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It comes down to, are you learning from the failure? Are you learning from the no’s? Because if you’re not learning from the no’s, then all you’re doing is beating yourself up. It really is a great power. If you just take for that moment, who you speaking with, it’s a very important one. The more we do the more we learn. The way you and your team work is a reflection of your culture. The collective actions are a reflection of the structures. To assess what is possible, it is necessary to know what exists. Whether you lean into your gut, heart, or head to sift information, all three come with blind spots.

It is important to be able to communicate what does not fit and what is unwanted as much as clarity around the vision. This is the practical part of agile leadership. Being OK with saying something doesn’t fit, being OK when an idea that you don’t like does fit, even being OK with having difficult conversations. When we know what we want and what we don’t want – we can hold ourselves accountable. And, the people working with us can hold us accountable too. Well, just thank you for having me, first of all, and it’s great to be here with Erik and with Julie, you know, when you ask this question, it really got me to thinking about how I start my day, and how can I purposefully go throughout my day, and just you and I’ve talked about this, my, my words for this year are intentional surrender, to intentionally surrender to something and people say, well, that’s kind of duplicitous, or it’s or it’s against each other, right? And it’s like, no, it’s not because I intentionally look for ways in which I can surrender. And so when we do that, like Erik was just talking about right, we get into the softer skills, and we think about what can we bring to the table? Well, first of all, we got to know our why if we understand why we do the things we do and why we go at work, or why we do the things that you know, bring us joy and fulfill our souls, as you’re asking, is, we have to know our why. Like, my why is to inspire those to do what inspires them so that they may be fulfilled as a business coach as a sales coach, right? That’s what we want to do. We want to help infuse that with people. So how do I bring this every day? Personally, I have to have my quiet time, my special time I meditation, I read books, I read inspirational books, and this is not a plug for mine. But this is. But this is why I wrote the book that I did was because I was inspired by these books that I got to read every single day. So when we do what fulfills us, we can then help others.I’m a believer in ending, if it doesn’t have an end, but one somewhere, because gotta make sure you keep going. And the on-off is the same kind of thing, whether it’s the embargo, whether it’s the book that and I know there’s a lot of comparison that goes on, which goes into some of the other things that we were just talking about. What we see others doing is what success is supposed to look like, may not be what we look like because we all have bones and we all have muscles. And humans in general have eyeballs. And without those things, we can still exist because pretty awesome creatures. So knowing that we’re all different. Everything that we’re talking about is a variety. And we can never look at what’s on the surface and go, Well, they’ve got it. No, I don’t because we don’t know, we don’t know what they went through. And that leads me into my next question, which is what the next kind of area that we could play a little and that is, well, what does then high performance mean?

Two truths and a lie: slow down to speed up, confidence is arrogance in business, and shorten the cycles to get more done. The last piece – keeping people whole – is easy to overlook when things are going well and when there is major change. We start assuming people know what we think, yet when it doesn’t come out of our mouths people may start feeling incomplete. Taken for granted.On motorways, blue signs convey directions. As with all motorway signs, these direction signs are large and easily visible to drivers going at speed. High contrast white writing points to upcoming destinations as well as towns and cities much further ahead. Experts are national public administrations, manufacturers and economic operators, consumer organisations, academia, think tanks, compliance assessment bodies, etc. Baseplate - The mounting of the compass. Clear, so when placed on top of the map you can still see the map features How much space you have – your capacity – determines how readily you can embrace what needs to happen for rapid change. One of the core skills necessary is creating space because space is what allows us to develop capacity.