quite a bit of projects right now um we've just

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we're really building out that mexico market right now so they're focused on that um but

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i am just doing exactly what the lord has said to do and resting in it and letting him just do

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everything and i'm i'm just with him on it so um i know that there'll be some changes you know but

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corporate is so slow like i just it's they're so slow and they just like acquired a whole new like

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a hundred thousand shipment company so and i go down there to headquarters and run into the ceo

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all the time i actually ran into the wall last time i was there that was his fault though that

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was not mine like but um anyways yeah so yeah i love that i'm not right now yeah well glenn you

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can comment on corporate cycles and i mean your team is pretty sizable yeah um oh goodness there's

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so much uh on big companies and the challenges with big companies um i remember uh we're doing

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consulting for one insurance company and um in this particular case i really got an aha and i

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realized one of the big problems was the funding models of how companies budget and do the annual

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budgets was a large contributor to the problems that existed you you mentioned dion um that

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statistic of 70 70 or whatever when you do this big designer plant there's um and if anybody's

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interested the actual there's a source there's a company called the standish group a consulting

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organization that publishes a report annually called the chaos report and what they do is they

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study uh particularly big transformation projects i think mainly like erp implementations big

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software type projects and so on and what they do is they they look at the patterns of success

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what they discovered was this they said that of those projects that were successful

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and by that there's only a small percentage of projects that are deemed successful meaning

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on time on budget by whatever measure they had determined

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fully 66 of the functionality delivered was not used or was rarely used

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and that's a shocking statistic and what they did is they traced that back to impart this issue of

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this big design up front so what happens is somebody gets given a budget to go and do something

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now they've got this chunk of money what they're going to do is they're going to run around and go

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and ask people all the questions what are your requirements what are your requirements what are

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your requirements and what they do is they just layer layer in um all of these requirements that

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come from from people but people are pressured to give requirements and they're not actually

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requirements and they're not actually clear on what the real ask is what the real requirement is

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so they're just making stuff up so now what you've got is you've got this bloated set of

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requirements and that's the thing that ends up getting delivered so this goes back to

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the power of thin slicing breaks that that thing but most big companies don't do that they go back

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to the budget model big budget big design up front this big boatload of requirements and

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as a consequence things are always late and never delivered what they want and I think part of that

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ties back to funding cycles and the way that companies are funded and so on it's quite shocking

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but I think the other thing I wanted to highlight Dion is something you said which

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inferred which is the actual thin slicing helps you to actually more

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quickly get to understand what the real questions are but and the real issues

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that have to be solved because when you start out it's invariably not the thing

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the thing is not the thing and and it becomes only evident through these thin

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slices what the thing is and so the fastest way to get to figure that out is

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to do decent slices and figure out along the way and last comment I'll say is

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that Paul Graham who was one of the founders of Y Combinator in Silicon

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Valley he has written about this aspect as well about how oftentimes startups

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when they start out the thing that they end up when they when they get a

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breakthrough and actually get successful is not anywhere close to the thing that

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they started out doing in the first place yeah and so I think this whole

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thing there's so much power in this thin slicing that is is even for big

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companies is it's incredible yeah I had mentioned that I had a lightning

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platform startup that I mean very successful ready to just hit the ground

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running to save money on transaction fees because we have so many transactions

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like 16,000 shipments a week and we you Jake we use JP Morgan and I know they're

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they're kind of getting into the blockchain thing but I'm like this is

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not just cryptocurrency exchange like this is literally using the blockchain

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platform to even do fiat currency and our whole currency exchange is in Mexico

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and I'm like and then so I mentioned it to the VP and he's like well we're not

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there yet like what does that mean like I'm I just am like okay Lord I am gonna

348
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practice patience right now and just let you do what you need to do and I'm right

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here with you so yeah you know sometimes that the innovation can be focused

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around your process not around product in other words hey guys this is broken

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you know that thing we talked about at the beginning of the call where we

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started was saying hey this is broken this process is broken I don't know what

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you're doing I need to know you figure out how to tell me and then why don't we

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try it what's the least thinnest slice we can do well why don't you give me

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this one number every morning whatever so what will happen is as Glenn said the

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problem is not the problem and by the way it's never the people that are the

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problem it's the process or the innovation or them in being empowered as

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the problem almost always right so don't get mad at the people just fix the

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process and you fix the process by thin slicing so if your people created a

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process they own firstly they'll be proud of it they have a sense of

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ownership but here's the most important thing it can swivel and turn and you

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know if something happens in the market or you have a sudden change or your

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sudden new requirement we suddenly have to tackle this you know then the team

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that created the process will fix it and adapt it to the new situation because

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they now know so when things are relatively calm as a great time to teach

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them innovation so that when you really need them to step up you're not still

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training them and trying to build processes you're just building new

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processes does that make sense so for sure this is a I want to hand it to

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Jenny well you are you touched on several of the points that I was going

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to bring up one of them is that we use thin slicing in two ways here at

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brilliant we use it for new projects innovation with new projects and

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innovation with processes so internal processes as a matter of fact we just

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had one of our employees update our processes on notion and she completely

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changed the layout and notion so that everyone knows where to find information

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at any given point in time and it's consistent across the board and when you

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are introducing this to your team it's going to take two or three go-arounds

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with each team member I know that Dion touched on all this and from the

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practical application with the team I want to reiterate to you that this is

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where you end up it's not where you start off where you start off is you

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will have to do a bit of hand-holding and it will take a couple of times to

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walk them through and so when someone comes on the team at brilliant I will

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sit with them and we'll walk through the first couple of pitches together until

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they get their footing and then they present to the team and because this is

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part of our culture the team is super supportive when people come on and this

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has really become a primary way that our team functions from a place of peace and

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because we're not trying to boil the ocean and we can

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take it, I've heard it said this way,

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how do you eat an elephant?

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And it's one bite at a time.

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And so taking that one bite at a time approach

391
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for the team means that they can,

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no matter the size of the project,

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they can take that on

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and they can be successful at it as well.

395
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And they feel very supported through the process

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with the pitches and the presentations

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because that's where the team weighs in,

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gives input and feedback.

399
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And also there's collaboration.

400
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So there can be a whole thin slice

401
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that's based on collaboration,

402
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reaching out to other team members

403
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to further the project along.

404
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So I wanted to give that little bit of upfront,

405
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practical bit of implementation

406
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for when you present this to teams.

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So the thin slice that I chose to show you all today

408
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that our team has done, just to give a little context,

409
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this pitch was done in September of last year

410
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and our social media person,

411
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we had a social media manager

412
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who decided to go on

413
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and pursue other great things in government.

414
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She didn't ask us before she left,

415
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but she went on and we sent her out very willingly

416
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and want her to grow in that area.

417
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And as a result, what happened is

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we didn't have anyone dedicated to our social media.

419
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And so our social media really went stagnant and stale.

420
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And as you know, in today's time,

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social media is a huge way to communicate your message

422
00:26:37.360 --> 00:26:38.880
and to reach people.

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So one of our team members, Jaylin,

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saw that our social media needed some time and attention.

425
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It needed some love.

426
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This was not at all within her specific realm of duties,

427
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but she saw that it needed attention

428
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and very much felt that she could tackle it

429
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with a thin slice.

430
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And so this was the first thin slice that Jaylin did

431
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for our social media shape up.

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So I'm gonna share my screen here.

433
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Okay.

434
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And so here you can see that we have this shape up

435
00:27:20.600 --> 00:27:24.280
and I'm gonna make this full screen so you can see it.

436
00:27:25.320 --> 00:27:27.520
And so when she completes this,

437
00:27:28.640 --> 00:27:31.160
she is going to assign it to herself.

438
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She gave this shape up, this particular thin slice,

439
00:27:35.360 --> 00:27:36.800
she gave that two weeks.

440
00:27:36.800 --> 00:27:40.480
And so for her, the two weeks meant two deep work sessions.

441
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She pitched it on September 4th

442
00:27:42.600 --> 00:27:45.520
and then two weeks later is September 18th.

443
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We have recently implemented, where's the impact?

444
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So the impact is in our marketplace.

445
00:27:52.680 --> 00:27:54.800
Is the impact high, medium or low?

446
00:27:54.800 --> 00:27:56.360
It's a medium impact.

447
00:27:56.360 --> 00:27:58.480
And what is the effort for her?

448
00:27:58.480 --> 00:28:00.200
The effort was medium.

449
00:28:00.200 --> 00:28:02.160
So here is where we set the boundaries

450
00:28:02.160 --> 00:28:04.160
and we set the boundaries with the appetite.

451
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This is where we start.

452
00:28:05.440 --> 00:28:09.440
She felt like she had two deep work sessions

453
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to give to this first thin slice over two weeks.

454
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And the problem that she is solving

455
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is that we had at the time a passive social presence

456
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and that there was disconnection from key target demographics.

457
00:28:23.920 --> 00:28:27.040
So we have a particular demographic

458
00:28:27.040 --> 00:28:29.960
and we wanted to see if we could

459
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maybe reach a younger demographic.

460
00:28:32.920 --> 00:28:33.960
So what's included?

461
00:28:33.960 --> 00:28:37.120
What was included in this particular thin slice?

462
00:28:37.120 --> 00:28:39.440
The two deep work sessions over two weeks.

463
00:28:39.440 --> 00:28:42.680
So she was gonna, she broke it down

464
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into two different deep works.

465
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I must say that Jalyn makes everything very beautiful.

466
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So this is not necessarily what it looks like

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00:28:51.120 --> 00:28:55.720
on everyone's thin slice is you don't break it up

468
00:28:55.720 --> 00:28:59.320
typically into deep work one and deep work two, but she did.

469
00:28:59.320 --> 00:29:01.560
And she got the first deep work.

470
00:29:01.560 --> 00:29:03.760
She would work on inventory assessment.

471
00:29:03.760 --> 00:29:06.040
She would see what she had, what we had,

472
00:29:06.040 --> 00:29:10.360
where the previous social media manager left off at

473
00:29:10.360 --> 00:29:12.240
and what we had content wise

474
00:29:12.240 --> 00:29:14.640
that we could use moving forward.

475
00:29:14.640 --> 00:29:16.800
And then she would spend her second deep work

476
00:29:16.800 --> 00:29:18.080
in batching content.

477
00:29:18.080 --> 00:29:21.800
So she wanted to create a month's worth of content

478
00:29:21.800 --> 00:29:23.400
with some reels.

479
00:29:23.400 --> 00:29:26.520
And eventually she wanted to move it over

480
00:29:26.520 --> 00:29:29.640
to where all of the content coordinated

481
00:29:29.640 --> 00:29:32.600
across podcasts and social media,

482
00:29:32.600 --> 00:29:35.880
as well as even on Brilliant Plus app.

483
00:29:35.880 --> 00:29:38.520
So that was what was included

484
00:29:38.520 --> 00:29:41.560
is an inventory assessment and batching content.

485
00:29:42.280 --> 00:29:46.160
What it was not is she's not starting from scratch.

486
00:29:46.160 --> 00:29:48.120
She's not creating brand new content.

487
00:29:48.120 --> 00:29:50.360
She's not creating long form content.

488
00:29:51.240 --> 00:29:56.240
And she is not, it is not unsustainable content production

489
00:29:57.000 --> 00:29:58.760
meaning that it is weekly content.

490
00:29:58.760 --> 00:30:00.040
She's not posting.

491
00:30:00.000 --> 00:30:01.280
daily content.

492
00:30:01.280 --> 00:30:05.000
So fat marker design, this is what is the deliverable.

493
00:30:05.000 --> 00:30:09.280
The actual deliverable here is an inventory assessment

494
00:30:09.280 --> 00:30:11.480
on a Notion page.

495
00:30:11.480 --> 00:30:14.280
It's a simple system for tracking the social posts

496
00:30:14.280 --> 00:30:18.400
and captions in a Notion table, and a Google Drive folder

497
00:30:18.400 --> 00:30:21.960
with 15 unique posts that would be linked to a Notion table.

498
00:30:21.960 --> 00:30:25.140
So there are going to be three deliverables here.

499
00:30:25.140 --> 00:30:26.560
And here is her rough drawing.

500
00:30:26.580 --> 00:30:29.200
Again, this is much more beautiful

501
00:30:29.200 --> 00:30:32.080
than typically what a rough drawing looks like.

502
00:30:32.080 --> 00:30:37.040
And so this is what she said that the deliverables

503
00:30:37.040 --> 00:30:37.840
would look like.

504
00:30:37.840 --> 00:30:40.480
So you see the Google Drive folder, the tracking system,

505
00:30:40.480 --> 00:30:42.880
and then the inventory assessment.

506
00:30:42.880 --> 00:30:45.320
So we move to risks and rabbit trails.

507
00:30:45.320 --> 00:30:47.160
What could get us stuck?

508
00:30:47.160 --> 00:30:49.400
So she felt that too much time spent

509
00:30:49.400 --> 00:30:51.160
on deciding which content to use.

510
00:30:51.160 --> 00:30:55.360
We have a lot of content, so which content could she use?

511
00:30:55.360 --> 00:30:57.680
And how would she expand or add to the solution

512
00:30:57.680 --> 00:30:58.760
if the project went well?

513
00:30:58.760 --> 00:31:00.000
What would she add in?

514
00:31:00.000 --> 00:31:02.680
She would update the social media bios

515
00:31:02.680 --> 00:31:05.320
and link it to the new Brilliant Movement website.

516
00:31:05.320 --> 00:31:08.200
She would also add in interview clips from the Kingdom

517
00:31:08.200 --> 00:31:10.200
Advantage podcast.

518
00:31:10.200 --> 00:31:12.240
Now, if she got in there and she realized

519
00:31:12.240 --> 00:31:14.600
it was taking more time than what she'd allocated to it,

520
00:31:14.600 --> 00:31:15.920
what could she cut out?

521
00:31:15.920 --> 00:31:20.040
She could cut out everything except the Instagram content.

522
00:31:20.040 --> 00:31:21.680
And that would be her only deliverable

523
00:31:21.680 --> 00:31:24.240
is the Instagram content.

524
00:31:24.240 --> 00:31:34.120
And so that was her pitch for upgrading the social media.

525
00:31:34.120 --> 00:31:35.880
Any questions surrounding that?

526
00:31:40.600 --> 00:31:41.080
No.

527
00:31:41.080 --> 00:31:44.560
Either I did a really good job or you all are very puzzled.

528
00:31:44.560 --> 00:31:46.000
I have a question.

529
00:31:46.000 --> 00:31:46.520
Go ahead.

530
00:31:46.520 --> 00:31:47.200
Go ahead, Amber.

531
00:31:47.200 --> 00:31:48.760
Well, I'm just going to say I love it

532
00:31:48.760 --> 00:31:50.840
because there's so much communication and detailed

533
00:31:50.840 --> 00:31:51.560
communication.

534
00:31:51.560 --> 00:31:53.640
So I love it.

535
00:31:53.640 --> 00:31:55.200
That was amazing.

536
00:31:55.200 --> 00:31:56.320
I could see.

537
00:31:56.320 --> 00:31:59.160
I like all the details that she put in there.

538
00:31:59.160 --> 00:32:02.560
That's something that I really like doing it.

539
00:32:02.560 --> 00:32:03.960
Yeah.

540
00:32:03.960 --> 00:32:06.120
I think the question is how much detail.

541
00:32:06.120 --> 00:32:08.320
Jenny, do you expect them to add?

542
00:32:08.320 --> 00:32:12.120
And if they put too much or too little, how do you manage that?

543
00:32:12.120 --> 00:32:14.800
How do you teach them, basically, to do this?

544
00:32:14.800 --> 00:32:17.200
That's a great question because if there's too much detail,

545
00:32:17.200 --> 00:32:19.120
then the slice is not thin enough, right?

546
00:32:19.720 --> 00:32:24.840
Then you venture out into a bigger project than what

547
00:32:24.840 --> 00:32:26.120
you have allocated there.

548
00:32:26.120 --> 00:32:28.800
And so focusing and bringing it back

549
00:32:28.800 --> 00:32:30.760
in into what is the thinnest slice

550
00:32:30.760 --> 00:32:36.080
and reiterating to the team, OK, what is the thinnest slice?

551
00:32:36.080 --> 00:32:37.040
What could you do?

552
00:32:39.520 --> 00:32:41.400
So for instance, say social media

553
00:32:41.400 --> 00:32:43.240
and if she was even starting that.

554
00:32:43.240 --> 00:32:46.400
If this was her very first slice and social media hadn't

555
00:32:46.400 --> 00:32:50.600
started, we would first begin, is this even viable?

556
00:32:50.600 --> 00:32:53.280
So you would take it back even a thinner slice.

557
00:32:53.280 --> 00:32:54.760
Is this sustainable?

558
00:32:54.760 --> 00:32:57.000
Is this going to be a long term?

559
00:32:57.000 --> 00:33:00.920
And you would only spend one, like Dion said,

560
00:33:00.920 --> 00:33:03.400
two hour focus work session to see,

561
00:33:03.400 --> 00:33:07.200
is this going to even be a viable project to do?

562
00:33:07.200 --> 00:33:10.520
So constantly bringing it back to the thinnest slice.

563
00:33:10.520 --> 00:33:14.280
Just as an example, one of my very first thin slices,

564
00:33:14.280 --> 00:33:18.600
and Dion will remember this with great probably agony,

565
00:33:18.600 --> 00:33:20.320
was sales tax.

566
00:33:20.320 --> 00:33:22.960
I have not done a thin slice before.

567
00:33:22.960 --> 00:33:25.560
And if you can imagine, sales tax

568
00:33:25.560 --> 00:33:28.440
is a tough one to do a very thin slice because it's

569
00:33:28.440 --> 00:33:30.560
a very broad subject.

570
00:33:30.560 --> 00:33:33.680
And it's very complex.

571
00:33:33.680 --> 00:33:38.760
And each state, each city has different rules.

572
00:33:38.760 --> 00:33:42.480
And so he kept asking me, what's the thinnest slice?

573
00:33:42.480 --> 00:33:45.200
And I kept going to the end product.

574
00:33:45.200 --> 00:33:47.400
Well, we have to find out what we have to pay,

575
00:33:47.400 --> 00:33:48.880
where we have to pay sales tax.

576
00:33:48.880 --> 00:33:50.680
We have to get the registrations.

577
00:33:50.680 --> 00:33:52.120
I was listing off all of the things

578
00:33:52.120 --> 00:33:53.520
that we would have to do.

579
00:33:53.520 --> 00:33:58.800
But the very thinnest slice was, what determines nexus?

580
00:33:58.800 --> 00:34:01.400
What determines our presence in a city or state

581
00:34:01.400 --> 00:34:03.720
that we would have to pay sales tax in?

582
00:34:03.720 --> 00:34:06.160
And it was like a light bulb went off in that moment.

583
00:34:06.160 --> 00:34:08.040
And I thought, oh, OK.

584
00:34:08.040 --> 00:34:09.840
I don't have to go to the end of it.

585
00:34:09.840 --> 00:34:12.199
I have the permission and the freedom

586
00:34:12.199 --> 00:34:15.040
to start at the very beginning and find out,

587
00:34:15.040 --> 00:34:16.480
where do we even start?

588
00:34:16.480 --> 00:34:21.400
What determines that we have to pay sales tax or, I'm sorry,

589
00:34:21.400 --> 00:34:26.960
collect and remit sales tax in a specific state and city?

590
00:34:26.960 --> 00:34:28.400
That's good.

591
00:34:28.400 --> 00:34:29.960
Really helpful.

592
00:34:29.960 --> 00:34:32.880
I got two questions for you, Jenny.

593
00:34:32.880 --> 00:34:36.719
One is, how long, as a person who's

594
00:34:36.719 --> 00:34:39.440
had the opportunity to onboard a number of new employees

595
00:34:39.520 --> 00:34:41.760
into this, how long do they land?

596
00:34:41.760 --> 00:34:46.719
When do you start leading them into deep work and innovation?

597
00:34:46.719 --> 00:34:48.400
How long are they with you?

598
00:34:48.400 --> 00:34:49.880
Well, that's a really good question.

599
00:34:49.880 --> 00:34:51.159
I actually thought about this.

600
00:34:51.159 --> 00:34:55.040
And I would have to say, we start it instantly

601
00:34:55.040 --> 00:34:56.280
in that we talk about it.

602
00:34:56.280 --> 00:34:59.200
But there does have to be a reasonable amount of time

603
00:34:59.200 --> 00:35:01.400
for them to be onboard.

604
00:35:00.000 --> 00:35:02.240
So I would say 90 days.

605
00:35:02.240 --> 00:35:04.800
Once they get familiar with,

606
00:35:04.800 --> 00:35:07.160
and they get through the probationary period,

607
00:35:07.160 --> 00:35:08.840
which is 90 days,

608
00:35:08.840 --> 00:35:13.000
then we really start to work on the deep work

609
00:35:13.000 --> 00:35:14.560
and the thin slicing.

610
00:35:14.560 --> 00:35:18.340
And one of the best ways to bring up the thin slice is,

611
00:35:18.340 --> 00:35:20.100
I'll just use Jalyn for an example.

612
00:35:20.100 --> 00:35:22.360
She kept bringing up the social media

613
00:35:22.360 --> 00:35:25.180
and wanting to see something in the social media.

614
00:35:25.180 --> 00:35:26.800
And so we had the conversation,

615
00:35:26.800 --> 00:35:29.500
you know what, that'd be a great thin slice.

616
00:35:29.500 --> 00:35:32.820
So it's another way when someone brings something up to you

617
00:35:32.820 --> 00:35:37.820
and says, hey, in a specific area, a project or a problem,

618
00:35:38.000 --> 00:35:40.740
something that's not working, great.

619
00:35:40.740 --> 00:35:43.140
Why don't you do a thin slice in that area?

620
00:35:43.140 --> 00:35:45.860
That sounds like a great thin slice project.

621
00:35:45.860 --> 00:35:49.660
And then it's also not, it's not like a hands-off,

622
00:35:49.660 --> 00:35:52.740
you know, everyone can have input

623
00:35:52.740 --> 00:35:55.300
and everyone can have ideas.

624
00:35:55.300 --> 00:35:57.140
Ideas don't have any rank.

625
00:35:57.140 --> 00:35:59.500
Yeah, that's, thank you.

626
00:35:59.500 --> 00:36:00.340
That's good.

627
00:36:00.340 --> 00:36:05.340
And then I guess, you know, we've, for me today,

628
00:36:05.340 --> 00:36:07.260
this, the concept of thin slicing,

629
00:36:07.260 --> 00:36:11.940
I think making it thin has really become clear for me.

630
00:36:11.940 --> 00:36:15.380
But as you've helped people step into this practice,

631
00:36:15.380 --> 00:36:18.780
is there some aspect of it that you've seen,

632
00:36:18.780 --> 00:36:22.040
you know, kind of, or a way to get them into this

633
00:36:22.040 --> 00:36:25.340
that has been consistent across people?

634
00:36:25.340 --> 00:36:28.500
I mean, what's the aha moment that you've seen people

635
00:36:28.500 --> 00:36:31.840
be able to adopt it and run with it?

636
00:36:31.840 --> 00:36:32.680
Sure.

637
00:36:33.980 --> 00:36:37.420
I think sticking, the consistency is key.

638
00:36:37.420 --> 00:36:38.500
Consistency is key.

639
00:36:38.500 --> 00:36:41.460
And Dionne, because you've taken a lot more people

640
00:36:41.460 --> 00:36:42.900
through this, you might have something else

641
00:36:42.900 --> 00:36:43.780
to add to it as well.

642
00:36:43.780 --> 00:36:47.660
But for my part, what I've seen is consistency is key.

643
00:36:47.660 --> 00:36:49.580
And so it's embedded in our culture.

644
00:36:49.580 --> 00:36:52.820
And even when someone comes on new,

645
00:36:52.860 --> 00:36:56.740
they're already familiarized with pitches and presentations

646
00:36:56.740 --> 00:36:58.220
because that happens weekly,

647
00:36:58.220 --> 00:37:01.500
whether they're pitching or presenting weekly

648
00:37:01.500 --> 00:37:03.820
or even monthly is not the issue.

649
00:37:03.820 --> 00:37:07.980
They're a part of that prior to their first project.

650
00:37:07.980 --> 00:37:09.840
So they're familiar with the language.

651
00:37:09.840 --> 00:37:11.700
They're familiar with the process.

652
00:37:11.700 --> 00:37:16.100
And then it comes the time where we talk about

653
00:37:16.100 --> 00:37:19.180
implementing deep work and bringing in

654
00:37:19.180 --> 00:37:20.540
the thin slice projects.

655
00:37:20.540 --> 00:37:25.540
And really the best way that I have seen with someone

656
00:37:25.620 --> 00:37:28.700
is one of two ways onboarding them.

657
00:37:28.700 --> 00:37:31.740
One, they highlight a problem.

658
00:37:31.740 --> 00:37:33.500
Hey, this is not working.

659
00:37:33.500 --> 00:37:36.420
Great, that sounds like a great thin slice for you to take.

660
00:37:36.420 --> 00:37:40.800
Or two, you bring them in on a thin slice project with you

661
00:37:40.800 --> 00:37:42.860
and you bring them into it.

662
00:37:42.860 --> 00:37:44.300
That way you can do that with them.

663
00:37:44.300 --> 00:37:47.620
They can get more comfortable and familiar with the process.

664
00:37:48.460 --> 00:37:51.580
I've done that with several team members.

665
00:37:51.580 --> 00:37:54.620
We have done a thin slice project together

666
00:37:54.620 --> 00:37:56.700
so that they can get comfortable with the process

667
00:37:56.700 --> 00:37:58.620
and familiar with it.

668
00:37:58.620 --> 00:37:59.900
Really, really good and helpful.

669
00:37:59.900 --> 00:38:01.460
One last, if you'll indulge me,

670
00:38:01.460 --> 00:38:04.340
how many people are in those meetings?

671
00:38:04.340 --> 00:38:06.860
Like, I mean, we have a big team.

672
00:38:06.860 --> 00:38:10.020
How many, what's practical in the pitch meetings?

673
00:38:10.860 --> 00:38:13.300
We have everyone on our team as part of that

674
00:38:13.300 --> 00:38:17.780
because the key there is the feedback from the team,

675
00:38:17.780 --> 00:38:19.380
is having the feedback.

676
00:38:19.380 --> 00:38:22.980
And so one of, Dion gives the story,

677
00:38:22.980 --> 00:38:27.980
he has given the story of a tech company.

678
00:38:28.580 --> 00:38:30.060
I'm not gonna repeat it properly,

679
00:38:30.060 --> 00:38:32.260
but essentially there was an issue with the app

680
00:38:32.260 --> 00:38:35.940
and the secretary came up with the solution.

681
00:38:35.940 --> 00:38:39.820
And we had a similar instance here

682
00:38:39.820 --> 00:38:42.720
where the team was pitching for the app.

683
00:38:43.080 --> 00:38:44.640
We had two team members pitching for the app.

684
00:38:44.640 --> 00:38:47.120
We were implementing routines.

685
00:38:47.120 --> 00:38:49.920
And then we had another team member, Cindy,

686
00:38:49.920 --> 00:38:52.680
who was not having anything to do with the routines

687
00:38:52.680 --> 00:38:56.800
and asked a very key question about the process

688
00:38:57.880 --> 00:39:00.600
about how to deliver the content to our community

689
00:39:00.600 --> 00:39:04.720
that ended up shaping how they implemented

690
00:39:04.720 --> 00:39:06.640
the routines on the app.

691
00:39:06.640 --> 00:39:08.440
So that's why I think it's important to have people

692
00:39:08.440 --> 00:39:10.520
from different areas,

693
00:39:10.520 --> 00:39:11.640
because they're gonna have fresh eyes.

694
00:39:11.680 --> 00:39:14.040
And that's where the collaboration comes in as well.

695
00:39:14.040 --> 00:39:16.720
They'll ask questions that maybe you didn't think of

696
00:39:16.720 --> 00:39:20.020
or they'll catch things that you didn't think of as well.

697
00:39:22.120 --> 00:39:23.120
Thank you.

698
00:39:23.120 --> 00:39:23.960
Yeah.

699
00:39:23.960 --> 00:39:24.800
This is great, Jenny.

700
00:39:24.800 --> 00:39:26.400
Thank you.

701
00:39:26.400 --> 00:39:28.520
I think Bridget, you had your hand up there.

702
00:39:28.520 --> 00:39:29.800
Let's get Bridget.

703
00:39:29.800 --> 00:39:30.640
Yeah.

704
00:39:34.040 --> 00:39:35.840
Sure, I just had a quick comment.

705
00:39:35.840 --> 00:39:38.680
As a person that came into the culture at Brilliant,

706
00:39:38.680 --> 00:39:41.560
because I only came on full-time last year.

707
00:39:41.560 --> 00:39:44.800
And so as a person coming into this culture

708
00:39:44.800 --> 00:39:46.560
that had already been going,

709
00:39:46.560 --> 00:39:50.200
it was amazing that that was actually what was expected.

710
00:39:50.200 --> 00:39:52.040
And I think because it was in the culture

711
00:39:52.040 --> 00:39:54.200
and when people did their presentations,

712
00:39:54.200 --> 00:39:57.360
it was always a very positive experience and very exciting.

713
00:39:57.360 --> 00:40:00.280
So it was just assumed that I'd be presenting.

714
00:40:00.000 --> 00:40:03.800
presenting something. And as Jenny said, when I came on, she

715
00:40:03.800 --> 00:40:07.720
did the process with me, and she helped me do my first pitch. And

716
00:40:07.720 --> 00:40:10.400
it also goes alongside with the other cultures that we've been

717
00:40:10.400 --> 00:40:13.880
developing in these teachings, like the culture of trust.

718
00:40:14.160 --> 00:40:17.400
Because if you feel like you're going to be shot down, and

719
00:40:17.440 --> 00:40:19.680
somebody is going to really be negative about your idea, that

720
00:40:19.680 --> 00:40:24.200
doesn't help. So I think because we had a team of trust, and

721
00:40:24.200 --> 00:40:26.760
Jenny had, you know, really worked hard on that circle of

722
00:40:26.760 --> 00:40:30.520
safety that we have, anybody can present anything. And we've got

723
00:40:30.520 --> 00:40:33.680
to brag on Cindy, Jenny, because she's definitely one of the

724
00:40:33.680 --> 00:40:36.880
older people in our team. And when you watch her doing a

725
00:40:36.880 --> 00:40:40.320
presentation and pulling up a notion document and her thin

726
00:40:40.320 --> 00:40:44.000
slice, her figure and diagrams and everything, it is really

727
00:40:44.000 --> 00:40:48.160
impressive. And it gives her such confidence. And so it's not

728
00:40:48.160 --> 00:40:50.560
an excuse, it's just an age thing at all. I mean, it's

729
00:40:50.560 --> 00:40:53.880
really amazing what Cindy's done. I've got to commend her

730
00:40:53.880 --> 00:40:58.080
for that. But also, you know, with our, with our perspective

731
00:40:58.080 --> 00:41:01.480
at our team is that you don't just mention a problem, you've

732
00:41:01.480 --> 00:41:04.480
got to come up with a solution, which is very much what we teach

733
00:41:04.480 --> 00:41:06.560
at Brilliant, you know, you can't just have a negative

734
00:41:06.560 --> 00:41:08.760
mindset, you've got to come up with something positive. So it

735
00:41:08.760 --> 00:41:11.520
really all feeds into each other. Now I know not all your

736
00:41:11.520 --> 00:41:14.880
companies are kingdom minded like that. But it really helps

737
00:41:14.880 --> 00:41:18.160
the culture to be forward thinking and coming up with a

738
00:41:18.160 --> 00:41:22.440
solution that rather than just complaining about a problem. And

739
00:41:22.640 --> 00:41:25.400
I mean, Dion does it with me at home, and I've been working on

740
00:41:25.400 --> 00:41:27.960
situations, this is okay, what is the thinnest last we could

741
00:41:27.960 --> 00:41:30.640
come up with. So it's not overwhelming, we're trying to

742
00:41:30.920 --> 00:41:33.800
rearrange a room or do something around the house. It's a very

743
00:41:33.800 --> 00:41:37.800
practical way to turn a problem into something positive, that

744
00:41:37.800 --> 00:41:42.280
you can actually do in one day or in a weekend. And it's, it's

745
00:41:42.280 --> 00:41:46.360
just, it's just been a lot of fun. And it's just, it gives you

746
00:41:46.360 --> 00:41:49.000
a positive outlook rather than just sitting with something

747
00:41:49.000 --> 00:41:53.000
negative. So I'd really encourage you to just start. I

748
00:41:53.000 --> 00:41:55.160
mean, that's the thing. Sometimes I think, well, you

749
00:41:55.160 --> 00:41:58.520
need everything working, just start doing a few to get it

750
00:41:58.520 --> 00:41:58.880
going.

751
00:42:00.160 --> 00:42:02.480
That's great points. Thank you for adding those.

752
00:42:03.920 --> 00:42:04.960
I have a quick question.

753
00:42:06.360 --> 00:42:06.880
Yes.

754
00:42:07.160 --> 00:42:13.960
So it sounds like the overall goal is for the people to come

755
00:42:13.960 --> 00:42:18.280
up with their own thin slice project ideas. But I know there

756
00:42:18.280 --> 00:42:21.960
is a part where they're presenting to the team, and

757
00:42:21.960 --> 00:42:25.160
they're asking, does this, you know, well, the team can input,

758
00:42:25.160 --> 00:42:28.440
is this valuable, you know, maybe the team votes, I've got a

759
00:42:28.440 --> 00:42:33.640
few things I can do, what would you guys suggest? What if? What

760
00:42:33.640 --> 00:42:36.480
if there's things that I feel like would be good thin slicing

761
00:42:36.480 --> 00:42:40.400
projects for people? Is how do you how do you go about doing

762
00:42:40.400 --> 00:42:45.560
that? Is it advisable? Or is there any negative notion of,

763
00:42:45.640 --> 00:42:47.880
you know, putting it on their plate?

764
00:42:51.320 --> 00:42:55.680
Dion, you could probably speak to that. But I guess, yeah, I

765
00:42:55.680 --> 00:42:58.960
definitely speak to that. But stay on, Jenny. Yeah, we just

766
00:42:58.960 --> 00:43:00.200
add me to that thing there.

767
00:43:01.680 --> 00:43:06.000
For sure. Firstly, great question, Jeremy, I think that

768
00:43:06.520 --> 00:43:09.720
what, if there is something important, I interrupt the

769
00:43:09.720 --> 00:43:13.280
system all the time. Let's put it that way. Jenny does a very

770
00:43:13.280 --> 00:43:17.520
good job smoothing that over. Because we don't want our

771
00:43:17.520 --> 00:43:21.640
people to feel micromanaged. But we do, we do need to focus on

772
00:43:21.640 --> 00:43:26.560
priority things. So sometimes, somebody's into or about to do a

773
00:43:26.560 --> 00:43:30.560
deep work. So because of the predictable nature of the every

774
00:43:30.560 --> 00:43:34.680
Wednesday, I know that I'm not interrupting them. You know, so

775
00:43:34.680 --> 00:43:37.080
I'll often say to Jenny, I need so and so's time to do this,

776
00:43:37.080 --> 00:43:40.400
this and this. And because of our culture of go directly to

777
00:43:40.400 --> 00:43:43.120
the person, not through the structure. I don't go through

778
00:43:43.120 --> 00:43:45.680
Jenny to go to someone to go to when somebody first works with

779
00:43:45.680 --> 00:43:48.640
us, they kind of find that, you know, but difficult to get used

780
00:43:48.640 --> 00:43:51.040
to just go straight to the person who has the information,

781
00:43:51.240 --> 00:43:54.800
because we trust the person to also because think of what's the

782
00:43:54.800 --> 00:43:59.200
difference between an employee and a leader. An employee is

783
00:43:59.200 --> 00:44:01.800
somebody who manages their outputs when they told what to

784
00:44:01.800 --> 00:44:05.640
do. What a leader does is they manage their inputs to

785
00:44:05.640 --> 00:44:08.400
determine how they can make the biggest contribution and they

786
00:44:08.400 --> 00:44:12.400
manage their output. So there's inputs, there's prioritization

787
00:44:12.400 --> 00:44:15.560
and these outputs, and we're training our people to manage

788
00:44:15.800 --> 00:44:19.440
too many inputs and which one's most important. But as the

789
00:44:19.440 --> 00:44:22.480
leader, there are times you need to override that because there's

790
00:44:22.480 --> 00:44:25.120
something priority, some priorities coming up, right,

791
00:44:25.120 --> 00:44:29.800
some issue. And so often, I will interrupt the process and say, I

792
00:44:29.800 --> 00:44:33.840
need this done. And because we're looking ahead, and often

793
00:44:33.840 --> 00:44:38.440
we're looking further ahead than as the leaders were the leader

794
00:44:38.440 --> 00:44:41.160
of leaders, we're looking far further ahead than maybe they

795
00:44:41.160 --> 00:44:46.080
are. And often they're there. So that's why we started

796
00:44:46.080 --> 00:44:49.720
implementing the is what's the importance of this is this low,

797
00:44:49.720 --> 00:44:53.560
medium or high, because if it's a high important thing that

798
00:44:53.560 --> 00:44:56.000
they're delivering on, then I have to figure out how to work

799
00:44:56.000 --> 00:44:59.720
it out with them. Or we have to take so often to what Jenny will

800
00:44:59.720 --> 00:45:00.000
do is

801
00:45:00.000 --> 00:45:03.520
take stuff off them to give them more deep work session so they can double up.

802
00:45:03.840 --> 00:45:06.480
So that's a way to do to it as well.

803
00:45:06.480 --> 00:45:07.960
So I think it's a,

804
00:45:08.080 --> 00:45:12.080
it's a little bit of like a negotiation rather than an instruction because what

805
00:45:12.080 --> 00:45:13.720
you're trying to teach them is give them the,

806
00:45:14.560 --> 00:45:19.360
the feeling of respect and dignity. That's what I was looking for.

807
00:45:19.560 --> 00:45:22.640
It's the making the process dignified. Not I'm telling you,

808
00:45:22.640 --> 00:45:26.200
I don't care about that project. Do what I say. It's more important as opposed to,

809
00:45:26.240 --> 00:45:28.920
Oh, I really, Oh, you, you made that a priority. You know,

810
00:45:28.920 --> 00:45:32.320
I can see that would be a priority. This is also a priority.

811
00:45:33.080 --> 00:45:36.600
So how can we double up? What, what can we take away?

812
00:45:37.360 --> 00:45:39.120
And so in the beginning you might be,

813
00:45:39.120 --> 00:45:42.240
have to be the person who doesn't find someone else can, or, or ask them,

814
00:45:42.240 --> 00:45:45.800
who do you, who knows your job, who can help with this, et cetera.

815
00:45:45.840 --> 00:45:50.280
So that little negotiation there is you're investing in them, but yes,

816
00:45:50.280 --> 00:45:52.440
you absolutely have to interrupt the system.

817
00:45:52.480 --> 00:45:56.440
And then there's been cases where somebody improved the process that hurt the

818
00:45:56.440 --> 00:45:59.480
innovation. So, you know, didn't mean to,

819
00:45:59.480 --> 00:46:02.240
thought they were doing a great job, but then, you know,

820
00:46:02.240 --> 00:46:04.800
you have to have so many days for this and so many days for that.

821
00:46:04.800 --> 00:46:08.200
And what it did is it made our innovation cycle too long. I want super,

822
00:46:08.320 --> 00:46:10.760
I'm trying to make our innovations faster, shorter.

823
00:46:10.760 --> 00:46:14.720
I want to bring them down to hours, not three days prior notice.

824
00:46:14.920 --> 00:46:17.520
Now in, in her defense,

825
00:46:17.880 --> 00:46:20.120
she was dealing with a lot of last minute stuff,

826
00:46:20.120 --> 00:46:24.600
which in her defense was unnecessary. That didn't have to happen.

827
00:46:24.600 --> 00:46:28.200
It was just poor planning on other people's parts for the most part, right?

828
00:46:28.560 --> 00:46:31.960
Some of it wasn't, but her point, all I'm saying is her, I didn't,

829
00:46:31.960 --> 00:46:34.680
we didn't demean her point. We just said to her,

830
00:46:34.760 --> 00:46:38.520
you're going to have to make an exception for that. So we can say, okay,

831
00:46:38.520 --> 00:46:42.280
by and large, that's the process, but we also, so every time,

832
00:46:42.320 --> 00:46:47.320
sometimes we innovate ourselves into not innovating. So it, it's,

833
00:46:47.360 --> 00:46:49.920
it's a fun journey because again,

834
00:46:49.920 --> 00:46:53.840
it's about the people first teaching them to fix processes. So Jeremy,

835
00:46:53.840 --> 00:46:58.080
what I would do if I were you is pick the most painful one right now,

836
00:46:58.160 --> 00:47:00.640
what's really driving you up the wall right now.

837
00:47:01.000 --> 00:47:04.520
And which person do you think you could give that and turn that into their first

838
00:47:04.520 --> 00:47:08.320
thin slice and start to address that issue and then set them free to do it.

839
00:47:09.080 --> 00:47:12.480
But the nice thing about the cycle is, cause you know,

840
00:47:12.480 --> 00:47:13.360
how it works in most business,

841
00:47:13.360 --> 00:47:16.040
would you look at it and then they don't do anything for a month and you come

842
00:47:16.040 --> 00:47:19.520
back. Did you look at, Oh, I got busy. This kills all that because it's,

843
00:47:20.120 --> 00:47:24.960
it's Wednesday, the 23rd at 1 PM. There's no delay.

844
00:47:25.000 --> 00:47:26.640
There's no missing deadlines here.

845
00:47:27.360 --> 00:47:32.640
So as far as managing it, um, notion sounds amazing.

846
00:47:33.080 --> 00:47:33.880
I've, I've,

847
00:47:33.880 --> 00:47:37.600
I've wanted to kind of look into it and see if that's something that would help

848
00:47:37.680 --> 00:47:40.240
us to manage the in-house projects. You know,

849
00:47:40.240 --> 00:47:44.160
we've got our CRM that does kind of all of our production and operations for the

850
00:47:44.160 --> 00:47:48.640
company, but as, as something to house these and be kind of organized,

851
00:47:48.640 --> 00:47:51.520
that'd be better than a spreadsheet. Has any of you,

852
00:47:52.200 --> 00:47:54.040
I know Slack has, um,

853
00:47:54.080 --> 00:47:57.920
they added the lists where you can do projects and then there's a canvas

854
00:47:57.920 --> 00:48:00.840
attached, you can attach a canvas and stuff.

855
00:48:00.840 --> 00:48:04.440
And I've kind of thought about maybe utilizing that, you know,

856
00:48:04.440 --> 00:48:07.640
just to kind of house and manage these pitch projects.

857
00:48:08.120 --> 00:48:11.440
Would you recommend anything particularly?

858
00:48:12.360 --> 00:48:15.920
We should probably take stock in notion or they should give us commitment.

859
00:48:16.320 --> 00:48:18.040
Yeah. Cause we keep promoting notion.

860
00:48:19.120 --> 00:48:19.960
Promoting notion.

861
00:48:20.480 --> 00:48:24.760
And the reason that I say that is because, uh, that is the one place, like,

862
00:48:24.800 --> 00:48:28.280
like I mentioned, one of our team members went in and, um,

863
00:48:28.640 --> 00:48:33.600
she organized notion so that we have pages where all the information is

864
00:48:33.600 --> 00:48:37.640
kept. Um, and instead of being scattered, it's,

865
00:48:37.720 --> 00:48:40.640
so if you think of it as folders and then sub folders,

866
00:48:40.840 --> 00:48:44.760
it started to get really scattered and she wanted to keep it in front of every,

867
00:48:44.960 --> 00:48:46.880
you know, in front of us on the same page,

868
00:48:46.880 --> 00:48:50.120
rather than having a bunch of sub folders, but have it all on one page.

869
00:48:50.480 --> 00:48:54.520
And that has been really helpful because when we are working so quickly and

870
00:48:54.520 --> 00:48:55.880
we're innovating so quickly,

871
00:48:56.080 --> 00:48:59.600
we need to know where we can go to get the most up to date and accurate

872
00:48:59.600 --> 00:49:03.720
information and not have it spread across several different platforms.

873
00:49:03.880 --> 00:49:07.720
And that's what notion does. You can link it to Google. So if you have, you know,

874
00:49:07.720 --> 00:49:12.520
a drive or some documents that you need to keep in Google for the sake of

875
00:49:12.520 --> 00:49:16.120
sharing, then you can link Google, uh, though,

876
00:49:16.160 --> 00:49:18.600
those documents or those folders into notion.

877
00:49:18.840 --> 00:49:23.520
And it keeps everything in the right space and everyone can

878
00:49:23.520 --> 00:49:26.680
have access to it. And they're constantly innovating.

879
00:49:26.680 --> 00:49:30.640
Notion is constantly innovating to make things, uh,

880
00:49:30.960 --> 00:49:35.720
more usable, um, accessible. I, I could go on and on and on,

881
00:49:36.480 --> 00:49:41.240
um, about notion. So I'm a fan of notion. And I think it, it, for the business,

882
00:49:41.280 --> 00:49:45.640
I don't know how we would function without QBooks and without notion.

883
00:49:45.760 --> 00:49:46.840
We wouldn't be able to.

884
00:49:47.280 --> 00:49:50.440
So maybe that's a thin slice project I could give to somebody and say,

885
00:49:50.440 --> 00:49:52.360
figure out. There you go.

886
00:49:56.360 --> 00:49:59.840
Yes. I like it for sure. I think yes.

887
00:50:00.000 --> 00:50:04.040
I was going to quickly show you guys notion, by the way, let the session go

888
00:50:04.240 --> 00:50:07.760
extra, because I thought this is so critical rather than introducing another

889
00:50:07.960 --> 00:50:11.640
topic, and I said we would do two topics, but I think this is so helpful,

890
00:50:11.840 --> 00:50:15.960
which makes us look, because, by the way, we're learning with you, right?

891
00:50:16.160 --> 00:50:21.160
I don't care about how many people come to in a circle, how many companies.

892
00:50:21.360 --> 00:50:23.760
I care that you move into your yoke

893
00:50:23.960 --> 00:50:27.960
and that you produce a high performance team for that functions from rest.

894
00:50:28.120 --> 00:50:29.880
If we're not doing that,

895
00:50:30.080 --> 00:50:34.400
we have to ask our backup because that's our mandate from the Lord.

896
00:50:34.600 --> 00:50:40.680
Our mandate isn't to have cool meetings and meet nice people and, you know,

897
00:50:40.880 --> 00:50:42.200
collect some fees or whatever.

898
00:50:42.240 --> 00:50:43.440
That's not what we're doing.

899
00:50:43.640 --> 00:50:48.320
What we're trying to do is genuinely I want this to be the best investment you've

900
00:50:48.520 --> 00:50:53.160
ever made because it puts you in a place with the Lord and with your team.

901
00:50:53.360 --> 00:50:55.640
You've always dreamed to have. Right.

902
00:50:55.840 --> 00:50:57.560
So you already solved the problem, Jeremy.

903
00:50:57.560 --> 00:50:59.120
Give the idea of somebody going to look

904
00:50:59.320 --> 00:51:01.200
into Notion and tell us if we should use it.

905
00:51:01.400 --> 00:51:03.640
I think we're also realizing that having

906
00:51:03.840 --> 00:51:08.200
somebody like we've got several people in our team who could come in and teach

907
00:51:08.400 --> 00:51:11.000
Notion and get it going, because in the beginning,

908
00:51:11.200 --> 00:51:17.640
Notion will act as think of Slack as your means for managing informal communication.

909
00:51:17.840 --> 00:51:18.160
Right.

910
00:51:18.360 --> 00:51:23.280
But when you start trying to store documents on Slack, that's a disastrous idea.

911
00:51:23.480 --> 00:51:23.800
Right.

912
00:51:23.800 --> 00:51:27.360
When you're going back to a previous Slack chat to go and find a document,

913
00:51:27.560 --> 00:51:29.640
that's not where to save your documents.

914
00:51:29.840 --> 00:51:34.400
What Notion is, Notion is your source of truth for all things in your business.

915
00:51:34.600 --> 00:51:36.320
So here's our procedures.

916
00:51:36.520 --> 00:51:37.320
Here's our thinking.

917
00:51:37.520 --> 00:51:41.120
I could show you the Notion table I was talking from a few minutes ago.

918
00:51:41.320 --> 00:51:42.320
We teach from Notion.

919
00:51:42.520 --> 00:51:44.760
The entire conference ran out of Notion.

920
00:51:44.960 --> 00:51:47.360
We put all our documents together in a Notion.

921
00:51:47.560 --> 00:51:51.680
And, you know, when we interacted with Sage, who ran the things and they've been

922
00:51:51.680 --> 00:51:54.240
doing, you know, what, over 1,200 of these conferences,

923
00:51:54.240 --> 00:51:56.440
they're still trying to do everything in a spreadsheet.

924
00:51:56.640 --> 00:51:59.320
And we just looked at them and said, seriously, you know,

925
00:51:59.520 --> 00:52:05.600
2005 call, they want their tech back, you know, stop already.

926
00:52:05.800 --> 00:52:10.080
And so my deal with Barry is we're going to help them with Notion.

927
00:52:10.280 --> 00:52:12.360
So I think it's not that.

928
00:52:12.560 --> 00:52:17.720
So the design behind Notion was that what if you could have one app where people

929
00:52:17.760 --> 00:52:22.720
could make up anything their business needs without hiring a programmer?

930
00:52:22.920 --> 00:52:24.960
And that's what they slowly working towards.

931
00:52:25.160 --> 00:52:28.120
So the reason that it has gained such and

932
00:52:28.320 --> 00:52:32.160
they are just literally thousands of videos on YouTube.

933
00:52:32.360 --> 00:52:36.360
So when one of our team members says, oh, I need some tech help with whatever.

934
00:52:36.560 --> 00:52:38.040
One of the first things we say is,

935
00:52:38.240 --> 00:52:41.560
have you watched five YouTube videos and you still don't know how?

936
00:52:41.760 --> 00:52:45.760
Then ask another team member because you're interrupting a very expensive team

937
00:52:45.800 --> 00:52:49.800
member into interrupting their workflow because you don't want to press play on a

938
00:52:50.000 --> 00:52:53.200
YouTube video. Not sure that's valuable.

939
00:52:53.400 --> 00:52:56.480
So so that's, you know, and people who say, well,

940
00:52:56.480 --> 00:52:58.600
I didn't learn this and I'm not good at learning software.

941
00:52:58.800 --> 00:53:01.960
Listen, we have people in their 60s here at Brilliant.

942
00:53:02.160 --> 00:53:04.840
You know, we have in their 20s, but we also have people in their 60s,

943
00:53:05.040 --> 00:53:08.880
almost 70, who are learning this, didn't know anything about Slack or

944
00:53:09.080 --> 00:53:13.400
Notion or anything, and they just kept watching a lot of videos.

945
00:53:13.600 --> 00:53:18.680
You know, and Notion is so vast that to say we know Notion is a joke because you

946
00:53:18.880 --> 00:53:23.520
can literally write code in it, I mean, it's can make it anything you want,

947
00:53:23.720 --> 00:53:28.640
but it can send out forms, do surveys, capture information.

948
00:53:28.840 --> 00:53:32.680
The whole of this in a circle is all run on Notion.

949
00:53:32.880 --> 00:53:34.000
Every aspect of it.

950
00:53:34.200 --> 00:53:37.840
So all I'm saying is that that's one tool,

951
00:53:38.000 --> 00:53:44.520
what we would like you guys to do and take these last few minutes together

952
00:53:44.720 --> 00:53:46.720
and maybe, Jenny, you can weigh in on this.

953
00:53:46.920 --> 00:53:48.400
How do we start?

954
00:53:48.600 --> 00:53:50.280
I think that's the question everyone's asking.

955
00:53:50.480 --> 00:53:52.480
I want to do this. You guys convinced me.

956
00:53:52.680 --> 00:53:55.320
Got the thin slice thing, got the three steps right.

957
00:53:55.520 --> 00:54:01.880
Teach them to thin slice, set a time and and then, you know,

958
00:54:02.080 --> 00:54:04.280
work everything out in terms of deep work sessions.

959
00:54:04.280 --> 00:54:08.680
So, Jenny, how would you go about installing this?

960
00:54:08.880 --> 00:54:12.000
If you are coming, if you are new to the company and you came

961
00:54:12.200 --> 00:54:14.640
with all your training, nobody really knew this.

962
00:54:14.840 --> 00:54:16.600
How would you start?

963
00:54:16.800 --> 00:54:17.640
What I start?

964
00:54:17.840 --> 00:54:19.880
Well, I would start first with the weekly

965
00:54:20.080 --> 00:54:24.640
trainings, right, and introduce the thin slice, and then I would immediately set up

966
00:54:24.840 --> 00:54:31.160
the pitch and presentation days and depending upon however many,

967
00:54:31.320 --> 00:54:34.280
because, Ben, that was your question, however many people are in there,

968
00:54:34.480 --> 00:54:38.400
you have to really set the timeline to to account for all the people.

969
00:54:38.600 --> 00:54:44.320
We we were previously doing 30 minutes and now we extended it to be an hour

970
00:54:44.520 --> 00:54:50.760
because we had to go back to the team and really reiterate how important this is

971
00:54:50.960 --> 00:54:57.000
and that everyone should be pitching and presenting at least one time a month.

972
00:54:57.200 --> 00:54:59.760
So I would start with the training and

973
00:55:00.000 --> 00:55:04.440
reduce the the thin slicing and then I would go around to each

974
00:55:04.440 --> 00:55:09.280
person and I would set up a project for them to pitch and I

975
00:55:09.280 --> 00:55:11.920
would do that with them. I would walk through the process with

976
00:55:11.920 --> 00:55:15.160
them, even with the with the pitching if they needed support

977
00:55:15.160 --> 00:55:19.320
pitching it, walk through that process with them until they

978
00:55:19.320 --> 00:55:22.400
became familiar. So a couple of two to three times, you know,

979
00:55:22.420 --> 00:55:26.640
with each person and, and like Bridget said, and Dion said, we

980
00:55:26.640 --> 00:55:30.720
have people on our team that really after what they have

981
00:55:30.720 --> 00:55:34.000
learned and they have accomplished, not knowing is

982
00:55:34.000 --> 00:55:37.880
just not an option for anyone. It's it's just not we've had.

983
00:55:38.640 --> 00:55:43.080
We've had, you know, Cindy who, who says I'm just not a tech

984
00:55:43.080 --> 00:55:46.320
person. And she is the first person to pick out something

985
00:55:46.360 --> 00:55:49.240
that is not working with tech. So she's not allowed to say that

986
00:55:49.240 --> 00:55:52.320
to us anymore. Because she figures it out. She finds the

987
00:55:52.320 --> 00:55:55.640
issue and then she figures it out. So that's how I would

988
00:55:55.640 --> 00:55:56.560
implement it, Dion.

989
00:55:57.120 --> 00:56:00.240
Yeah, that's very good. So guys, if you want to take a moment and

990
00:56:00.240 --> 00:56:03.520
think about, if you have a bigger team, you can divide them

991
00:56:03.520 --> 00:56:05.720
up, especially if they're in like different areas of the

992
00:56:05.720 --> 00:56:09.760
business, Ben, I'm thinking of your team here, or maybe Mark

993
00:56:09.760 --> 00:56:12.960
your team because they have different focuses, you know, so

994
00:56:12.960 --> 00:56:16.600
maybe administration, construction or manufacturing or

995
00:56:16.600 --> 00:56:20.120
separate, you know, your respective companies. So I would

996
00:56:20.120 --> 00:56:22.440
you could group them in but in the beginning just to get the

997
00:56:22.440 --> 00:56:25.360
culture going maybe for the first month doodle as much as

998
00:56:25.360 --> 00:56:27.000
you can all together. I understand that if you're

999
00:56:27.000 --> 00:56:29.560
running your manufacturing facility, you can't have

1000
00:56:29.560 --> 00:56:32.080
everybody off the production line, I get that. So you'll have

1001
00:56:32.080 --> 00:56:35.880
to adapt it. The idea isn't to get it perfect. The idea is to

1002
00:56:35.880 --> 00:56:40.080
start. That's the key start and introduce it to your culture,

1003
00:56:40.240 --> 00:56:44.600
and then insist on it. Because and in a way that you can do

1004
00:56:44.600 --> 00:56:47.960
this, because we want to make you the smartest person in the

1005
00:56:47.960 --> 00:56:51.080
room. If you leave here, we want to have taken your career to a

1006
00:56:51.080 --> 00:56:54.160
whole new level, because that's the kingdom way, right? God

1007
00:56:54.160 --> 00:56:58.120
invested in you long before you were even born. You know, Christ

1008
00:56:58.120 --> 00:57:01.040
died for us while we were still sinners. So we had no five step

1009
00:57:01.040 --> 00:57:03.680
plan to becoming a better anything. We weren't even there.

1010
00:57:03.800 --> 00:57:09.880
So the point is that he, he initiates so be that person that

1011
00:57:09.880 --> 00:57:13.080
says, and by the way, if you don't know, just keep asking the

1012
00:57:13.080 --> 00:57:16.040
question, is this the thinnest slice? Is this the thinnest

1013
00:57:16.040 --> 00:57:18.760
slice? Now you might think you know the answer to that. But let

1014
00:57:18.760 --> 00:57:22.200
me give you three ideas that will help you get to the heart

1015
00:57:22.200 --> 00:57:26.520
of that. A lot of times people think the thinnest slice starts

1016
00:57:26.520 --> 00:57:29.520
with me having an idea about what the basic problem is. Glenn

1017
00:57:29.520 --> 00:57:32.320
already alluded to that the problem is often not the problem.

1018
00:57:32.640 --> 00:57:34.400
The problem you think is not actually the problem you end up

1019
00:57:34.400 --> 00:57:37.880
solving. So first question is, do I even know what the problem

1020
00:57:37.880 --> 00:57:42.920
is? Do I know like the one thin slice can be firstly, can I can

1021
00:57:42.920 --> 00:57:46.800
I take one deep work session and figure out the problem? Now the

1022
00:57:46.800 --> 00:57:49.280
deep work session, can I figure out who else has answered this

1023
00:57:49.280 --> 00:57:52.120
problem? Go and do research, come back with a report, the

1024
00:57:52.120 --> 00:57:55.600
deliverable is a report, give me the top three solutions to this

1025
00:57:55.600 --> 00:57:58.600
problem. Who else has solved the problem? We're not the first

1026
00:57:58.600 --> 00:58:01.960
people in the universe to solve this problem. So who else has

1027
00:58:01.960 --> 00:58:06.200
solved them? And how did they do that? Well, another one to come

1028
00:58:06.200 --> 00:58:10.440
up with is, I don't know entirely what the problem is yet.

1029
00:58:10.440 --> 00:58:14.280
But I at the moment, I think the problem is and then list the

1030
00:58:14.280 --> 00:58:18.680
thing that that Jeremy was saying, for instance, earlier,

1031
00:58:18.960 --> 00:58:22.240
that's the thing that's driving the CEO nuts, that thing, I'm

1032
00:58:22.240 --> 00:58:25.360
going to fix this thing that's driving, you know, the CEO nuts.

1033
00:58:25.640 --> 00:58:28.520
I don't know what that means yet. But I'm going to take I'm

1034
00:58:28.520 --> 00:58:31.440
going to take one deep work session. So that was the first

1035
00:58:31.440 --> 00:58:34.440
thing. The second thing is, try to limit it to one deep work

1036
00:58:34.440 --> 00:58:38.880
session the first time, the fastest, the fastest route

1037
00:58:38.880 --> 00:58:41.880
between them and a successful process. So they've gone through

1038
00:58:41.880 --> 00:58:45.880
the whole cycle once, you know, they shaped it up, don't let

1039
00:58:45.880 --> 00:58:48.280
them take more than 20 minutes to shape it up. Otherwise,

1040
00:58:48.280 --> 00:58:50.440
they're starting to actually work on the problem. Don't let

1041
00:58:50.440 --> 00:58:56.680
him do that. So 20 minutes, do a pitch, one deep work session, do

1042
00:58:56.680 --> 00:59:00.320
a presentation, if they can go through those four steps, and do

1043
00:59:00.320 --> 00:59:02.960
it quickly and have a sit. And then, of course, you know,

1044
00:59:02.960 --> 00:59:06.840
you're, you're sitting in the wings waiting to do what? Make

1045
00:59:06.840 --> 00:59:10.240
them the hero of the story. Make them the hero of the story.

1046
00:59:10.240 --> 00:59:13.080
Like, oh, my goodness, look what John did. He's amazing. You

1047
00:59:13.080 --> 00:59:16.200
know, look what Sally did. She pulled that off. And we had this

1048
00:59:16.200 --> 00:59:19.080
problem. Now, Sally, thank you. It's driven me nuts for years,

1049
00:59:19.080 --> 00:59:23.640
Sally, I love you. So make them that amazing hero of the story

1050
00:59:23.640 --> 00:59:26.800
in that moment. Don't just go great, good pitch, next person.

1051
00:59:27.040 --> 00:59:30.640
Take a minute, take 30 seconds, take a minute, make them the

1052
00:59:30.640 --> 00:59:36.040
hero of the story. And once you do that, you're in the game. So

1053
00:59:36.240 --> 00:59:40.440
because what people will do is what you what you know, you can

1054
00:59:40.440 --> 00:59:44.200
expect whatever you reward. Right? A lot of times as

1055
00:59:44.240 --> 00:59:47.080
leaders, we're expecting things, but we don't ever reward people

1056
00:59:47.080 --> 00:59:50.160
and by rewards, not as financial can just be emotional can be

1057
00:59:50.520 --> 00:59:55.040
recognition, people value recognition way above financial

1058
00:59:55.040 --> 00:59:58.640
bonuses, for instance, that's a lot of research backing all

1059
00:59:58.640 --> 01:00:00.080
that. So I would say

1060
01:00:00.000 --> 01:00:08.560
a start the process by what Jenny just said, pick your day, get it going, watch the training

1061
01:00:08.560 --> 01:00:09.560
and move it forward.

1062
01:00:09.560 --> 01:00:10.680
And I think there's a PDF.

1063
01:00:10.680 --> 01:00:16.120
We created a PDF of our notion document, the notion template in notion.

1064
01:00:16.120 --> 01:00:17.520
You can create templates.

1065
01:00:17.520 --> 01:00:24.340
So in our case, when you want to run a project, you just hit near and and and then we have

1066
01:00:24.340 --> 01:00:29.080
a place where we literally just dragging a box from, you know, it's about to be pitched,

1067
01:00:29.080 --> 01:00:32.400
it's in process, it's being presented, it's archived.

1068
01:00:32.400 --> 01:00:37.540
We literally just drag a box from column to column, the notion that you do that.

1069
01:00:37.540 --> 01:00:43.900
So the idea of that is, if you need more help with it, we will, we will talk as a team.

1070
01:00:43.900 --> 01:00:46.060
If we did that, let me let me get the feedback from you.

1071
01:00:46.060 --> 01:00:48.780
If we did that, who would want help in their organization?

1072
01:00:48.780 --> 01:00:51.940
Just raise your hand so I can see you.

1073
01:00:51.940 --> 01:00:52.940
Yeah.

1074
01:00:52.940 --> 01:00:53.940
Okay.

1075
01:00:53.940 --> 01:00:54.940
Several of you want help.

1076
01:00:54.940 --> 01:00:55.940
Okay.

1077
01:00:55.940 --> 01:01:00.980
So we have to we'll figure it out, Jenny, with our team, because we don't have much

1078
01:01:00.980 --> 01:01:01.980
to do.

1079
01:01:01.980 --> 01:01:09.780
So let's add that.

1080
01:01:09.780 --> 01:01:13.220
By the way, if we did that and one of our team members went and helped you guys and

1081
01:01:13.220 --> 01:01:18.220
you guys send us some feedback, we will on our side make them the hero of the story.

1082
01:01:18.220 --> 01:01:22.740
You know, we'll go, well, look what they did, because you do this.

1083
01:01:22.740 --> 01:01:24.220
I can give you this promise.

1084
01:01:24.220 --> 01:01:30.140
You do this six months to a year from now that your people will think very differently

1085
01:01:30.140 --> 01:01:34.060
about themselves, about their job and about this business.

1086
01:01:34.060 --> 01:01:35.740
For sure.

1087
01:01:35.740 --> 01:01:41.820
I said this to Teresa was doing a presentation one day and I called her afterwards and I

1088
01:01:41.820 --> 01:01:46.940
said, I wish I had recorded this and could take this recording to two years ago.

1089
01:01:46.940 --> 01:01:51.900
Remember when you said that you couldn't this and there's not blah, blah, blah.

1090
01:01:51.900 --> 01:01:52.900
But look at you now.

1091
01:01:52.900 --> 01:01:53.900
You're a genius.

1092
01:01:54.580 --> 01:01:57.620
She's like, I would have never believed I could have done that.

1093
01:01:57.620 --> 01:02:00.220
And that's the joy of being a kingdom leader.

1094
01:02:00.220 --> 01:02:06.140
We help people to achieve things they never imagined was even in them to do.

1095
01:02:06.140 --> 01:02:10.460
And then we make it easy because his joke is easy and his burden is light, which means

1096
01:02:10.460 --> 01:02:13.460
if we're doing it with the Lord, they get the benefit.

1097
01:02:13.460 --> 01:02:17.100
They the beneficiaries, whether they know the Lord or not.

1098
01:02:17.100 --> 01:02:18.380
Right.

1099
01:02:18.380 --> 01:02:20.380
Goodness isn't contained.

1100
01:02:20.380 --> 01:02:22.600
It spreads, you know.

1101
01:02:22.600 --> 01:02:29.680
So just for just be 100 percent sure nobody in your business is safe from God's goodness.

1102
01:02:29.680 --> 01:02:30.680
No one.

1103
01:02:30.680 --> 01:02:32.960
No one's safe.

1104
01:02:32.960 --> 01:02:34.120
No one is safe from goodness.

1105
01:02:34.120 --> 01:02:35.280
All right, guys.

1106
01:02:35.280 --> 01:02:36.280
Well, I know we did.

1107
01:02:36.280 --> 01:02:41.840
We there was a section we didn't do, but I thought this was so, so critical to your success

1108
01:02:41.840 --> 01:02:44.680
that it was worth taking a minute and just really diving in.

1109
01:02:44.680 --> 01:02:48.200
So hopefully that was helpful.

1110
01:02:48.200 --> 01:02:49.200
Cool.

1111
01:02:49.200 --> 01:02:50.800
All right.

1112
01:02:50.800 --> 01:02:53.920
So I know we usually do a quick wrap up.

1113
01:02:53.920 --> 01:03:00.000
Any any what what were the moments for you today that you thought, OK, that one thing

1114
01:03:00.000 --> 01:03:02.440
really helped me move it forward?

1115
01:03:02.440 --> 01:03:06.040
We'll just open up the mic, let everybody share or anything that you took in addition

1116
01:03:06.040 --> 01:03:07.800
to the thin slicing and so on.

1117
01:03:07.800 --> 01:03:08.800
Whatever you want to say.

1118
01:03:08.800 --> 01:03:15.280
Jenny, why don't you kick it off and then we'll go to Bridget then, Ben.

1119
01:03:15.280 --> 01:03:16.280
Sure.

1120
01:03:16.280 --> 01:03:22.400
You just put me on the spot.

1121
01:03:22.400 --> 01:03:24.560
I was still in I was still in deep work.

1122
01:03:24.560 --> 01:03:34.320
I think just really how far, how much has been accomplished just for our team this year,

1123
01:03:34.320 --> 01:03:42.600
but just how possible not even and even more than just possible, how easy it can be to

1124
01:03:42.600 --> 01:03:49.160
function from a place of peace and rest while still innovating and, you know, working at

1125
01:03:49.160 --> 01:03:53.880
a at a at a very quick speed and being a highly productive team.

1126
01:03:53.880 --> 01:03:58.480
And I just think that really functioning from that place of peace and rest just cannot be

1127
01:03:58.480 --> 01:04:03.480
emphasized enough and what that allows and affords your team to do.

1128
01:04:03.480 --> 01:04:06.880
That's great, Bridget.

1129
01:04:06.880 --> 01:04:11.480
I think for me, it's just a reminder of enabling people to do things that they didn't think

1130
01:04:11.480 --> 01:04:12.480
they could ever do.

1131
01:04:12.480 --> 01:04:16.200
And I've seen, you know, some of our team members coming up with innovation that they

1132
01:04:16.200 --> 01:04:19.800
would have liked, you said, Teresa and Cindy, that they thought they could do something

1133
01:04:19.800 --> 01:04:20.800
like that.

1134
01:04:20.800 --> 01:04:26.080
But also, you know, agreeing with what Jenny says that if you have a system for that, it

1135
01:04:26.080 --> 01:04:31.200
puts that peace and just rest in your process because, you know, it's going to be taken

1136
01:04:31.200 --> 01:04:32.200
care of.

1137
01:04:32.200 --> 01:04:33.200
You're not constantly worrying.

1138
01:04:33.200 --> 01:04:34.520
Am I ever going to get to this?

1139
01:04:34.520 --> 01:04:37.840
There's a place and time for that in your schedule.

1140
01:04:37.840 --> 01:04:42.360
And so I think it's it's a lot to take back to your team and really build them into who

1141
01:04:42.360 --> 01:04:45.120
they can become.

1142
01:04:45.120 --> 01:04:46.120
Very good.

1143
01:04:46.120 --> 01:04:47.120
Ben.

1144
01:04:47.120 --> 01:04:52.040
And we'll go to Vanessa and then to Emily.

1145
01:04:52.040 --> 01:04:56.360
Did you say Ben or Glenn?

1146
01:04:56.360 --> 01:04:57.360
Ben with a B.

1147
01:04:57.360 --> 01:04:58.360
All right.

1148
01:04:58.360 --> 01:04:59.360
So.

1149
01:04:59.360 --> 01:04:59.360


1150
01:05:00.000 --> 01:05:07.000
So I'm, man, I'm just very thankful that you guys are are committed to our transformation.

1151
01:05:07.000 --> 01:05:10.000
And, and I'm seeing it happen.

1152
01:05:10.000 --> 01:05:25.000
And I think it is I mean it is first and foremost that, you know, being yoked with him, which creates the space for people to step in and start to own their areas of responsibility, and I'm, I'm thankful for that.

1153
01:05:25.000 --> 01:05:38.000
And it's great. And I took a lot. And I'm definitely have more clarity about how to implement deep work which I do think is.

1154
01:05:38.000 --> 01:05:52.000
I mean, we'll lead to just will accelerate the transformation happening in our company. And it's tied to, you know, we're doing a lot of good things with these trainings, and I think that, man, I'm excited to see the impact start to manifest even more.

1155
01:05:52.000 --> 01:05:54.000
Awesome.

1156
01:05:54.000 --> 01:06:01.000
All right, Vanessa, Emily and then Glenn.

1157
01:06:01.000 --> 01:06:03.000
Vanessa.

1158
01:06:03.000 --> 01:06:17.000
Hey, yeah, I think this is incredibly empowering to people and you mentioned on the very beginning of the call about creating leaders creating a team of leaders and this is exactly, you know how you go about that obviously.

1159
01:06:18.000 --> 01:06:29.000
I think that it also takes the onus off the leader of the company, if you will, whoever that may be the president or the CEO or whoever that may be.

1160
01:06:29.000 --> 01:06:42.000
It takes the onus off them when they know that other people are pulling the load as well that they are trying to innovate that they are trying to move forward that they are trying to do things that will better the company and better the, the entire culture.

1161
01:06:42.000 --> 01:06:52.000
Then all of a sudden, they don't feel the weight of the world on their shoulders. And I think that's a byproduct of empowering other people.

1162
01:06:52.000 --> 01:06:58.000
Yeah, that's good. That's what we want.

1163
01:06:58.000 --> 01:07:11.000
Yeah, so I liked the thin slicing actually thin slicing it again and not trying to find the solution and in the small steps and in that process. I think that was very helpful.

1164
01:07:11.000 --> 01:07:23.000
And just in that place of rest in my situation with this big corporate company and how slow that they're moving and I real quick ran into another VP.

1165
01:07:23.000 --> 01:07:33.000
I had mentioned that company that they just the acquisition they just did. Well, he was like, well, we need to get the other one done first. I guess that's been going on for years, a company that they acquired.

1166
01:07:33.000 --> 01:07:43.000
So I think my piece right now with the Lord is just, you know, resting in him and I remember when I was driving down there last week.

1167
01:07:43.000 --> 01:07:55.000
We were talking and he was just said stay the course just stay the course and in that place of rest in this get to time of learning all these strategic implementation.

1168
01:07:55.000 --> 01:08:05.000
So when the when he's ready, it's just going to hit the ground running and that acceleration. So I'm, I'm very grateful. Yeah, so.

1169
01:08:06.000 --> 01:08:16.000
Great.

1170
01:08:16.000 --> 01:08:17.000
Okay.

1171
01:08:17.000 --> 01:08:29.000
Yeah, so right at the very beginning, there was something that you said that triggered a thought for me down, which was that really innovation is is rooted upstairs.

1172
01:08:30.000 --> 01:08:39.000
Colossians 2.3 is one of my favorite scriptures. It says in Christ is hidden all the treasures of wisdom and knowledge.

1173
01:08:39.000 --> 01:08:52.000
And that's something that I've always sort of meditated and it came back in the context of innovation saying, okay, we as the believers should be at the forefront of all innovation, no matter what it is big, small doesn't matter.

1174
01:08:53.000 --> 01:08:58.000
And so, yeah, we are in yoke with him, and we are.

1175
01:08:58.000 --> 01:09:11.000
Yeah, we are in yoke with him, which, which coincidentally is against that little picture that I posted I realized as a hit a dash from it was humorous and that it was incremental but it was actually.

1176
01:09:12.000 --> 01:09:29.000
At all stages not asking us to do something that we then go and come back to do. So, yeah, so that's I think is the is the, the thought that I came away with was just that thought of this is through the upstairs.

1177
01:09:29.000 --> 01:09:36.000
Yeah, God never asks us to do anything that doesn't involve him.

1178
01:09:36.000 --> 01:09:37.000
That's right.

1179
01:09:38.000 --> 01:09:53.000
Right. Actually just an invitation. Can we do this together. Yeah. Awesome. Awesome. Thanks Glenn. Well let's go to Tyler and then Jeremy, and then Mark and Shirley.

1180
01:09:53.000 --> 01:10:00.000
Yeah, so we're been been mentioned it earlier but we're doing a lot of work that we've never done before.

1181
01:10:00.000 --> 01:10:03.460
just hitting a ceiling a little bit of just more business,

1182
01:10:03.460 --> 01:10:06.380
more revenue, more problems, more people.

1183
01:10:06.380 --> 01:10:11.380
And I think that there have been moments of chaos,

1184
01:10:12.620 --> 01:10:16.940
but I think that just the idea of developing the people

1185
01:10:16.940 --> 01:10:19.220
to carry the process makes a lot more sense

1186
01:10:19.220 --> 01:10:21.380
in trying to find a process for the people.

1187
01:10:22.660 --> 01:10:27.040
And I think that the answer is the team innovating

1188
01:10:27.040 --> 01:10:32.040
instead of Ben or me or one of the other leaders here,

1189
01:10:32.600 --> 01:10:34.100
just the team carrying the innovation.

1190
01:10:34.100 --> 01:10:36.220
And so I'm really excited to jump in

1191
01:10:36.220 --> 01:10:37.260
and get started with this.

1192
01:10:37.260 --> 01:10:39.720
It's gonna spread ownership through the company more.

1193
01:10:39.720 --> 01:10:43.000
It'll give Ben more confidence in the team.

1194
01:10:43.000 --> 01:10:45.480
It'll bring accountability on pitch days.

1195
01:10:45.480 --> 01:10:47.460
And I mean, there's just a lot here

1196
01:10:47.460 --> 01:10:52.140
that will give answers for our problems, I think, so.

1197
01:10:52.140 --> 01:10:55.560
Yeah, you know, you've all been alluding to it,

1198
01:10:55.560 --> 01:10:57.000
but you just said there, Tyler,

1199
01:10:57.000 --> 01:10:59.200
there are so many side benefits to this

1200
01:10:59.200 --> 01:11:01.460
that we haven't even started listing.

1201
01:11:01.460 --> 01:11:04.600
One of the quickest ones is we stop talking about problems,

1202
01:11:04.600 --> 01:11:06.640
we start talking about possibilities.

1203
01:11:06.640 --> 01:11:07.480
Yeah.

1204
01:11:07.480 --> 01:11:09.480
So if you're the one who spots the problem, guess what?

1205
01:11:09.480 --> 01:11:11.920
You just got the onus of coming up with a possibility.

1206
01:11:11.920 --> 01:11:13.120
Thanks for that.

1207
01:11:13.120 --> 01:11:15.160
Glad you saw that and glad you're doing a Thin Slice.

1208
01:11:15.160 --> 01:11:16.320
When's that, Wednesday?

1209
01:11:16.320 --> 01:11:20.640
Looking forward to it, right?

1210
01:11:20.640 --> 01:11:22.320
Now it's, cause you know, the fairies,

1211
01:11:22.320 --> 01:11:23.320
you know, the fairy problem,

1212
01:11:23.320 --> 01:11:24.840
you get to fire all the fairies,

1213
01:11:24.840 --> 01:11:26.520
but that, I mean, you know, it's like people,

1214
01:11:27.040 --> 01:11:27.880
somebody should fix this.

1215
01:11:27.880 --> 01:11:30.440
Well, we can now fire that nefarious somebody

1216
01:11:30.440 --> 01:11:32.320
who doesn't seem to work for us.

1217
01:11:32.320 --> 01:11:33.440
You know, that, you know,

1218
01:11:33.440 --> 01:11:35.400
I remember standing in the front of a church one day,

1219
01:11:35.400 --> 01:11:38.280
somebody walked in and said, you know,

1220
01:11:38.280 --> 01:11:40.600
the church should do this and this for kids,

1221
01:11:40.600 --> 01:11:42.960
you know, cause he had kids a certain age.

1222
01:11:42.960 --> 01:11:45.080
And I said, yeah, well, we fired all the fairies,

1223
01:11:45.080 --> 01:11:46.720
so I don't know who's going to do it.

1224
01:11:46.720 --> 01:11:49.040
How about you, since you've got a heart for this,

1225
01:11:49.040 --> 01:11:49.880
why don't you do it?

1226
01:11:49.880 --> 01:11:51.040
He ended up, to his credit,

1227
01:11:51.040 --> 01:11:52.000
he actually ended up doing it

1228
01:11:52.000 --> 01:11:53.640
and running a very successful program.

1229
01:11:53.640 --> 01:11:57.440
So it moves it out of that, the company should,

1230
01:11:57.440 --> 01:12:00.320
there's this mysterious people should,

1231
01:12:00.320 --> 01:12:02.360
gets away, I should.

1232
01:12:02.360 --> 01:12:05.160
We move and then we go not just, I should, I can,

1233
01:12:05.160 --> 01:12:06.320
oh, I want to.

1234
01:12:07.240 --> 01:12:09.720
And that's where the transformation is, I think.

1235
01:12:09.720 --> 01:12:14.080
Yeah, I've been guilty of like owning someone else's problem

1236
01:12:14.080 --> 01:12:15.240
for too much, you know,

1237
01:12:15.240 --> 01:12:17.800
or trying to be the guy who needs to be the,

1238
01:12:17.800 --> 01:12:19.520
oh, well, Tyler did it, you know, or something.

1239
01:12:19.520 --> 01:12:21.520
And I need to release myself of that

1240
01:12:22.400 --> 01:12:24.080
and just let the people on the team

1241
01:12:24.080 --> 01:12:25.840
be responsible for the problems.

1242
01:12:25.840 --> 01:12:28.080
Yeah, make your team amazing.

1243
01:12:28.080 --> 01:12:30.800
Let them be amazing, that's fantastic.

1244
01:12:32.840 --> 01:12:34.080
Jeremy.

1245
01:12:34.080 --> 01:12:38.160
Well, talk about, oh my goodness,

1246
01:12:38.160 --> 01:12:39.560
what the doctor ordered.

1247
01:12:39.560 --> 01:12:43.520
This whole just discussion and training

1248
01:12:43.520 --> 01:12:47.400
and everything has just been really,

1249
01:12:47.400 --> 01:12:51.360
really right up my alley of what I'm needing.

1250
01:12:52.360 --> 01:12:55.960
So I, you know, we've been trying to get some traction

1251
01:12:55.960 --> 01:13:00.400
in this area and I feel like consistency

1252
01:13:00.400 --> 01:13:02.680
has kind of been one of the challenges

1253
01:13:02.680 --> 01:13:06.280
because sometimes I'm just in this whirlwind,

1254
01:13:06.280 --> 01:13:10.160
I'm still, this is one of my dilemmas is I,

1255
01:13:10.160 --> 01:13:14.680
I'm a slave to my to-do list, not my calendar.

1256
01:13:14.680 --> 01:13:17.560
But I hear it's the other way around.

1257
01:13:17.560 --> 01:13:19.080
I need to, if I'm gonna be a slave,

1258
01:13:19.080 --> 01:13:21.120
I need to beat that to the calendar

1259
01:13:22.120 --> 01:13:24.000
and let my to-do list dictate.

1260
01:13:24.000 --> 01:13:28.080
And it is just, it's not going well in that area.

1261
01:13:28.080 --> 01:13:30.600
So, but the Lord has been so good.

1262
01:13:30.600 --> 01:13:34.920
And I just, I have seen him literally

1263
01:13:34.920 --> 01:13:37.040
throughout time from the beginning.

1264
01:13:37.040 --> 01:13:39.240
Every time I'm in need of something,

1265
01:13:39.240 --> 01:13:42.000
he'll just bring it right at the right time.

1266
01:13:42.000 --> 01:13:42.840
And he's done that.

1267
01:13:42.840 --> 01:13:45.400
So, but I'll tell you, I went through a season,

1268
01:13:45.400 --> 01:13:48.480
not to, you know, not too far back

1269
01:13:48.480 --> 01:13:51.760
where I felt like I was going through that narrow space

1270
01:13:51.760 --> 01:13:54.440
and it was not a pretty fun situation.

1271
01:13:54.440 --> 01:13:57.440
It was really, really grueling and painful.

1272
01:13:57.440 --> 01:13:58.520
And I, you know, the Lord,

1273
01:13:58.520 --> 01:14:01.720
I definitely felt him just kind of like letting me,

1274
01:14:01.720 --> 01:14:03.080
you know, go through that.

1275
01:14:03.080 --> 01:14:05.280
And now I feel like I'm popped

1276
01:14:05.280 --> 01:14:07.680
and he's just like, we're just moving.

1277
01:14:07.680 --> 01:14:08.760
You know what I mean?

1278
01:14:08.760 --> 01:14:12.720
I feel the wind in my sails and he's just,

1279
01:14:12.720 --> 01:14:16.760
you know, hand over fist, just been so helpful.

1280
01:14:17.600 --> 01:14:19.680
It's almost like he's in yoke with you.

1281
01:14:19.680 --> 01:14:20.520
Yeah.

1282
01:14:20.520 --> 01:14:21.640
Almost like that.

1283
01:14:23.640 --> 01:14:26.480
Like he's in it with you, in the Lord.

1284
01:14:26.480 --> 01:14:27.440
I know.

1285
01:14:27.440 --> 01:14:28.480
That's so good.

1286
01:14:28.480 --> 01:14:29.320
That's so good.

1287
01:14:29.320 --> 01:14:32.160
I will end up, Mark, Shirley, you guys want to share?

1288
01:14:33.560 --> 01:14:34.400
Sure, sure.

1289
01:14:34.400 --> 01:14:35.240
Yeah.

1290
01:14:35.240 --> 01:14:37.360
I'm going to reiterate Ben's words.

1291
01:14:37.360 --> 01:14:41.000
I'm just so thankful for your commitment to us on this.

1292
01:14:41.000 --> 01:14:44.000
Cause I know this is not the first time you presented this

1293
01:14:44.400 --> 01:14:47.640
at least from my hearing on the thin slicing.

1294
01:14:47.640 --> 01:14:51.520
And yeah, I get excited about it every time I hear it

1295
01:14:51.520 --> 01:14:54.640
but implementing hasn't gotten there.

1296
01:14:54.640 --> 01:14:59.640
So I guess for me, the thing I'm taking away today is,

1297
01:15:00.000 --> 01:15:03.660
more and more is, is who do you know, who do I have to become?

1298
01:15:03.660 --> 01:15:08.900
Because it's I, you know, who do I have permission to become

1299
01:15:08.900 --> 01:15:13.800
because the Lord is, I just, you know, I've, I've had success in

1300
01:15:13.800 --> 01:15:18.920
the past doing it the old way in the old man, right. So I realized

1301
01:15:18.920 --> 01:15:22.560
more and more through this process, that there's a lot that

1302
01:15:22.560 --> 01:15:25.480
I have to unlearn. And especially when you're when you

1303
01:15:25.480 --> 01:15:28.560
have success, it's hard to let go. And that's what I'm finding

1304
01:15:28.560 --> 01:15:31.760
deep within me right now. And then, and then, you know, just

1305
01:15:31.760 --> 01:15:34.040
the whole process, the Lord is taking us through in the last

1306
01:15:34.040 --> 01:15:37.920
year, with the new leadership, and the new leaders that are

1307
01:15:37.920 --> 01:15:42.120
coming into the business, creating, although we're small

1308
01:15:42.160 --> 01:15:46.480
right now with our team of leaders, I'm excited about who

1309
01:15:46.480 --> 01:15:51.280
the Lord is bringing in. And, you know, being a part of

1310
01:15:51.320 --> 01:15:54.280
helping that whole, whole thing come together. That's exciting

1311
01:15:54.280 --> 01:15:55.280
to me. So

1312
01:15:56.160 --> 01:15:56.960
fantastic.

1313
01:15:58.560 --> 01:16:01.320
Okay, well, surely I know you're new, but you're welcome to share

1314
01:16:01.320 --> 01:16:02.440
if something you want to say.

1315
01:16:03.360 --> 01:16:04.520
He spoke well.

1316
01:16:05.720 --> 01:16:08.360
Spoke for you guys. But all right, guys, thank you so much.

1317
01:16:09.280 --> 01:16:11.960
I'm gonna pray for us just for a minute, because it just feels

1318
01:16:11.960 --> 01:16:15.640
like there's something really on God's heart for you. So, Father,

1319
01:16:15.640 --> 01:16:19.120
thank you that you are in yoke with us that you're the most

1320
01:16:19.120 --> 01:16:23.480
creative person in the universe. Holy Spirit, you're a genius at

1321
01:16:23.480 --> 01:16:28.360
creating and helping. And Lord, I'm asking as the helper that

1322
01:16:28.360 --> 01:16:32.400
you would help every single team here, Lord, to implement

1323
01:16:32.400 --> 01:16:37.240
innovation from heaven, that we can truly enjoy and see a team

1324
01:16:37.240 --> 01:16:41.120
develop who functions from rest, but also perform at a very high

1325
01:16:41.120 --> 01:16:45.080
level. We thank you, Lord, that we have this incredible kingdom

1326
01:16:45.080 --> 01:16:49.960
advantage, because you are in it with us. We thank you, Lord,

1327
01:16:49.960 --> 01:16:53.920
that this is a partnership. And thank you for equipping us today

1328
01:16:53.920 --> 01:16:57.800
for opening up new territory for every single company. I pray,

1329
01:16:57.800 --> 01:17:01.280
Lord, for a release of new products, new services, new

1330
01:17:01.280 --> 01:17:07.400
innovation, even new leaders emerging because of everything

1331
01:17:07.400 --> 01:17:10.840
we've discussed today. We bless you and thank you in Jesus name.

1332
01:17:11.040 --> 01:17:13.040
Amen. Amen. Thanks, everybody.