Chad Silverstein delivers a motivational message urging people—especially leaders—to stop offering untested ideas and instead bring concrete solutions, prepared plans, and readiness to act. Using a community meeting anecdote and his 'build to lead' practice as examples, he emphasizes that consistent preparation builds credibility, influence, and impact in meetings and leadership roles.
Chapters
This, this day is an important message because nobody really cares about all your brand new ideas. People care about how to solve problems and how to bring solutions to the table that are going to help the system or other people move forward. And I'll never forget, I was in a meeting once and someone had said it was in a community meeting and they said, you know, we need to do more programming for all of the women in the, in the community. And we were talking about all these issues that we were like dealing with. And so then here comes this new idea about more programming. And so I looked at this guy and I said, hey, if you want more programming, go create some programming and bring your wife in here and like kick it up. You know, this, this leader is by himself. He's got a thousand projects that he's trying to do on his own. He needs our help in the community. And we don't need more ideas, we need solutions. And we need ways to make things more efficient. We need people to step in and roll up their sleeves and get the job done. So, you know, if you think you're doing your system justice by throwing out new ideas outside of green Light Brainstorm meetings, you're not. And you better be really ready if you have sharp people around you for them to put you in your place. Because someone with a really good, I guess like what Chet says, a lawyer's argument, you know, and who can articulate it well, has the gift of gab enough to kind of like smash whatever it is you're about to say. So if you're going to come in and lob up new ideas, you better be prepared to get hit back hard. You know, when we go into practice and we've started practices off the same way all the time, which is where do you want to go today? People would write down where they want to go. And it was amazing to me how much Chet could come in, just blast the team about coming in unprepared that we would just. Time and time again, people just came in with blank pieces of paper when they knew we were starting off practice with where do you want to go? These practices that we do, a build to lead, they're designed to give you the freedom to dictate what we talk about today. And so you could talk about anything. And so can you imagine having someone in a build to lead practice, maybe a brand new person or someone who's not a leader, come in prepared with issues, with solutions, with, you know, ideas that they've tested and they're coming to like that person makes an impact. That is someone who you can imagine the entire room is just turning to and being lit up by versus the person who gets asked, where do you want to go today? I don't know. It's like one after another. Where do you want to go? I don't know. Like, come and show up prepared. Doesn't matter who you are. It doesn't matter if you're the leader of the system or if you're a teammate. Show up prepared. Do you do the hard work up front and understand that, you know, being the CEO of yo, you know, it gives you an opportunity to be different than everyone else. And so if you want to think about, like, you know, being in that position, what would you want to see? It's not that hard. Just be that person. And if you are the leader and you're the CEO, same gig. You better come in prepared and not fumble. Your team will give you a couple chances, but after a few fails, they'll start to lose belief and you'll lose their influence. So come in prepared, do the hard work, come in practice prepared. Come into every meeting that you go into prepared. And yeah, think about things prior to walking. In any situation that you're walking into.
