Motivation Mashup: Keep Track Of Your Personal Growth!

You know when most people evaluate themselves, when they have a performance review coming up at work, when they've really screwed something up and they're guilty and they're thinking of all the other stupid things they've done that hurt them, when they hit a birthday, when they hit New Year's, when someone holds up a mirror in front of them and says, hey, you're being a jerk and they have to really re evaluate. Most people are not proactively assessing their performance and so when it comes time to do that, they're disappointed. And so if this is not a basic habit for you, I need you to start scoring yourself at the end of the day. Now, people really don't like this one and I'm just going to be upfront about that. You probably won't want to do this and a lot of people don't. But if there's something inside of you that is restless for that next level, we're going to have to start measuring. If you don't measure it, you can't improve it. And the same way that most people, you know, if you ever try to lose weight or gain, you notice apparently.

This is weightlifting talk.

But if you've ever tried to like get stronger, you gotta write it down. Like, how many reps did you do? How did you, you know, what routines did you do today? How much weight did you use? Like if you do that in the gym, well, you got to do that in the playground of life too. But most don't. And they're really struggling. I can't tell you. It's just like painful to watch.

I'll show up and I'll like, tell.

Me about your life. And first, they don't even know where to start because they've never measured themselves. And then second, in the dialogue with me as a high performance coach, I find them disappointed, upset, struggling, unsure of themselves. And a lot of that could have been handled if on a more consistent basis they were self aware and personally accountable to their own behavior and growth. Isn't it true? Don't you know somebody you wish, oh my gosh, I wish that person would like stop at the end of the day and say, am I being a good person? Isn't there someone you're so frustrated with right now in life who you just love to sit them down and say, hey, you need to be more self aware. You aren't paying attention to who you're being and it's hurting everybody around you.

Jerk. We all have that person.

We wish they were more self aware.

But how do you get self awareness.

You just go to a meditative retreat once a year. Do you luck out into being a self aware person? Self awareness is gained by self evaluation. If you want to be better aware of who you are, where you can grow, how you can uniquely give or serve, we need to evaluate yourself. This makes sense. So what are your habits right now for evaluating yourself? What do they look like? How are you measuring yourself and your progress in life? What are those? If you got some man virtual high five, I could be there with you. Celebrate that. That's awesome, right? That's incredible because most people don't do that. So I hope that you are doing that. But it's a struggle for a lot of people too. So here's a simple way that you can end your day scoring yourself along the lines of again, what we're talking about here, productivity specifically you might have other ways you might score. You might your personal values, you might score your energy, you might score how much influence you had with other people. I'm going to give you some related to what we talked about productivity so we can get some quick wins and gains for you as we jump into more in depth training. Here's what those are. I would like ask your have yourself ask yourself at the end of the day these specific statements and then rate yourself. Low one means you suck. Okay five means you're awesome. You're doing a good job. Okay, so let's walk through these. Number one, I worked on things that mattered most today. I know that's basic so I'll go fast here. Number two, I progressed a major dream or goal today. Meaning did you progress today? Number three, I avoided distractions well today. Number four, I set intentions before each major activity today that's a huge one. Number five, I fully engaged and enjoyed my efforts. Stay. Because high performers strive satisfied they're engaged and in that engagement they find joy and they find fulfillment, satisfaction, confidence. It's by engaging. So how did you do today? Did you enjoy your efforts or not? Now remember, 1111 high 555. Where are you Here? So every day I sit myself down and I started scoring myself. This is probably about seven years ago. And remember, you know, seven years ago I was still then a certified high performance coach. Seven years ago I was like my career was just taking off and what we want to believe is that people just kind of bumble into progress. People bumble into momentum. I'm telling you high performers are more strategic and they're more self evaluative now many of them. This was a Unconscious competence for them. They really didn't know that their self talk was so oriented towards self evaluation.

Until I did some coaching and interviewing.

With them to discern that. But it turns out high performance, they're measuring stuff.

Now.

I just want to make it easier for you. So here's a simple tool. Just write those things down, then score yourself. Now, when you score yourself at the end of the day, add your score up. So let's say your threes all the way down. That'd be 3, 6, 9, 12, 13, 15. Montana, kid doing math. And it was right, okay, 1, 2, 3, 4, 5. So let's say you're 15. So you add your score up. That'd be 15. Then multiply it by four. 15 times four is 60. That will give you a score of 100%. Okay. Whatever your score is, keep seeking clarity each day, and you'll get better and better and better. Try to improve this each day. Look, there's going to be days you're a two, other days you're a five. But the goal is to ask yourself this. Like, I want you to do something.

And if this sounds too basic, here's.

What I want you to do. And add to your routine that maybe you already have. Maybe you end your day with journaling. Congratulations. Not enough. Okay. Instead, what I want you to do is create your own scoring mechanism for the end of the day, whether it's taking a page out of my playbook here or you're scoring yourself.

Right?

If I ask you, how'd you do today? And you go, good, that's one level of self evaluation. But if I say, how did you do today? And I give you a specific context, how did you do today in keeping to your own agenda? That you might say good or pretty well.

But if I say, how did you.

Do today in keeping to your own agenda? On a scale 1 to 10. 1. You sucked and got pulled into everybody else's agenda. You got totally distracted. You didn't get anything done.

You wanted to. 10.

You were superbly excellent today. You stayed on point. It's a different quality, isn't it, when you got to rate yourself and you're.

Like, I was a six.

And then my next question to you is, well, why? You were. Why were you a 6 versus, say, a 10? Then you can go, oh, well, because I made these decisions or I allowed that, or this person did this. Okay, great. Okay, well, what would it take to go from a 6 to a 10? Well, I would have had to have done this, or next time I would do this right? Soon as you score yourself, you have an anchor or a benchmark from which to move yourself and a different level of self evaluation.

So what could you.

I know I'm talking along about this. There's one reason I'm trying to get you in your own unconscious mind right now to be generating a lot of ways you could score yourself. Because for me, there's 50 different things I score myself on at the end of the day.

50. Now, here's the thing.

I don't let my low numbers bum me out. Because the truth is, you know what? Measuring myself across 50 things every day.

It'S not like I'm a robot, you.

Know, it's not like I'm perfect in every one of those areas. But here's what happens.

Let me tell you this.

This is a huge insight. So please write this down. If you're not scoring yourself consistently, that's why you feel so out of balance. If you're not scoring yourself consistently, that's why you feel yourself so out of balance. It's why, you know, one day you realize you've been working so hard, but you neglected the kids. Why did you neglect the kids? Because you're a bad person or a bad parent? No, it's because you didn't have the quality of your experience with them on a radar, on a dashboard, on a sheet at the end of each day or maybe each week. And so what happens is, you know, life takes hold of us. We get caught in the stream of life and we're just kind of getting carried along. And then one day we wake up and we realize, wait, I'm like seven.

I'm like seven.

I've gone down seven different river channels that I didn't anticipate. Right. And so the only way to keep us there is to evaluate. And I think if you can do that, things significantly shift. So I hope that you'll figure out what is your end of day scoring. I'm sure while I've been talking, you've been thinking of other things. You could score your energy. You could score how you treated your wife or your kids or your team. You could score how much you stayed focused. You could score how well you actually made sales, or how well you dealt with clients, or how well, well you built your business. I don't know what it is for you, but if you don't know what it is for you, and if you aren't scoring, I know the next level, it's right there for you.

It's right there.

So put this in play.

This is going to be a conversation about overall life happiness, not just like in the moment, you know, happiness. Because in the moment of happiness, I mean, we can all kind of get that bottle of wine, bag of chips, maybe it's just me, but I think finding pleasure or joy or in the moment happiness, we can get there. We'll talk about that a little bit. But I want to talk about the big picture. How do we know what will give you enduring happiness? Happiness that you'll self report throughout your lifespan that, yeah, I have a happy life. It's different than sometimes just in the moment happiness. It has to last longer. And so what psychologists have done is basically broken it up and said, you know, people who are happy over the long term, they tend to look at their lives in very specific ways. And here's how they tend to do it. They tend to break up their life. They look at their past, they're happy.

With their past, they're happy with their.

Present, and they're happy with where they're going. So they kind of break it up into time zones, right? Past, present and future. And here's what we found in each of those areas. If you look at your past in this specific way, you'll be more happy. If you look at your present in the specific way, you'll be happier. And if you look at your future in this specific way, you'll be happier over the long term. So let's start with your past. Okay. Most people who are unhappy over the quality of their life over the long term, it's because something in the past, they're really hung up on it. They consistently battle it, blame it, are angry about it, are bitter against it. And those who are happy, they don't have that negative emotional range about their entire past. It's not to say that there might not be some things in the past that you can't be unhappy about or some things that happened that you were upset about because you know what happened to all of us. But those who make it out and have a joyful life, here's what they tend to do. When they look to the past, the first thing they tend to do is accept it. They're like, the past is the past, it did pass, and here we are today. They don't make everything okay. They don't try to validate it. They don't try to say, well, that was supposed to happen. They just go, I got it. The past happened. I have to accept what happened because I can't change it now. I can change how I perceive it, but Things happened. I'm going to accept that the past happened. Some type of reason, or if anything, maybe I don't ascribe a higher reason to it, but I'm going to say in general, I'm good with the past. It happened. Today's a new day, and they accept the reality that that time period, that situation, that person, that thing that they didn't like, it's not here anymore. So they can't keep living there. They have to accept that today is today. All of that is gone. Today they can choose a different life, as we'll talk about. So they accept the past. But here's the thing. They go beyond just acceptance. And this is really important because I think people forget this all the time. It's not just about, like, accepting the past.

Okay, that's fine.

No, happy people, they generate memories of fondness on a continual basis. They relive the past. Not the negative things, but the positive memories. They think about it, honey, you remember that one vacation we took? And they talk about it today. Hey, do you remember when you were a kid and that funny thing happened? And they relive the positive. They have. Happy people have a sense of nostalgia about the positive things of the past. And they remember that, and their connection to that is more than towards the negative things. And so here's a question to see if you're happy with your family, with your friends, those around you, are you often reliving positive memories? They tell positive, nostalgic stories about the past without apology. They're not living there. They're not trying to go back and relive the glory days. They're just honoring and appreciating that those days even happened for them. They have a deep sense of fondness and, yes, gratitude to the beautiful moments and memories and people and experiences they got to have. And so I know that might sound almost too easy to say because, you know, maybe in the past you went through some traumatic stuff, some very difficult moments happened, but by and large, if you can finally get to a point where today you go, okay, I don't have to be cool with everything that happened, but I accept the past.

I'm cool.

It's over.

I am cool today. And I like these little moments. And I'm going to choose to focus and remember those and bring them up to people, talk about those things, then I'll feel better about the past. And if you feel better about the past, you have a more solid foundation and a much easier time than finding happiness today. Today. If you want to feel happy today, there's two things we know without question will get you to higher levels of happiness. Number one, connection. Connection, that is you deciding to connect to the moment. That means being present and connecting to other people. You know, they've done a lot of those end of life studies to see what makes people happy. You see over and over and over again it's the quality of their relationships. And so if you want to be happy today, put more emotional connection into your relationships. And I say that not philosophically, I mean, like, have that intention. Like, I'm going to put good energy into this relationship today. I'm going to put good energy into my kid today. Even if they were a jerk yesterday, I accept it. Kind of cute today. I'm going to just put good energy, good vibes into this relationship today. Because if I do that, I, I'll feel better. If you're doing work and you don't even like the work, but at least you'll engage with it. You'll connect to the work.

Like, you'll force yourself to be there.

Be present, be in it. You'll feel happier. The second thing today that you can do so easy is increase your appreciation. Almost in every psychological study ever done, those who had more gratitude reported greater happiness. The way that you get gratitude is, is you appreciate things. So let's just jump right to that. Start appreciating things better. Appreciate your house today, you know, appreciate that maybe you got a car. Appreciate that you had somebody in the house with you today who loved you. Or appreciate the fact that you have opportunities that all around the world people would just beg for, that billions of people don't have the opportunities that you do. I know we're all in a big rush. I'm guilty sometimes too of going through things as fast as I can because I got one thing, I got to.

Go on another thing, another thing.

But you know what I found? I'm most unhappy in life when that's what I'm doing. I'm just going on one thing, to the next thing, to next thing, to next thing and the next thing and not feeling what I'm doing, not really connecting it and not appreciating it. Like right now. I shared with you earlier, as I'm filming this course, I'm writing a book. And there's days when I'm miserable about the book. And those days I'm miserable with the book are those days that I forget to connect with the material. And worse, I forget to appreciate the fact that I have the blessing to.

Get to work on a Book.

I forget to appreciate how far I've come as a writer. I forget to appreciate the time that my team has set up to protect my ability to write. I forget to appreciate that God has given me a voice and I get to share that. So I share with you that the most important thing you can do today, like, stop thinking that stuff will give you happiness. Stop thinking that you'll achieve something today that will give you happiness. The only thing that's gonna give you happiness today, connection and appreciation. So connect to the moment, connect to other people by putting positive energy. Remember, bring the joy. And then appreciate the little things, all the little goofy things throughout the day. Appreciate the opportunities that you have. You'll start to feel much happier. I promise you. Those are easy, quick wins in the moment. And then what we know for people who have the highest ranking of happiness, they look to the future in a unique way. And there's two elements there that they're usually looking towards. One, they're enthusiastic about something in the future. They're not optimistic. Optimistic would mean, you know, I believe stuff in general from today will turn out well. I believe that tomorrow is going to be good. Happy people are enthusiastic about something specific tomorrow or in the future. Very specific. They like. They're enthusiastic about getting to do that project or complete that project. They're enthusiastic about that wedding coming up. They're enthusiastic about that thing going to come out. There's something they look for. It's very specific. It's not a general optimism, though, that also has been shown very, very high in correlation to happiness, one of the highest rankings, being optimistic, thinking things will turn out well. But really happy people, when they talk about the future, there's something specific they're excited about. So I ask you, what could you be excited about for tomorrow? What's hanging out there that you haven't allowed yourself to believe in and get stirred up about? Because, you know, we're so scared of being disappointed that we destroy our happiness. We say, I don't want to get enthusiastic because it might not go well. And so we cage ourselves into an unsatisfying life. If you want to be happy again, you have to open yourself again to the idea that things can be great. You got to open yourself again to that hope, that optimism. You got to open up yourself again to the possibility, yeah, you might be disappointed, but. But here's the thing I always tell people. What would you rather experience a life in which you don't do anything and you never look forward to anything because you're scared of disappointment, which, by the way, means you are continually living in disappointment. Or you say, you know what? I look forward that I think that could happen. I'm going to go for it. You do take action, but at least if you do get disappointed, the whole time you are taking action, you are developing competency, knowledge, skill, ability, talent, mastery. So even if you got disappointed, you know what the disappointment came as? It came at the very end as a sudden surprise. I'd rather have disappointment come at the very end as a sudden surprise than every single day of fear and disappointment and living in that terror that I'm going to be disappointed and doing nothing with myself. Don't know about you, but that's how I feel. So first, enthusiasm for a situation, something specific. It's so important. And then that next part about looking to the future is they have a sense of positive legacy they have made up in their mind, and that's all they've done. They've made it up. Because you and I, we can't read the future. We have no idea. But they've made up in their mind this story about their life having meaning and specifically a legacy. They see, looking into the future, they can see the legacy of their children. They can see the legacy of their business. They can see the legacy of the love that they created. They can see something. They can see that they're going to leave some type of mark or some type of relationship or some type of situation where the world is back better because they tried, because they showed up. And maybe you don't know what your legacy is, but you know what? You're never going to suddenly realize it's not just going to happen. You have to make it up. So if you're not happy today, start making up stories about what you can be excited about tomorrow and about what mark you might leave, the difference you might leave. Even if you don't know exactly what it is, you don't have to have.

Precision about these things.

But in general, when you cast your eyes into the future, you go, mm, that's gonna be good.

These next five are just tactical things every leader's got to remember to do in order to allow that, you know, that forum for people to support what they create, for having those vision decisions, for making sure there's alignment and autonomy, for making sure that you're embodying it and showing it to people, and ultimately making sure you're managing the energy and the resilience of the groups. So here we go. Practice number one is you must establish the rhythm of the Teams, you've got to establish the rhythm. And what that means is, let's say you're running an organization. The rhythm of the organization results in two ways. I want you to think about it. There's an internal rhythm, the way that you meet, the way that you set goals. The rhythm of planning your quarter or your OKRs, your KPIs. It's all the internal rhythm of, of the things that you do to function and run the business, right? Then there's the external rhythm. That is your release rhythm, that is your launch rhythm. That's your marketing rhythm. That's the public facing publicity rhythm. It's what the world sees of you. Now, those two rhythms are sometimes different. They're different organizationally, they're different in families. They're different in how you might run a new team versus an established team. But it's so important that you, as a leader, take that on the helm of like, oh, what does that need to look like? And you won't know, unfortunately, until you practice principle number one. People support what they create. I'll give you an example. In my company right now, we've added a whole bunch of new people and we're still trying to figure out, okay, what, what's this new rhythm going to look like? And so the new team has to come in and see the rhythm we're doing now. And then we've got to adjust and pivot to the new team to establish the norms. You all know this from storm and forming and norming in team research experience. Well, our job is to figure out, okay, what should that rhythm be across the company, like your all hands meetings and processes to what each team or each organizational unit does or how you're going to improve. Families have to do this too. So you're a parent, okay, what's your family rhythm? What do you do Monday through Sundays? What are your rituals? What are those time slots that you're going to repeat? You might have a rhythm that you have with your partner or spouse. You go out to date nights on Fridays, right? Or you might have a rhythm that you have with this child versus that child in order to create that connection with them. Everything has to be thought of in terms of a rhythm or a ritual or a patterned calendar slot in order for everyone to feel like, oh, we're moving in unison here. When leaders don't establish or work to establish with their teams or their culture or their families, what the rhythm's gonna be, Everything feels random all the time. Everything feels like we're fighting fires, fighting, fighting it always feels like we're fighting fighters, we're in emergency mode and we're going to burn out. And so I see this all the time. And it's the hardest part because you as a leader often don't know what the rhythm needs to be yet. It has to happen in motion, which is why it's so important to be a good listener. So many leaders come into new companies and when they come into new companies, you know, I recently, I think it was last, it was two quarters ago, helped a CEO transition into a company where they had 12,000 employees. And I got brought in by the board because he was in trouble. And so I got brought in his 360 valuations from the whole team. He'd only been there like six months. Everyone hated the guy and I couldn't like, it took a while to figure out. Very likable, emotionally intelligent, fun, smart business person. And I'm like, what, what is going on? And what I found out was when he came into the company, he just, he said, well, this is, this has to be our rhythm. Here's our quarterly goals, this is our yearly goals. This is how we meet. And just imposed a rhythm on an existing team. They weren't ready for that. And so it was like a revolt. And for them, they got used to doing something. This whole thing changed everything. It was too fast. And if you're an organizational leader, you know that that's super hard. It always happens. Every company goes through it. Transitions in leadership are always difficult, always challenging. But your job is to be aware of that. And your job, if you're, if you're the person who has that vision, decision, you have to work really hard to establish that normal rhythm, normal meeting cadence, normal way about trying to achieve a goal, normal way of managing a project, normal way of meeting a quarterly stretch. You have to establish that. And you're probably going to need help with it. This is a great distinction between where leadership and management diverge. Leaders work with managers to establish that people support what they create to establish that rhythm. And often the leader doesn't actually manage the rhythm. They help set it up, they agree to it. They go. And then there's project managers, there's mid level managers, there's other people who are going to make sure that rhythm happens, right? Same thing might happen in your family. You might say, okay, we're all going to do this. But you might not be the person who always makes that thing happen. You might be like, you might have some support, you might have an assistant. You might assign the Rhythm of the kids to the older kid, right? That there's an assignment happening there. But you need to be aware of it and ensure that rhythm is happening with great energy. The second big idea is that in that rhythm, your job as a leader is to consistently repeat. What is the vision? What are our beliefs? What should we focus on and not focus on? It's a repetition. What's the vision? What's. What do we believe here? What are we working on? What are we not working on? What's the vision here? What do we do together here? What do we believe? What do we work on? What are we not? It's. You know, I often teach my own teams. I call this, like, fighting for focus. It's like the leader's job is to say the same thing so many times, it finally sinks in. And you hope when you're leading teams.

That they get it.

It takes years to get it. You can say the same thing. And I've had the blessing of working with US Presidents, two of them now, and. And one of the common things they always share. And you can read this in their books, too, from presidential candidates and presidents. Literally, you know, 200 years back, they all say the same thing. They're so surprised by how often that they have to say the same thing. They can't believe that they have to go from this organization to that organization, this team, that they have to say the same thing over and over. They have to repeat it. Here's our values, here's our vision. Here's what we're after. Here's what we're focused on. It has to be so repetitive. You have to build that. People need to hear things. How many times before they get it? Not seven. Dozens. Right? They have to hear it seven times to understand it or to repeat it or to memorize it, to operationalize it over the long term. Now you're talking about hundreds of times. That's the difference between understanding and memorization and operationalizing. That's why too many leaders get in trouble. They think, I already said it. It's like you did. You said it, they understood it, but they didn't operationalize it. So high levels of repetition are the most important things. What are we about here?

What do we believe?

What are we going to do and not do? So hard. So hard. So hard. Very important that you have that on top of mind. Third thing. Third major practice for great leadership. I try to teach my own internal teams this, that you have to ensure mindful striving as a leader. What that means is you've got to know when to hit the gas and when to slow it down. You've got to know when to take on the project and when. Not all. Not in terms of how to achieve it, because management can do that, but how to achieve it with harmony and sanity and avoiding burnout. And everyone struggles with this because you know what, if you're a leader, you probably have a bunch of high performers. You have great talent, right? And if you're really a high achieving leader, you've got amazing talent all around you. And everyone wants to go and go 99, 99 miles an hour all the time. But every race you've ever seen on a track that the cars have pit stops, the car's got to take the pit stop in order to function at a high level, over and over. So you got to build in the pit stops, you got to build in the celebrations. You got to say, not now, this one thing. I know you want to do that, but let's do this. And that always takes a lot of discussion and conversation. But you hold the heart of the organization. You have to know when you're pushing too hard and you have to know when you have to just ask for patience. You have to know when it's letting off the gas a little bit. You have to know when, like, okay, we're gonna take a little bit less, you know, in this revenue or this quarter than we usually would. But you know what? Our people are stretched right now. And that's the hardest part. That's really ensuring that there's a harmony and an ongoing joy and the ability to have high performance. The reason most people don't like organizational leaders is because the organizational leaders burn them out. They don't listen and they don't practice everything we talked about in the principles in the earlier session of this training. And so knowing that you hold the heart and the energy and the resilience of the company reminds you, like, how do we ensure that we mindfully strive? Mindfully striving means not burning out. But mindfulness also means being attentive to the awesome things that are happening. Because so many people. You know what? You know when burnout sucks, when there's no appreciation, when there's no celebration. A lot of people will push themselves super hard as long as they're appreciated and there's some celebration and we're making the impact. If you take away the impact, you take away the appreciation. Now it just feels like the grind. No one wants that. Being mindful in real life, like our personal development, mindfulness means we Establish a peace and a harmony and a gratitude and consciousness to the moment we're present and enjoying the journey and you ensuring that the journey is being enjoyed by the team. That's mindful striving. We're going for big things together, but we're being mindful, mindful to one another, mindful to our opportunities, mindful to our customers, mindful and grateful for the opportunities at hand. Fourth big idea is as you are trying to evaluate how you're doing because evaluating the progress of you, the collaborators, the vision is so central to what you constantly have to do. Remember you kind of have that leadership vision on your trying to see where are we out of alignment, where are we not doing well? I always tell especially new leaders or new managers of position, but also parents all the time. It's like it's more important for you to evaluate habits than outcomes. New leaders tend to obsess about the outcome, the KPI, the okr, they bemoan, they brutalize everybody on the final results, what's on the spreadsheet, what's in the metrics, what's in the panels of data, and it's all about that. And unfortunately they forget those things aren't real. Those things are outcomes. You don't need to like those outcomes happened.

Why did they happen?

Because there were habits at play. My job isn't to evaluate the quality of this thing. My job is to evaluate the quality of this thing. So one reason as an example, high performance habits kind of took over the world because it taught a lot of people. It's like, oh, measuring people's personalities or strengths or a lot of these other assessment tools out there actually don't correlate with long term success, well being or positive relationships. What does the high performance habits, because our habits create our outcomes over the long term, our habits create our real relationships, create peace of mind or not create the ultimate results. So you're evaluating the habits of the team more than the outcome. And when you do that now you're speaking their language versus speaking the language of the spreadsheet leader. And no one wants to work for the spreadsheet leader. They wanna work with the person who has the heart and soul, who can talk about behavior and behavior change and patterns. And what patterns do you need to recognize the habits of your team, the habits of your consumers, the habits of your kids, the habits of your spouse, the habits of your community, of your church. Like it's all about what are our collective habits? Because if we improve those, the panels, the outcomes, the KPIs and the OKRs get better. But if you start with those and you get obsessed about those and you're trying to manage and lead people to those, they get frustrated, bored, detached. It's not inspiring. What's inspiring is how do we summon the best of who we are together? That's inspiring. That's motivating. That's leadership. Last big idea here today with you all is it's simple practice. And I tease this out from the conversation about mindful striving because I think it's so important. And that is you have to teach the teams, teach the people who are leading, teach the people who you're impacting. You have to teach everybody the importance of recognizing our oneness and sharing love along the journey. That is, we are in this together. And I appreciate you and I want to celebrate you.

I want to make you the hero.

I want to elevate other people. The sharing of love on the journey is so important that people forget about. It's the heart and the soul of leadership. It's like very few people understand that leadership is just a format, a function of loving other people. Because you'll never last as a leader unless you genuinely like people. If you don't love other people, if you don't love elevating them, if you don't love listening to them, if you don't love celebrating their wins, if you don't love working hard together to make something happen, you'll never last. Please don't elevate yourself to a leadership position if you dislike people. We don't need more jerk leaders. What we need is people who are operating from their heart and who love to celebrate other people and why they love to celebrate other people because they recognize the oneness. They recognize the humanity. I'm like you, you're like me. We can, even though we might see things differently, be from different places, have completely different socioeconomic realities, here we are together. We've decided to. To pursue this vision together. We have that vision. We've made the decision. We're all in. We're going to do it together. And as we do it together, if I can ensure that you love the process, that you feel cared for, that you feel celebrated, when you win, that we are winning together. That's sharing the love, man. That's sharing the love. Your customers. When you make your customers feel loved, cherished, served, you make them the heroes. That's where word of mouth comes from. That's where the community builds. We have to realize it's like it's about sharing the love. It's just about sharing the love. And you gotta find your way of doing that in your rhythm, in how you talk about others with their habits, in how you mindfully strive together, in how you practice all the principles that we talked about today. This is leadership. It's loving what we are doing together. It's caring for one another. They're not your followers. They're your collaborators, your co creators. That's why I love leadership.

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