Behind the Scenes at Certification - Part 1

Hey, No Ego Podcast listeners. This is Alex Dorr with the Reality Based Dream Team filling in for Cy here to frame up this episode. We were actually able to get some exclusive behind-the-scenes content of Cy at our latest Reality Based Leadership certification program, and we're really looking forward to sharing this with you because we think it's super incredible. Now, for those of you that don't know that we have a certification program or don't know what Reality Based certification is, It's our Train the Trainer program for individuals that have been interested in our philosophy, maybe using it informally in their organization. It's a way to formalize all of that approach and take it back and deliver this as your core curriculum for leaders and for staff to be able to start officially ditching the drama for good at your organization. And so it's a 3-day course offered twice a year. And what we do is we just have an absolute blast in those 3 days teaching people how to deliver the content, what's the magic behind it, how to deliver this in person to your leaders and staff in a way that's sustainable. And then we talk through all of the tools that you can use in meetings or one-on-ones to take the energy away from why we can't and put it all into how we could. And to really move away from chaos into clarity in the workplace. And to sustain that for a long time to come. One of our favorite parts of that 3-day course is usually day 2, which is what this podcast episode is all about. It's where Cy comes in and she just basically does a freestyle on anything that's on her mind, that is trends out there, what she's excited about, what are some secret coaching techniques or secret ideas that she hasn't passed on. She gives those to our facilitators. facilitators, and it just turns into a free-flowing conversation about how to take the philosophy to the next level and gets into some contextual tough examples that people have been trying to break through for a while. And we thought, in saying all of that, because it was such good content, that we would offer that to you guys so you could get a feel of what happens at certification. So again, hope you guys enjoy this. Thanks for being amazing avid fans that are out there doing great work. And And let's keep ditching the drama.

This is the No Ego Podcast, where we ditch the drama, end entitlement, and transform your world place. I'm Sy Wakeman. What I'm going to do is set up a bit about the wisdom behind the toolkit and those pieces, and then I want to do Q&A about anything, and then he can teach you some of the rest of the tools. And just a note, as I was thinking about, um, after yesterday, and you guys did just a great job of like, you know, getting it out and making sure that you had something prepared. We make you do that, but I want you to also just know and rely on the videos we provide you. So if you're not comfortable talking about opinions versus expertise, let me talk about it, and then you lead conversation around it. There's a lot of power right now and a lot of research showing the wisdom of what we call the reverse classroom. So it's kind of like the Khan Academy. Has anybody heard of the Khan Academy? So a way that we have high school and middle school a little backwards is we send kids to teachers that have a whole varied background and level of ability to teach and expertise. We send them to school all day to get the information, and then they come home to their parents to support them for homework. And if at home they would watch the number one person, let's say, in the world on physics, who is a great teacher, and then go to school to get support for their homework while they walk through the concepts, is a different model they call a reverse classroom or a flipped classroom. And they're actually seeing that there's just a lot of power. And now for us it feels too easy 'cause we push play. And they're like, what did you all think of that? Right? But I guarantee you, even if some of your lunch and learns are seriously just playing a video and talking about a tool or something, it would be important. So we're gonna do tools today. And how many of you, we didn't talk a lot about ego in this classroom. That's usually what I come into your organizations and talk about with the kickoff. But everybody's familiar with my toggle switch concept. Is anybody not familiar? No. A little bit. Okay, a little bit. So here's the basis of what you need to know about how the mind works. So in reality-based leadership, I basically teach people how their mind works and how the world works. I want them to know how their mind works because they get played by their ego a ton. I want them to know how the world works because they argue with reality a ton. And so if you can imagine, if you knew how your mind works and you knew when you're getting good data so you can make better decisions, And move through the world more skillfully, and you know how the world works, so you stop the fight with it and you simply like succeeded within those bounds, it really releases up like all these possibilities. So how your mind works is as if you have a toggle switch on your forehead, an invisible light switch. Okay, just imagine no fancy, no dimmer switch, no, you know, mood lighting. It's up or down. It's binary. When you're toggled down, you're seeing the world through the lens of ego. And when you're looking through the lens of ego, your data is corrupted. It's like wearing a pair of glasses, prescription glasses that are the wrong prescription. Now, how is your world corrupted? One, the ego loves certainty over accuracy. So if you walk by me and don't say hello, I have no idea what's going on. I know very little about that situation. But my ego will fill in the blanks and be certain even when it cannot be accurate. So you walk by me and don't say hello. What do I know for sure? A lot of people go, well, you didn't say hello. And I say, well, look at eyewitness reports. They're about 18% accurate. So I wouldn't trust that. You're like, well, you definitely walked by me. I'm like, well, ask the quantum physicists because they would tell you That I'm just a projection of your molecular emotion, that we don't really exist, it's parallel universes, it's really— it's a difficult thing. You know very little in that moment, but ego wants certainty over accuracy. So ego will go, oh, I know what this is about. Ever since she got that promotion, she thinks she's all that and a bag of chips, and she's rude. I'm certain. I mean, if I had 100 people, they would all say she's rude. And the ego is just certain. So that's horrible information. I act on it because I'm certain of it. She's rude, I'll be rude. So I see her as rude, and what you see affects what you do affects what you get. I'm rude back. That's how you treat rude people. And she responds with rudeness, and then my ego goes, see, I'm right about crap I make up. Right? So That's why we want to use questions for self-reflection to loosen the ego's grip on our story of the world. So when I'm toggled down, I'm seeing myself as the victim. That's where all my stories come from, and you're the villain, and I'm helpless. When I'm toggled down, I'm in ego, and the ego, to stay alive, eats anger for lunch. It's got to stay mildly disgruntled. So it scans the horizon for insult, and it finds insult where there isn't any. You're invited to an ice cream social at 2 o'clock. I can't believe this. I'm lactose intolerant. You don't even offer an alternative. I'm insulted. Like, you've met some of these folks, right? Where it's just like— so when people are toggled down in ego, it affects engagement. Because when I'm toggled down, I can't find any place to plug and play. My natural craving is to have impact. But when I'm toggled down and I'm the victim, there's no place to have impact. So I disengage. And when I disengage, in order to feel better, I vent, tattle, scorekeep, judge, judge, judge. That's how I soothe myself. So when you think about engagement, a lot of engagement isn't about your circumstances, it's about the position of your toggle switch. How do I know that? Because when I'm toggled up, I'm seeing the world with all of my intelligence. When I'm toggled down, I'm using my most primitive form of intelligence, the amygdala, right? I'm just— so when I'm toggled up, there's brain coherence. I'm tapping into more of my brain. And when I'm toggled up, I'm naturally collaborative, innovative, accountable. When I'm toggled up, I can see 100 ways to plug and play, and I just follow my natural instinct to engage. And what we find out is engagement has a lot more to do with where your toggle switch is than your external circumstances, right? And that's where we hear high accountables who are toggled up by definition, you're more accountable. They say things like engagement's a choice. Happiness is a choice. Now how do you get from low self to high self? How do you run your toggle switch? Self-reflection is the ultimate drama diffuser. What is self-reflection? It is a question, or we'll teach you a tool. So when I teach questions like, what would great look like? How could you help? That is simply helping people run their toggle switch. Now, all the things you teach in leadership that people don't use are because no one's running that person's toggle switch. They aren't. And the leaders aren't. So I'm trying to do things like, I learned how to coach and give feedback, so let me give you some feedback. Well, if you're toggled down, that's not gonna help. So a leader has to toggle people up first so that we're dealing with all of your intelligence, and we call it the ego bypass. If you try and move an ego directly, it will resist. Okay, so you've been around 2-year-olds. If a 2-year-old has a marker and you want to get that marker away from a 2-year-old, what's the worst strategy? Try to grab it. Grab it, right? That 2-year-old didn't even know they wanted or cared about that marker, but because you do, it's instant resistance. That's what a 2-year-old's really special at. A 2-year-old's brain is very much like this. They have just discovered they are separate from their parent. It's very exciting news. That's why they dart off in the other direction just spontaneously. Because they're sitting there on your lap and they're like, oh crap, that's right, we're separate. I can run. And they do. Like, their ego has just formed. Now, taking that head-on direct and trying to get that away will result in a major fight. Okay? What's a better way to get something away from a 2-year-old? Distract it. Distract it and give it something else. Why does giving them something else or distraction work? Because a 2-year-old can't manage 2 things at once. It's like a glitch in the little brain. That's why when they go up the stairs, they only use one leg. They haven't like bicycled yet. Like they don't get it. They can't— their brain is not developed yet. So if I want a marker away from a 2-year-old, I just go, hey, nice marker. They go, mine. And I go, have you seen my water bottle? They're like, dang it. Do you want it? Dang it. Because the only way to get my water bottle is to drop the marker. Right? And so when I come to you and your toggle switch is down and I go, do you want some feedback? It's like punching the ego in the face. It's grabbing your marker. But if I say a question for self-reflection, right? Like, what's your part in this mess? I have a chance of toggling people up. Now some people's toggle switches are rusted closed and they are not fit for duty, right? Right. You have to test in the interview process people's toggle switch. So that's why I often open up with the story about the nurse that had a patient who was hysterical in pre-op, and there was a mistake in the medical record, and she comes looking for a leader, and she's venting. She's like, this is ridiculous, admissions can't manage their way out of a paper bag, and if I did my job like this, you know, I would be fired. She's calling for heads to roll, and she's a nurse. when nurses are supposedly like do no harm, right? Most leaders taught traditionally would toggle— meet her toggle down with a toggle down. They would either collude. I know admissions, this is the 3rd one this week. I don't know how they expect us to do anything. Or they would go fix it, which the leader toggles up and goes and fixes it, but they leave the nurse toggled down and they reinforce her or his view of the world that you are a victim. So most leaders don't even understand this whole ego phenomenon. They either fix it, which reinforces the toggle down, or they meet it. And so we teach people, be neutral. I got 3 patients dumped on me. You have 3 new patients. Continue? So we want to never toggle down. We want to toggle down with neutrality. And then our next move is to try and toggle people up. Now when that nurse was toggled down, there's a mistake in the medical record. She can't find a place to plug in plugs. because she can't fix admissions, she can't fix the software, she can't change Epic, she can't— and so she just disengages. But when I ask her some reflection, we bypass the ego, she toggles up, all of a sudden she can find 100 things she could do, and her natural instinct is to do that, so she goes and engages. And this is where we have so much of our research wrong, because we're researching toggled-down people, and the data they're giving us is really corrupt. They're like, well, I asked them how long does it take to get through change, and they said 4 to 5 years. Well, they're toggled down. If we sorted our data by accountability levels, you would start to see the variance. There are some big differences between low and high accountables. Low accountables get anxious when change is happening. High accountables get anxious when change is not happening. Right? High accountables come back from a conference, they're like, oh my gosh, we are so behind. Why are we not doing this? There's 100 things we could be doing. Low accountables are like, prove it to me that we need to do that. It's like, well, it's in all of the journal articles, it's in all of the books, it's best practice in manufacturing, it's like, it's all there. So one of the things we're not sorting on is this accountability level, but my point is that engagement, everything is different depending on the position of the toggle switch. And that's what I saw so clearly as I came from human behavior into leadership is we're all trying to lead a lot of people who are not sharing the accountability And they don't know how their own mind works. They actually believe everything they think, and that blew me away. I'd meet people and I'd be like, you actually believe what you think? 'Cause that's a horrible strategy. You should question everything you think. 'Cause you're not the thinker. It's fake news. It's super fake news. Like, you should go, what is your source, ego mind? Like, prove it to me. So as we go through this with the toggle switch in Um, the ego, it's so important for us to know that many of the programs we're putting out there to folks leave them zero responsibility for running their own toggle switch, and they don't know how their mind works, and they get played by their ego all the time. And leaders and HR end up doing all the heavy lifting. It's how we end up like coddling the people, right? And so in most of our organizations, we're moving towards shared governance. People want They want their input to be valued. They want to have their opinion or expertise count, and yet they're not willing to do what it takes to make it count. So somebody came to me and they're like, well, I keep giving this input and I keep telling leaders and nobody will listen to me. I'm like, well, tell me. And they're like, well, my leaders never and always, and they— it proves that they don't care about us and I'm like, yeah, I wouldn't listen to that either because it's so unprofessional and it's so extreme. If you came into therapy and you wanted to talk to your spouse like that, I'd be like, time out, we have rules. Can't use always and never. Can only use I. You can only use tentative language. You can't accuse people of making you anything 'cause they can't make— I mean, we would have a whole session on how to— Tell your spouse in a way that we could actually work on it what the issue is. But in our workplace, we don't hold people to any standard. And all this anonymous surveying is encouraging venting in the form of a survey. And it is protecting trolls. So anonymity kills accountability. Now, we need anonymity to report something unethical. something prejudiced, racist, misogynist, chauvinistic, like the big deals, we need that anonymity. I would say we actually only need privacy, but anonymity for some of those big things because so much of what we're doing is really sending mixed messages when it comes to accountability and other stuff. Thank you. I'll stop there for some questions. That's kind of my riff on, um, the ego piece. But most of us aren't bypassing the ego, and there's 2 ways to bypass the ego, okay? With questions for self-reflection or tools, okay? Both of them bypass the ego. Questions for self-reflection get you into a better part of your brain. Tools get the whole thing out from behind the view of your ego and onto A board where things are conscious and visible, and the ego can't manipulate it when we all are seeing the same thing out here. So drama is emotional waste. How do you get rid of waste in the workplace? With a better process. How do you get rid of emotional waste? With a better mental process. What's leadership? It's not inspiring and motivating you. I will give the same talk, some people will be motivated, some not. Has nothing to do with me. Has to do with you. That's just like change is only hard for the unready. It is not about change; it's about you. And little by little, we've taken people's accountability away from them. And we're like, "I know change is hard." No, it's hard for you because you won't learn the keyboard. And and you know this in IT: you roll things out if change was hard. Everybody would suffer. But change is not hard for all of us. I've never skipped an upgrade. I got my iPhone 11 the day it came out, right? So when you roll out change to me on Epic, I'm like, well, just give me the quick notes. What templates changed? I just want to— give me the Cliff Notes. Tell me what things changed. Tell me what the new naming conventions are. Just tell me, and I'll be up and running in a day or two. And so we are coddling the people by naming things incorrectly and by the ego's manipulation of them. So leader's only role is much more scientific than inspiring others or engaging others. Leader's only role is to facilitate and teach good mental processes so we eliminate emotional waste from the workplace. That's it. All this other stuff we put on leadership is enabling, it's codependent, it's dysfunctional, it is reinforcing a victim mindset. It's just It's just not true, and there's so much research out there that has fallen asleep into this illusion. I told you yesterday, Gallup says 50% of the people leave their leader— they leave their job because their leaders. Well, what's that say about your skill set? Why not just get skilled so you can work with any leader and wander freely in the world? Why would you be that dependent on your leader for happiness? Like, what happened to your role in that? So when we did that research, when I was in my master's degree, when that came out, I said, well, if you ask people toggled down why they're leaving, as a victim they'll go, oh, my leader. But if you look at the reality and say, well, let's follow them for 10 jobs, 4 jobs, 2 jobs, that's where you start to see the reveal come. 50% of those people who didn't leave a job because of their leader don't leave the next job because of their leader. They don't leave the next job because— they leave the next job because they prefer to do something else. It's been good. And now I'm going. But victims always leave their job because their leader— and I would see this in therapy. A woman came in and she's like, oh, I need to divorce my husband, he's horrendous. And I'm like, well, I hope you don't divorce because your husband's horrendous. I hope you get to peace and divorce because you prefer something different. Like, don't ever divorce in reaction to somebody being bad. Divorce because you want something different. She divorced. I said, you might want to stay with me for a year or so and work on your part in this divorce. She's like, my part is I have a bad picker. Okay. 2 years later, she comes back in and she's going through another breakup. I'm like, what happened? My picker. I got a bad picker. I'm like, well, we're up to 2. There might be a common denominator. There's only one person involved in both relationships. I'm not kidding you. Over the course of my 9 years of therapy, she would come back to me periodically. 4th relationship, I'm like, you might want to start thinking this is something to do with you. I'm not blaming you, but if you always leave in reaction to something and you're always the victim, you will just pair up with another villain. That's what you do, right? So anyway, questions or comments? I want to take your questions before we get into some of the the tools. Yes.

I want to go back to the shared governance piece. Okay. That's really exciting to me. So, um, when we're getting ready to do some alignment with that in our facility, are we asking for their expertise is what you're saying? It's, it's saying the decisions are made, here's some things that we see we're struggling with, we need your expertise, rather than doing these, you know, here, put my opinion into this, and then we're going for meeting after meeting getting nothing done.

Right, so here's the problem with shared governance, and Magnet will tell you this. You have to have a strong charter, and you have to revisit that charter every dang meeting. And it can just be this big, but here's our charter, here's your role, here's our goal, here's the scope of the work we do here, and here's how you can play the best shared governance partner ever, right? So we don't do enough about the charters, so everybody comes in thinking their role is something really different. And so shared governance, when people come in, is not to argue against evidence-based medicine. It's not to argue against hourly rounding. And it's not to have my preference trump potential. So a lot of people come in and they're like, we're gonna do hourly rounding. Well, I think the unit council should look at the template. And I think that we should add 3 lines to it. And I think we can't roll it out because we— and they start optimizing. Before they've ever standardized. So you're giving me input not based on the fact that you went and hourly rounded with this template for weeks. You're giving me input on what you think rounding with this template might be. And I didn't make this template up. I took it from a hospital who has 100% compliance with hourly rounding. And by the way, it doesn't matter what's on the template. Take your people to the bathroom. Batch process your work. Tell them you'll be back here in an hour and if they have something emergent that they can call you. Like, we get these unit council meetings where people are putting their preference in and they're taking away what would benefit our patients, the potential, based on their preference. And they're even arguing with like compensation law. I went to one unit council and they're like, our nurses, our advanced nurses are leaving Our advanced practice nurses are leaving because Methodist pays a quarter an hour more. I go, well, then that's ridiculous. That, like, that doesn't even go with compensation theory. But they really wanted to work on nurse compensation. So I go, okay, then let's do this scientifically. We'll start with a journal club review. I'll assign journals, journal articles. Everybody will read for the next 2 weeks, and you'll come in and do presentations. They came back, the articles I signed them were science. Money doesn't motivate. At that point, it's just hazard pay. Like, it's paying for something you don't have. Like, we know this in HR. Like, if you're within market, that money doesn't motivate. And if it does, it motivates for minutes, not years. They started to go, well, the true driver of motivation is like meaningful work. And I'm like, wow, that's amazing. Then they started to say, well, we really need somebody with expertise in compensation to join this committee. And I go, that's awesome. We have people in HR, they're called compensation specialists, whose whole life is spent doing market surveys and figuring out how to motivate or not demotivate given money. Let's invite them. But then why are we working on this if we're already— and so you just start to see people just realize that they came in over their head. Now the problem is most of these unit council meetings are unfacilitated. And if you have a meeting and you don't have a plan and a tool, your meeting is gonna be a bitch session and it's gonna be dominated by resistors and it's gonna be dominated by ego because you're not bypassing the ego. So when the ego's not bypassed, it will lead. And you can't fight the ego, right? If you do, it just goes underground. You stay quiet in the meeting and then you go in the meeting after the meeting. So in shared governance, there has to be some clarity around what type of input helps, and there's gotta be clarity around what our role is. So when we roll something out, we need to help people understand. So hourly rounding, okay? Our role is not for you to give all of your input and change the template. Our role is for you to use your expertise about this type of care we provide and how we could do it. How we could make it successful. So when we roll something out with sympathy, which a lot of unit council meetings are, bring the leaders in and beat them. I see it all the time. People are like, bring the leaders in, we want to vent at them. And it's like, I'm not, no. We'll work together to do it differently. But what happens is that leaders roll things out with sympathy, which is, I feel sorry for you. I clued with you. We're all victims. It reinforces victim mindset. You guys, I'm sorry. I just came back from the regional meeting and I guess we are going with this template. I'm super sorry. First of all, I'm sorry to even have to have another meeting. I know you're all super busy. I just want to apologize that I even— you have so much on your plates. I just— and there's so much coming at us from the system and I know it's really hard. I know your jobs— we've gotten so far away from nursing. I just know your jobs are really painful and— but They did decide at a system level that this is the template we're gonna use. And I know we're a community hospital and they're more urban and it doesn't necessarily fit, but I mean, that's part of being part of a big system. And so I just, if out of the goodness of your heart you could try hard to use it, that'd be awesome. Let me know how it goes. You just had everybody buy in as optional, right? Stop apologizing. Folks, I called a meeting because I felt it was the best venue to get you this information quickly. I'm gonna explain the template that we're gonna be using, and my expectation is 100% compliance. And once you understand it, we're gonna go around the room and I'm gonna ask you, what's your best idea on how to implement this and it be least disruptive to our business? What's your idea? I don't think we should even have to, and we weren't consulted. Okay. Not the question, so I'm going to come back to you. What's your idea on how we can implement it? Right? And you have to do this without sarcasm or meanness. But you guys, in shared governance, you let 2 or 3 negative folks take over the whole meeting. And so now all shared governance becomes is another venue for them to vent. You give them a safety survey, venting. Unit council, venting. Like, we keep giving people avenues to vent. Instead of shape. And so we've got to use empathy, which is I care about you, but here's how this thing's gonna work and here's the tools we're gonna use, right? So one of the tools you have is called Engage Action Planning. And some of you have asked, what should we do after, you know, we have the survey? Well, one, you should switch to our survey, but after we have the survey, well, if I go into any meeting, I wanna have an agenda and I wanna have a tool. And I'll explain the projection of the tools in a minute. But if I were going into unit council meeting, is I would say, let's say we're gonna talk about how to improve things. So what does great look like? What are you guys hoping for on your unit? Or given this, what would it look like if it was fully implemented and we were all using the tool well? Like, what would great look like basically? What do you want? I ask people, and they can make this list. It just flies outta their mouth, right? Because this is what they judge other people on. They know what great's not. And so this is normally where you stop and you take the list and you put it in your pocket as a leader. You go, I'll go work on this. Let me go change your culture, your environment, your climate, your work experience, your teamwork. Let me go change all of this. This is typical engagement planning. I heard on the survey you struggle with X. Tell me more. Complain more to me about it so I can get a true understanding. Right? And so basically this is what, what do you want in your workplace? Like, what do you want different? Okay. Now when I go into a meeting, instead of just having one sheet up there and I am the scribe for your venting, I need to move your toggle switch. So I go in and I put 3 sheets up. And when people come in and we work on one, so first the visual is 3 sheets. We're not just gonna exhaust this sheet. So I go, okay, I think I get a pretty good idea. Now what are you willing to do to get that? A pretty big list of stuff that you want. I love this. This would be an awesome workplace. So what are you willing to do to get that? And most people will be like, Well, what do you mean? I'll wait for it. I'll be here when you get back. I'll— like, how did I get involved in my workplace? Like, what are you doing? You are, you know, this is wizardry. This is where we bring in accountability shared. This is where we start. We start with you. What are you willing to do? Now, most people run the clock at this moment because you only allow an hour. Which I don't recommend you do more, but people run the clock because they know you have a deadline and you didn't plan well. And so you'll try this, but the ego will stall you out and you'll take this and then you'll go make the plan because you have a deadline and you put it all together, hand it in, and it will be all your plan again. I don't. I go, you know what, we didn't get as far as we need to get. We have to get this list to be robust enough to match that list. It has to actually have an ability to make a dent in it. So I'll take both of those and put them in a private area like break room or something, and I'll say, okay, well, we'll keep thinking. And so we're gonna have this list up for the next month, and we're just gonna keep— when you're on break, write something down. And then I go to my highest accountables and I prime the pump. I go, do you have an idea? Yeah, but I didn't want to bring it up. I go, well, that's why I put it in privately. Go write your idea up. Okay, and so we start building this. When this gets robust enough to actually make a dent in this, then I put the third list up. What, as your organization or your leader, can we do to support or resource this? Because the only part of your engagement I own is lack of abuse and resource and support. Like, that's it. And so you can tell me what I could do, but what happens a lot of times is they wanted this list and this list to be the only thing we ever talk about. So when it comes to shared governance, I've always got to be putting in this accountability list. Let me give you another example. When I used to go in on Mondays, in the olden days before we had everything electronic, I would get these reports on how either my patients were unsafe or it happened to me in manufacturing, like who didn't do what over the weekend, right? You walk in, you get this big list of tattling and complaining. And I'm like, why am I always walking into this list? And I looked at the sheet and it said, if you see something unsafe, describe it, report it. Yeah, we want those issues raised up. But then they give you the whole page to tell your story of it with no self-reflection. So I even changed how we report things and I just moved to the top line. What I saw that I was concerned about, okay, or what I came to know about. I gave them like 2 lines, and then I didn't give them a whole page to complain. The next thing, the next prompt was, and what I did about it in the moment was. And they had to reflect. How did I address it in the moment, peer-to-peer? The next line was, and what I did to ensure that the next shift— What I did to ensure Gains, you know, value or pass this on, basically, like how it was carried through on the next shift. I can't remember how it was exactly worded. And then the fourth thing, what I'm willing to be part of going forward to fix this more systemically. So now people were reporting, but do you hear how I built in the shared accountability? I want you, when you leave here as a leader, everything you pick up to see if it reinforces shared accountability or if it reinforces Victimhood. Everything you pick up, you'll start to, to see it. This is the No Ego Podcast, where we ditch the drama, end entitlement, and transform your world place. I'm Sy Wakeman.