So I want to say welcome to now I’m not sure that you knew that this was going to be the change leaders master plan live weekend, which is an implementation event, three days, when we really spend time together going over the big picture of what change leaders do, what were what is going on, the kind of impact that can be made, could be made, but not really just about the kind of impact that you want to make. Because that’s, that’s really up to each one of you. But we get into the understanding the process of that, or the journey of that impact.

And some of the key elements of it and some of the the important components that you can really uplevel your your skills in, but make a massive difference to where you end up to the kind of impact you make. And so I know for some of you this is really building on the six, the six weeks that we’ve spent together some of the content that we’ve gone over some of the experiences that you’ve already had with the homework and the exercises that you have already been given. And this time putting it all into the these three days and spending it together and doing some of the little bits and pieces that we will do in small, you know, we’ll have some little have a little breakout session, although with this many people it might just be a working session all of us together, you know, with me not talking. So that so that you can get a you can hear from one another. And you can try some of these things out. So again, I just want to say welcome to change leaders master plan live. And part of what we want to do is dig into this change leadership perspective. In the context of the 21st century. You know, for some of us, not all of us in this room. But for some of us, the 21st century is a thing, it’s different than the 20th century where we spend a lot of our lives, where a lot of the systems in our or in our world, we’re actually shaped and created. But now those systems have moved on into the 21st century, when we have everything that is dramatically different. But the systems and the habits and the institutional, whether it be at the government level, you know, at our local council levels, even in some of our mainstay institutional levels are still shaped and structured back in the 20th century. Even in our educational institutions, the thinking about how to educate, and how best to do everything is still powerfully shaped by the 21st century. But so many of those things have changed. And the realities of the 21st century and

we’ve seen

that radical change happen very quickly, right in front of all of our eyes just this year with COVID with so much changes so quickly, and it can. But all of the institutions and the way we do everything wasn’t ready for it. And so much of what’s going on is we’re grappling with reality, we’re trying to figure out how to work together. And we work together as we’re social beings, we work together as social beings,

through

our institutions in and through, because that’s how we work together. They’re the, they’re the mechanisms, they’re the you know, the the kind of the cellular bodies for the way we as human beings function together. But this still, by and large, still 20th century kinds of structures. And that’s part of the reason why it’s so hard to adapt and change. And so we’re wrestling with the ghosts in the closet from years gone by, as well as trying to deal with the realities right in front of us. So this kind of an I want to just pull up a one of my favorite little

pictures that

let me get out of

this

and find this and I’m gonna To share the screen, I want to share this little image with you because it’s really an important one.

I hope

this works. Here we go, you can see this, right?

So

in this 21st century, and especially since I mean, it’s really only been since what 2009 is when the smartphones really hit society, and they kind of the iPhone, smartphone, not just a phone that could text, but that could have apps that could get you connected with other people that could bring the information right into the palm of your hand, really only began Good grief in 2009 What’s that that’s now 1011 years ago. And since that time, the technology evolution and the technological impact on day to day life on communications to the extent now we’re seeing live playing out the radical, the impact of this kind of technology in America’s in America and, and global politics, right today, the technology evolution that has increased capabilities, it is increased access to information. It’s given us new levels of knowledge, not always new levels of wisdom, and and capacity for, for being truly you know, and human, but has escalated. Incredibly. Meanwhile, as I was talking about before out traditional structures, they been gradually lumbering along in the regular fashion, as, as they always did, slowly changing, upgrading themselves a bit at a time, gradually moving forward. And part of the reason for the

slow movement

is very valid.

Our governments,

whether or even car makers, or our global institutions, need to have certainty need to have need to be reliable, need to be consistent, need to be grounded in laws that evolve slowly, thoughtfully, and not fast. But when these traditional structures do not adequately adapt the things that they need to not everything, some of those things really need to need to say, solid, but they need to allow for the engagement of this new these new technologies to be built into their systems and to be able to impact them, we end up with this growing gap in our society. And this is what I just call it the gray zone, because well, I made gray circles. So it’s kind of the gray zone. But it’s increasing, it’s not decreasing. And this is the space into which transnational organized crime dives into. That’s the space into which in grows, increasing anxiety and uncertainty because because people are sensing the break between the difference between what is possible and where we are, and the certainty of our old traditional organizations. And at some level, at some level as human beings, we do like we do like that certain do it. We have both. We’re constantly wanting to change, and we’re constantly wanting comfort. Because we want to do the same thing today that we did yesterday. I mean, there’s a there’s a there’s a comfort in familiarity. Now we so we like these

differences.

And yet, we like new novelty. We’ve got these parts of us as human beings, and they’re built into you know, even the core of our emotions. We fear when when something alerts us and shocks us, if it’s if the change is too quick, our natural responses fear. If nothing changes, isn’t there’s no surprise, then we tend to get bored. Because another real part of our emotional makeup. One of the six basic emotions, one of them is fear. And one of them is surprise. We love surprises. I still remember Grace’s face, when I told her to push that golden button, I mean, just very, it was just so simple, but it’s so built into us. And, and you know, it’s the same kind of thing, when, when we, we love surprises at our birthdays at celebrations, when we open a gift, we don’t know what’s inside, and the whole opening and the whole boxing sim thing that’s on on YouTube, people unbox. But they do videos about all kinds of unboxing, from clothes to shoes, to the latest shiny object of, of, of technology, whatever it might be. It’s another very human element. And as we move on into this, the program that we’re looking at, I never want to get away from the fact that at the core of the changes that where we see in the world, and that, that most of the people who are here on this call, and those who can’t be here, because of their internet, or whatever, and those who would like to be here, but it’s the middle of the night, they are those who are serious about making the changes that need to be made, they see the pain, they see the problems, they see the possibility. So in the 21st century, you know, we’re living in these uncertain times. So what what I want to do in the course of these three days, is look at this big picture of what is going on, as well as seeing the role of change leadership, and therefore getting down to really some of the quintessential

elements

that are the most important for us as change leaders and as human beings. So that means yes, at the personal level, because it doesn’t matter who we are, at the core, we are a human being. And we are involved in all of this. And we are going out there to make a difference in the world. And we do that through more external structures, through programs, through through organizations, through advocacy, through law through whatever it might be through engaging with other with other entities. But we want to really look at some of the things that you can do differently through small shifts and changes, that magnify that gives you the biggest bang for your buck. I mean, it’s just ever all of us we want to make, we want every effort that we make, to make the you know, to give us the biggest return on our investment to give us you know, the biggest difference for that effort. And sometimes even in especially in the in the social change world. Even seemingly, you step back and you think that in the big picture was a small effort, it can take enormous personal sacrifice at times. So I want to help you see how when you make that enormous personal sacrifice, that you can know that it’s being put in a place that makes the biggest difference, not just hoping it will make the biggest difference. Because a lot of the time we just have to go on quote unquote, on our faith on our hopes on our expectation on on. And, and yes, there are many times we have to step out into thin air. And by the way, stepping out into thin air can be really fun. Um, but you still have to trust that gravity works and your parachute opens and all those good things happen so that you will actually land safely, but it can be extremely thrilling, stepping out into thin air. It really is. But, um, but there are times, especially in your life, you know, jump out of an airplane takes a few minutes. It could be the rest of your life. But you know, mostly it’s usually just a few minutes. But some of the investments that you will make in your work will take days, months, weeks years of your life and to avoid mistakes that take that those days, months years of your life to not be quite as as helpful as they could have been, that’s, you know, very, very important stuff. To me, it’s important stuff. Why? Because I’ve learned some of those hard lessons. Things that I, I didn’t see right in front of my face, that I hope that in the course of this time, whatever it is that I hope you take on, please understand that some of these have been hard won lessons. And so the value of them I hope can save, even if it saves you a week of your life, how many hours is that you get back how many hours 24 times seven, anyway, quite a few hours, that’s, you know, either a whole lot of sleeping that you could do, or it’s a whole lot of playing, you could do, or it’s a whole lot of something different that you could do in your life. So the point is, you know, even if it’s only even if I can only save you a week of your life, that’s that can be very valuable. Now, these sessions, as we go through the program are going to build one on top of the other. And, you know, at the end, I’m going to invite each of you at the end of the end of the program, or the end of the day, each day, if you want to have one on one time to talk about anything, then I will make that time for you Just Just so you know. So that if you want to either understand how some of these things might play out in your own work or your own life. Anyway, so we can we can schedule that kind of that kind of time.

Um, so.

And, for me, as I speak to you, as I crafted this program, and I know, this is just the beta program, and this is a small group. And so that makes it very personal. And I’m very grateful for each one of you, for those who are who couldn’t even make it here today, James and funmi, who were in the program, who are living in, I was just saying to, to grace before we started that, for me, it works lives and works on the largest floating slum in the world. You know, I didn’t even know there was one until I met for me. In in Lagos and James works out in in a country area of Nigeria, where the the local river there and he’s passionately working on water issues, because his local river there is what is used for irrigation is what is used for laundry is what is used for drinking is what is used for storage is what is used for everything. And of course that as we know creates health issues, creates livelihood, you know is anyway we don’t need to go into the details of that. But he is just so concerned about the the lives of the people around that river that that is their resource. We all know water is so essential for life. So there’s, there’s that kind of, of work that he’s doing. And I know that you

are

pivotal

to the lives of many other people, each one of you, in your your work, whatever it is that you’re doing, you are pivotal to the experience that people have in their lives. And I know you know, we’ve all heard this kind of thing before, even just from the perspective of physics, and I often go back to that that was my undergraduate degree, you know, the, the farmer’s daughter, who likes to know the practical things of life and how to get things done more of a, an engineer than have a ending up at the UN and dealing with diplomacy. But there you go, who knows where you end up.

From the physics point of view,

the reflection of the sun in your eye that happens to shoot out one photon into space, can travel for hundreds of millions of light years to we don’t know where. And that’s just, you know, one tiny little bit what we do, and that’s that’s, you know, that’s just existing. But what we do even in our social spheres, it ripples out, we it’s cumulative. We don’t know exactly what kind of impact we’re going, we can’t always see it. And yet, we also want to be not just happenstance impactors of the world. Most the most of us and so many people, even the people who go into medicine, the people go into all kinds of things. careers helping careers, the emergency workers. You’ll hear from chaplain Maurice later on how, how many lives she has impacted. And we’ll hear, you know, perhaps why she went into that, but move. So many of you, I know, are not just wanting to make a little bit of a difference you want to make the biggest difference that you possibly can. Now, not everybody is you know, so in other words, we want to be high impact individuals, not just Well, you know, we’ll see what we can do today and sit and twiddle our thumbs. That’s not what moves your hearts on mine.

So

not all of us are going to figure out quantum theory, we’re not all going to fit, you know, when, and whoever there was, first of all the quantum theorists and then then those then there are people who are working on the quantum computers. And when they become on when when we end up with quantum computers on our desks, what that’s going to unleash in terms of artificial intelligence, and heavens, on the nose, what else, you know, the world is going to change massively. And part of all of this is just to say, what you are going to see the changes that you are going to see in your lifetime are going to be massive. What I’ve even seen in my lifetime has been dramatic. I speak to my dad, who is 94 years old. And I know he began watching his dad work on a farm with farm equipment pulled by horse, pork, horses, teams of horses. And I knew my grandmother who died at 100 over 100. And she lived, you know, she was born in 1904, something like that. And she went from living in literally, you know, the kerosene light at time to where she began to see computers emerging, what people have seen in their lifetime. And that escalation, that diagram that I showed you the differences and which way they’ll go and exactly how it’ll play out, none of us really know. But but just the sheer possibilities of difference are enormous. So being high impact individuals in that gray zone. Because that gray zone, actually one of the benefits of that gray zone is it means it’s kind of like the new wild west, the positive side, but

the positive side of that

gray zone is that it creates a huge area

for leadership,

need for leadership. Because what happens most people a lot of the time, just don’t quite know what to do. They want to, but don’t quite know what to do. So having even simple systems that you can rely upon, that you can trust to take you forward into those into that uncertainty into that volatility into that ambiguity into that complexity.

When others are still thinking, what should I

do, I know I need to do something, but I don’t know what to do. If you have even the simplest of systems that allow you to have some extra degree of trust and capacity to move forward. And lead. take that step into seemingly thin air but it isn’t always thin air. We know gravity works. We know we’ve got a parachute. We know we packed it, well we know what to do. We practiced it, we’ve done it, then then you can do things that others are not prepared to do. They just don’t know. They’re not bad people they just

don’t know.

So

being able to be a high impact person is just so many times just being having that. That courage, having even simple systems that you can trust and utilize and to step out and to take action when others don’t. That gray area is ripe for leadership. When you can turn that fear. You know, I assure you the first time I jumped out and I go back to this because it was such a powerful experience when I jumped out of an airplane and I would rationally tell myself because I would ride my motorcycle up to the top The drop zone. And people would say, But aren’t you afraid of jumping out of an airplane? Like? I’d say, Yes, I say, but rationally, I’m probably more likely to die riding my motorcycle up to the drop zone than I am jumping out of an airplane. So there’s the rational elements of all of this stuff. But by the time I got to the edge of the open door of the plane, and the instructor yelled, go, I’m going to

put the planes working.

There’s nothing, there’s nothing out there, but finance, and fear, the gut fear. But somehow, I guess the training kicked in on my own, just drive kicked in whatever it was. And I pushed my way out the door. And it took a couple of jumps. But then my favorite place was the excitement was actually diving out of a plane. And getting into that thin air, and then feeling having that experience that thrill. And part of why I say that is because yes, we face we face fears, we will face fears. But again, part of what we are dealing with as we deal with even the simplest things such as our organizational development, and changes that we make in our daily habits, we are aware that one of the first things we’re confronted with is our natural reaction to it’s it’s a little barrier there of our own human nature of fear. But part of part of what we’re what we do is find ways where that fear becomes fuel for us. It’s not just something to back away from, but to observe it to knows, and then to learn how to function. And in fact, to then even see that perhaps some of that is excitement and thrill. And I mean, how many, how many of you want you to put in the chat. Anybody who’s who’s been to a, a theme park, and has written on one of the roller coasters or the big? The big anything’s anybody? Just say me in the chat. I want to see that you’ve

up?

Yep. Danielle has been there.

Yep.

Yep.

I suspect even Maryland’s been on a ride.

He funny. I hope has been on a ride one of these times. Anyway. Also, I want to make sure that you all know where the chat box is. I assume you do. But you know, sometimes people don’t.

But

why do you go on those rides?

Put in the chat. Why did you Why do you, you know, put in there

more than you wanted to print?

Okay. Okay. So, but why did you go on a ride? Was it fun? Was it a thrill? Yeah, it’s fun. But when when you’re going up that when you’re going up that right, up, up, up, up, up, up, and you’re getting to the top, and then you’re getting right at the top? And then you can’t even see what’s over the other side? How do you feel? Is that is that? Is that fun at that moment? Or is it a little bit more akin to fear, raw fear. And then, and because you know, then then you come over the top, and you go down. And then you realize you’re in the you’re strapped in, you feel that you’re safe. And then you come down and you go, there’s a level of relief there. Because, Oh, God, you survived that. And then you go around, and then you come up, and then you could you do it again. I mean, we’re crazy. I mean, it I mean, people spend thousands and thousands of dollars to scare ourselves almost. And then and then to do it again. So there’s a very real part of us that really loves this process.

of, of,

or, and I think part of what we enjoy about theme parks is that we face our fears, and we overcome them. And we realize we come down the other side with a big smile on our face. We can succeed through that process. So

So part of what we’re doing here is we’re looking at ways that we can really face some of those those fears, find some of those systems and and find ways To really make a difference in people’s life now, just recently, there was somebody speaking to a large audience of people who were the that I heard, was considering there, you know, what careers there are people who wanted to make a difference in people’s lives and so that the thinking about what career Can I have, that can make a difference in people’s lives? And so they were thinking about anyway, the, the, the conclusion was that there were three main ways, but one of the important things that they that the person who was speaking said that, yes, there were, there are these high impact individuals. And so a lot of these people were considering, you know, becoming a doctor or considering research or considering considering different things that they could do in their life. Because people make decisions, you know, how can I make a difference? Where can I go? What What is kind of natural to me, what do I like? What am I strengths? But how can I go and and people are naturally strategic, we naturally think about where can i if we if we want to make a difference, where can I make that biggest difference? And so, you know, part of it was interesting, because they looked at, for example, doctors in developing countries, in in developed countries today actually make a smaller impact on people’s lives than those who are doctors in developing countries. Because so much in our developed world, it’s so much more as dependent upon not just the doctor, but the nurses in the hospital and the insurance and the the environment and the food that they eat and whatever else whereas a doctor, for example, there was a doctor Neyland, who operated in Bangladesh, Burma, or much earlier last century. And through a simple innovation that he had, of

mixing salt and sugar in water

that he gave to people with diarrhea, was able to save that one person saved about half a million lives. So you know, you’d have to say, Yeah, he, he, he made a difference. It made a massive difference in so many people’s lives. And then, then that, then there’s this guy. I’m not sure you’ve heard of call Landa Steen? Anybody heard of Colin decine Thumbs up if you have or, or shake your head. Okay, so he was the guy who simply figured out blood groups saved in a saving and probably will continue to say 10s of millions of lives. Because, you know, blood transfusions, and they were understood that it was good, but sometimes I worked and sometimes people ended up dead. But by understanding, you know, that, that there were blood groups, so he was a researcher, and he came up with that, I’m sure he didn’t quite know the impact that it would have. But he was a high impact individual and has literally saved millions of lives. And then there’s an I think there’s a movie out now about this unknown, Soviet Lieutenant Colonel, who probably quite literally saved all of our lives. And we don’t even by and large, most people don’t know his name in 1983, not so long ago, but some of you guys would never have even been born probably. And that’s thanks to this. Stanislav Petrov, a lieutenant colonel in the Soviet Army during the Cold War. Yeah. And he was on duty in a Soviet missile base when an early warning system detected apparently incoming missile strike from the United States. All of the protocols told him to send the message through and to fire back. But he decided against the protocols and to to stand down on a return strike an unknown Stanislav Petrov, who probably quite literally saved thousands of millions of lives and our world today. So yeah, we might not be a Stanislav Petrov. But you might be you know, we don’t, those kinds of high impact individuals are probably unexpected. We don’t we don’t grow up Planning to be those. But there are a couple of other ways other than being those remarkable individuals that make a massive difference. And so I’m coming back to where we live here, you know, 20th 21st century here in our society as it is for now. The ways we make social impact that through how we donate money, because money is basically energy, and fuel for change. How We Do you know, what we advocate for in our lives and change the shape and the thinking about people, either just within our own spheres, how we shape our social groups, the thinking, what we advocate for, and how much we change, thinking around certain topics and things. And that can go all the way up to advocacy at the global level in terms of global policy types of advocacy. And then the other main way that today we can make social impact and make a difference is by helping others to be more effective. And that’s what we’re doing here. And that’s what you do in your work.

To help

you are in the helping profession in that sense of helping others be more effective in their lives, and to live better, and to live well. So by training, educating by whatever it is, these are the main ways that we do make a difference. And this and so this is what this is part of what we are really doing here. And so you are very, very central to this. And part of part of what I want you to to be very serious about in in our time together is is how committed you are to upgrading your skills and capacities. And to never think, yes, you’ve got to go out there work, yes, you’ve got to sacrifice your time and make the effort and go the extra mile, so many times. And I want to make sure that you are always investing in yourself, your education, your health, your emotional health, your your heart, your enjoyment, your satisfaction. Because if you are at that center of the change that you are making, the more vibrant and vital you are, the more vibrant and vital, it’s just kind of natural, logical stuff will be your impact in the world. So never underestimate the importance of making sure that in the midst of all of the other things that you do, that you also invest in yourself, because you are the center of your little world, Your World, Your little universe, it all you know, you’ve noticed, right? When you travel from New York, to California, the center of your universe changes from New York to California, you see everything from California and perspective, all of a sudden,

the center of your universe moved.

I mean, and it’s you know, you are the center of the universe and your universe includes everybody else, but just you know, in a slightly different place. Anyway, that’s just kind of, sorry, my little thing but anyway, what so what I want you to do is I want to I want you to this time, I want you to type into because I want you to make that physical effort. I want you to say put it type into the chat box, I’m committed. I’m committed to improving myself or I’m committed to up leveling myself, I’m, I’m committed to becoming more I whatever it is that you know, that that you would like, for yourself. I’m committed to myself, you can even just say I’m committed to myself.

I’m waiting for some chats. Here we go.

Maybe you want to be committed to high intensity living, or maybe you want to just high intensity impact, but you don’t have to live high intensity all the time. It’s really important that downtime. Okay, you find a good we’ve got one committed person here. Okay, another one. Great. Educating and learning and educating, realizing my potential cool because that’s one thing that I have Learn is is the amazing potential of human beings is is remarkable. So I’m

so

now consider leaving a legacy Marilyn Pitt, I’m committed to invest in myself wonderful.

Good,

because it takes commitment because there are times, there are times when it’s nice to do it and it’s easy to do. And it’s that level of when we’re committed when it when we go that extra mile. But when that gets us to, to go out that door when there is no ground that we can put our foot on, that actually gives you the greatest moments of excitement and thrill and value, because you then have a whole new experience a whole new foundation of, of expert, what becomes expertise, that does not happen by doing the same thing you have always done. It only happens when we dare to go out into new territory, break new ground and do things differently than what we have done before. And that is true at the personal level at the organizational level. And you know, at the at the social level. So that commitment, I’m really happy to hear and see that. Now, one thing is sometimes when I’m I’m Do you all know where the raise your hand button is? Because and this is just some of the the housekeeping stuff under under the participants. There’s a you can

There we go. Yeah, so we finally knows how to raise his hand. The good thing about it, can everybody go into the participants area and raise your hand? Yeah. Great. And then and because the value of that one for me is that and you can lower your hand now, or I can clear it clear all for you. The value of that is if I’m in the middle of talking something and I’m all in my head. If you’ve got any questions, if you type them into the chat box, I might not see them. Because I’m I’m going to be in my head. But then when I turn my attention, and if I can see that you’ve raised your hand and that you’ve got a question about some part of what I’m doing, then I will answer you. Additionally, what that does is it gives the hand raised leaves an order. So whoever raised the hand for so I don’t necessarily skip over anybody. And this is not as important perhaps in small groups. But in larger groups, it’s, this is important. And there may be times down the road when each of you are doing and increasingly, the chances of you doing group meetings on zoom and the like, are going to increase rather than decrease for a little while yet. And even when COVID disappears, I’m sure a lot of this stuff will still stay with us. So these are just little things that that you can know about as well for down the road. So there is so there’s that as well. So um, and I think I saw Daniella knows how how thumbs up and clapping, they don’t allow for thumbs down in that in that’s and that’s in the that’s just at the bottom of your screen under the reactions area. So it’s I think sometimes it’s just helpful to go out most of you know the zoom stuff, but you might not know some of the things. And it’s always good to know. And of course everybody knows how to mute and unmute themselves. So that’s, that’s about it in terms of in terms of that. So most most of that, that’s the kind of the housekeeping for now. Now, we’ve got a few more minutes in this session. So let me go over then.

One of the things is we get

just in terms of how we operate as a group here. And even for those who perhaps tune in later on, and watch some of the videos later on,

is that

in some of the sessions, we may do some, you know, some sharing of stories. And part of it is there, you know, and we’re not going to get into really, really in depth stuff here. I don’t think but sometimes stuff comes out. And the point is, I want this to also be a safe space for people. So I want everybody to honor the whatever individuals share in our time together over the course of this weekend. And just to fully respect one another’s experiences The things they do share. And, you know, if you hear a story from somebody, then later on, perhaps you cannot, and you would like that would be a useful story for you to tell either anonymously, you could do that, or you know, and anyway, without identifying the person, that’s one thing, or if you wanted to ask them, if you could, you know, use that story, then please go ahead and do that. But my main point here is to please us use this as a safe space as a place where you can ask questions that might be difficult for you. Or not, you know, I don’t know. But I do want to create this place this time together as a safe space so that you feel like whatever you shared here will not go beyond the space. And I would like each person to honor that

for one another.

And I want to do now one little exercise with everybody. And it’s going to require some

I’m going to share a screen Let me pull up

my screen.

Let’s get rid of that.

Good.

Okay, so then

give me a moment. It’s almost getting there. Now. This is a little.

Okay, so here we go.

So

what I’m going to do,

is I’m going to give you

you don’t even know what I’m going to do.

I’m going to give you all one minute and I want you to starting at one I want you to find systematically find 1234 you know the numbers. So starting now I want you to and then when I tell you to stop, I want you to tell put in the in the chat what number you get to go.

You got 30 seconds.

I probably should have only given you 30 seconds, but anyway.

543210 Yeah, 16 1714 1617. Yeah. So Whoa, Fernando. Wow, cool. Look at you.

29. Okay, now,

what I want you to do is I’m going to show it, I’m going to pull it up on the screen again. Now, what I want you to notice this time, and I want you to do it again. And maybe I’ll just do 30 seconds. And so we just have to have the the total number there to give us the same kind of an outcome or double the outcome in 30 seconds to give you an equivalent number there. But what I’m going to I what I want you to notice when I pull that up, is that I’m going to give you a very simple system to follow to help you find those numbers. Very, very simple system. So I want you to notice, see these dots if you were to because I can’t draw I should have done this a little differently but I didn’t okay wants you to draw line through there, like an X on the middle of the screen through there and there. Now there is one of these numbers in each box. So if you were to draw that line, so in other words, you look for number one in this area, or this area. And then at number two in this quadrant, then you look for number three in this quadrant, then you look for number four in this quadrant, and then four, five in this 678 910, simple system. I want you too, okay, you you understand what I’m saying. So I’m, you still got to go find those numbers with your eyes, once we start going. And we’ll just do it for 36 seconds. But now you’ve got a little system to use start. 210? And, and so what number Did you get to just in 30? seconds?

Yeah, look at that.

You You got done in half the time?

At least, you know, as many as

Yeah, I mean, you almost double every almost everybody double their, their capacity to find those numbers,

right.

The power of having a system.

So that’s part of what I and I think, you know,

Grace and fani. And all of the others have have heard me is kind of saying from the get go, you know, as as we’ve gone into our impact and influence formula is the importance of having systems simple, doable, ones that you not just doable, but done. ones that you use systems in place that can multiply that can double, triple and in some cases, which is why, why those systems that I gave you just can powerfully multiply your capacity to impact. Having a simple system, rather than no system at all. The simple system for your personal life, as simple system in your office, as simple system in your organization. Choosing then the most powerful systems are are really important in your life. You finally had mentioned he had to have to leave, he’s got some things he had to do. But you’ll catch up on this later on. But I

hope that that

simple little exercise kind of neat, right? Simple, simple, but it’s very instructive about having a system.

So

no, I just before we you know I’ve got it, I guess in terms of our about agenda. The rest of this time we’ll break we’ll take a break at nine 930 my time anyway, on the half hour This time, we’ll take a 15 minute break, then we’ll have a 75 minute session. And then because I’ve kind of condensed the day because I was concerned about if our Nigerian friends were going to be coming in that would have been to go to five o’clock in the day would have been really, you know, a long day for them. It was a long day. So so I’m trying to condense everything between eight o’clock and 2pm pacific time which is 11 o’clock and 5pm try to be normal for grace and reasonable for those in in grace and funny and reasonable for those beyond. That will will have very short, you know, even the breaks might end up shorter than 15 minutes, but they’re mostly bio breaks, go and get yourself a drink and stuff, that kind of stuff and do whatever you need to do stretch, make a phone call that you have to make whatever sort of thing, but lunch is going to be short, it’s going to be a half an hour, but that’s, you know, pretty much all you need. Oh, I’m telling you, it’s odd. Um, and then and then we’ll have another 75 minutes session time with a chaplain Mara, she’s got some really juicy stuff and, and some time together, following up on that. And then after, we’ll have another break, and then we’ll have another session before, you know another one hour session after that, and then that’ll be the end of the day. So the each each day today, tomorrow, and the following day will follow that basic pro that basic structure throughout the day. So it’s not a super long day, but I hope it is still enough time to really allow you to get absorbed, you know, absorb a lot of this stuff. So now what I want to turn to before we finish out this session is just reflecting on, on, you know, I just introduced the introduced it, that’s a new word introduced the idea of systems and how important they are. And part of what then you have to say it was well, that little, you know, x divides that block of numbers, that was one system but but when we’re talking about social change, what kind of systems do we really need. And so before we jump into some of the the core elemental systems, that that will be a little bit familiar now to our impact and influence formula students. But hopefully, even all of this that we’re going over helps them see from a different perspective than what they saw before. They jumped in more at the granular level of how to do or what each one of these were and how to do them to some extent. But this, the way we’re doing it here through the master plan is trying to give you the bigger picture look at at att so that you could you’ve got the bird’s eye view of what’s going on here. So you have the master plan, view. And so we want to look at what kind of system now, one important piece that I want to remind us all is that no matter who we are, we are human beings on a journey through our life. I still remember when I you know first became a mom. Yeah, I never been a mom before I became one. And so, you know, Hara was faced with this. I want to tell you all the details of how I got faced with this thing, but this little first babe. And one day when he was still newborn, I looked at him and I said Ozzie because that’s his name. Well, sort of his name, said, Ozzie. You’ve never done this before. And I’ve never done this before. So we’re just going to have to work it out together, okay. And I’m sure he agreed, because that’s what we did.

But

the point there is

none of us really asked to be born but we were women, we find ourselves in this world. We go

through we

were first children, we grow we grow up in, we don’t even we don’t always we have don’t, we don’t have choices about everything. But in the bigger picture and the way we the way humans, the way we talk to ourselves, it’s a life is a journey. And it’s a journey into the unknown. Because we’ve never been there before. Every moment of the future has never been never for anybody ever anywhere. We have perspective on it based on looking back and seeing and gaining that perspective by looking back and through our own experience. But in reality we’ve never stepped into into each new moment. It’s a genuine journey. So for a decius way back when in the Greek mythology, and you know, you know the stories the story of the you know,

most most of Hollywood

follows the arc of the hero’s journey and all you’ve heard of. Some of you have studied those things. And when I was, I always did physics and math and chemistry and biology and whatever else in high school, so I never English literature and stories and all that sort of stuff. Were not my stuff. So I discovered all of these things later on. But, but the hero’s journey, which is the story of the common man, the common person, the common experience in life, then goes out to explore the world, and then is faced with a problem. And then has challenges and difficulties. And yes, we all say to ourselves, oh, and it can’t get worse. Oh, but yes, it does. And then it gets worse. And then we say, oh, but No, it can’t get worse. But yes, it does. And then it gets worse. And then, you know, right. In the end, in the very last moment, the hero’s journey is you know, he finds his way out, something usually happens, and there’s a breakthrough. And we have those breakthrough moments. And then we have the AHA experience. And then something really wonderful happens in the end. I mean, that journey is, is a pattern that we all experience in some parts of our lives. You know, at the micro level, at the daily level, you know, even sometimes our days are like that, we wake up in the morning full of hope, and we feel good, then we open the door at work. And then you faced with all of these emails that you weren’t expecting and the challenges and the problems, and then you think it can’t get worse. And yes, it does, you get more emails, and then something else happens. And then you know, and then it then it can still get and then by somehow you get all of the things taken care of. And by the end of the day, you can close the door and walk away and feel like I’ve accomplished something and Yes, okay, it’s, it’s good. Now I can go home and take a breath. But so our life, human life is a journey for all of us. And why is it important to understand this, and that’s an it’s important to understand this, because this is what when we work with people,

were

helping them take journey, a journey that we are in, in our own little ways, we’re trying to provide them with systems that help them go through that journey a little bit better, and foster so that they are more able to do well in their life. And it’s just really important to keep that that kind of that backdrop of understanding that this is what we’re helping people do is journey through their life. And you know, what you want for your life you want for your life to be meaningful, you want it to be wonderful, you want to have highs and lows, you want to climb to the top of mountains, you want to ride those rides, you’ve got aspirations that I don’t know about. You’ve got dreams, I, I, I probably would say, Oh, really, you want that. And you look at me and say you ever wanted to do that, you crazy. You know. And so they’re very, very, very unique. Many things are extremely unique. But it’s just so very important to remember that as we deal with people as we create our systems, our structures, as we work with people we are we are helping people take a journey through their life. And as human beings, one of the things that I don’t go into a lot in, and I won’t go into a lot in this in any depth,

but I do want to just

a little bit of the context of of

for journey that we that we go through as human beings, allow me to share this little diagram and I just don’t want to get into the complexity of going into the tensilica underpinning all of this that I do and you’ll see it later I’ve got I’ve got my I put together what I call the trans cillian scotian of the trans aliens framework, which is a way of understanding this, the big picture of this journey, this human journey, but a critical element that is just often forgotten. In as we get into our corporations. Our businesses are organized And even our systems of impact and influence, we very quickly get into figuring out our logical systems and structures that make sense that are easily able, you know, we can put into our little diagrams and our flow charts that make logical sense and and help us to get intellectually from here to there. So that we’ve got a picture plan and understanding of that system, in our mind, which is critical, and essential, and powerful. And alone is insufficient. Which is why in so many businesses and corporations, even some of the even some of the biggest invest today, they so deeply struggle with employee engagement. Because there was one person I spoke to maybe three months ago now, a guy, brilliant guy.

I mean,

I happen to know he’s in Mensa and was very cute, because one of my former lifetimes I, he and his wife, they both met in Mensa and I, I actually married them out in a zoo. But anyway, I didn’t marry them. I mean, I’m married. They got married. And But anyway, so as I say, I’ve got lifetimes of stores. But anyway, so um, but I was interviewing him about stress in the workplace for a particular reason. But he’s a brilliant guy. He’s a developer, he works in, in

security areas for

and he had, you know, a sense of what, what is it? imposter syndrome? How can somebody so smart feel like he doesn’t know what he’s doing, and shouldn’t be where he is? How, unless there’s some other pieces, he’s obviously got the rational capacity to understand and to analyze and to figure stuff out. But his gut experience his his personal one of his challenges was imposter syndrome. Now, it wasn’t necessarily all his fault that he was feeling that way. But his organization was not providing him with the ways that he could feel connected to the mission and purposes. So he could not see how what he was doing, was contributing to the bigger picture of the organization. He didn’t know why he was there, he knew he had certain skills and capacities, but, but why, and how.

So many organizations are like that.

And I can’t understate and the loss of employment, the loss of employee resources when when people go into work, because they feel like they’re not connected. They’re not valued. They don’t know why they’re there. But they’re there for their own welfare, ie the paycheck. They’re there to get paid because they need that money to survive, they might need it for their family for their rent for whatever it is. So they’re there. And they do what they’re asked to do, but they’re not investing the full amount of their creativity, their insights, their their energy. Do you remember a time when you were really on fire about something? Did you just kind of put in the hours and then five o’clock time and you shut shut it down? Or did you go home you thought about it on the train or you you thought about it on the way or you however you get from here to there or you woke up in the middle of the night thinking Ah, you know, this is what you can when you’re on fire, the amounts, it’s just natural, the way we when we are we’re driven that’s that’s just who we are we do that we invest and the amazing resources that can be tapped from each person, volunteer employee, leader, non leader, observer, stakeholder of any kind can be tenfold than just clicking the timer in order to get the hours up. And that happens when people don’t feel connected. When their life they do not see the connection between the hours The journey of their life and the journey of the company, the organization, the whatever it is that they are putting the hours into, when they when there’s a disconnect. And what is lost, not just in? You know, I mean, some people will Yeah, okay. So some people in those situations might sit at their desk and look like they’re working and actually be doing heavens only knows what on their computer. But, but most people at least put in the hours. But I’m looking more at what the human potential that could be being invested in any endeavor. When they are connected, ignited, and valued and aligned with, you know, where their values, their insights, their understanding are lined. And right there, the resources, the human resources, the energy, the creativity, the innovation,

that can be tapped.

When we align our journeys, the organization’s journeys, our stakeholder journeys, and get them all in sync,

so that

those journeys, those life journeys,

become more like

an, you know that those few laser beam lights that line up, and are in sync, and become a powerful beam that can literally cut through diamond that can make the difference. Those small groups, those small teams, and they only have to do, they don’t have to be huge. But just imagine if you had a huge number of them all in sync and working together, then that’s that’s how you make massive, massive impact

in the world.

And big organizations can do that when they do it well. And that’s how some of the big organizations have tapped that kind of creativity, and human resource in their organizations. So how did Google go from zero to Google? You know, in the space of 20

years,

it wasn’t an accident.

It wasn’t an accident.

It was very well planned. Maybe in the beginning, it was accidental, or they came across those systems. In the beginning, there was one particular person who brought those systems into Google. And that’s one of the systems that I that I do teach. But because they systematize that and that became their culture, then it was no accident, that Google eyes now there’s a lot of things that, that they could still do different than that, you know, that’s a whole different question. But what they did was no accident. And it’s important that we understand that. And the piece, I’m getting back, I’m circling around, I circle around it that I wanted to show you is this piece that oftentimes in the system of okrs, that I get into later on, on the under the my tags system. And and that’s just gobbledygook to some of you who are new to this, it’s and I’ll I will make sense of that later on. But it what is important is that those okrs actually be without them fully knowing it. But it paid attention to some of this little piece that I wanted to bring to your attention here. What What is this? Okay, so this is just my very simplistic way of looking at the three aspects of our, what I call our human drivers, and it’s connected in with who we are, and now how our brains function, how we function as human beings. This is not

in a way, some of the some of this is not optional.

It’s we’re hardwired with some of this. So we’ve got, again, don’t take this, this is not completely exactly the way the brain functions, or at least you can’t find the lizard area and then then then the limbic area, and then the logical area when you can sort of but it’s not that simple. And it’s not that clear. But there’s an evolutionary kind of structure to it. There’s a human functioning kind of structure to it. So it’s just a simple way of systematizing and understanding how we function as human beings to help us get a better grip on ourselves to understand what’s going on, so we’ve got you know, almost functional level out, you know, bodily functions, our reptilian complex or survival stuff, you know, we don’t tell our hearts to be. We don’t tell our lungs to breathe. That’s all and and our fight and flight our survival mechanisms are built into our physical body. A baby doesn’t have to be taught to cry when they when they’re hungry, they there’s we’ve got basic survival mechanisms built in, they are there, they impact us, when we experience stress our survival system is being activated, we have to understand that this is impacting us, whether we want it to whether we think it’s a good idea or not, it is this is our l one all lizard, our lizard brain, I call that lizard brain.

And then this then is the

you know, brains, we actually do have the you know, historically there’s this evolutionary comm piece that sits that came in later on the Paleo mammalian complex, which is usually the limbic system, it deals without our memories, memory, processing our emotions, and how all of those things that kind of take place underneath the you know, kind of below the, I say be below our eye level, because most of the things we quote unquote see in the world, we see and talk about and think about throughout the third part are a neo neo mammalian complex or more logical neocortical area, our logic our language area of our brain that we we tend to do most about communication through the the logical mechanisms of language. We through poetry and story, we access those and, and metaphors, and all of the different ways that we communicate, we access all of those, the more the emotional, and, and we reach in and touch those other areas of our life, we can even shock or, you know, stimulate our survival area through our language. But most of the time, we tend to, you know, do most of our thinking about the world through, you know, above the surface and below the surface of the ocean, the oceans that we are, and I like the ocean, because I spent roughly 10 years on the on the water and

all kinds of stuff. So that was another one of my lifetimes.

But, you know, many times people underestimate the power that because we’re always busy seeing the waves on the surface of the ocean. And they are powerful. And the waves alike are a logical world that we see through language and we understand. But the emotional and survival components of who we are, as human beings tend to be pre rational,

tend to operate with

or without our thinking about them.

And when we don’t take them into consideration in how we operate in our organizations and teams, we, we lose we either Miss stuff.

Don’t see it.

Boy, I didn’t see that coming.

Anybody ever had a?

An I didn’t see that coming moment?

Or am I

the only one? I can see a couple of nods. Okay, so,

yeah, okay.

Most of us have had a moment when we didn’t sit in probably the chances is because we were missing some of those cues and clues that are out there. But we need to learn how to look for them because they don’t just, somebody doesn’t say, Hey,

I’m triggered, they just

get triggered. And you didn’t know that that was going to happen. And all of a sudden you’re dealing with the fallout of it, or you’re the one falling out whatever it might be. You know, and even there when we understand that these things happen, we don’t always know how to

deal with it.

So you know, these are these are facets of, of human life. But I I bring this about because it’s really critical to understand that we are all

journeying through life.

And we’re not just having this logical nice pre determined by anybody. experience we can’t just met them. out plan and then logically go through and do each step. Even though we can, we can do that. But the the forces that are at play in the process of us doing that are multiple. And I hope that you can remember that, that those elements of the human being of each one of us,

of each one of

us, your stakeholders, your beneficiaries, your your board members, your co workers, your your parents, your children, your brothers and sisters, the those that were in fact dealing with all those elements of their lives, we don’t have to be responsible for all of those aspects of their lives. And we’ll get to a very important section that which is why I’ve invited chaplain Maryland to spend a whole session on this. But but it’s really important that we understand that this is an important that all of these elements are very real parts of your journey, my journey. And so as we talk about creating stakeholder journey maps, because we want them to go from being interested and curious to being committed, I’ve wanted you to go from the place where you’re interested in curious. And I hope that by the end of these three days that you are even way more committed than what you were when I first got you to type into the into the chat box, yes, I’m committed to, you know, to myself, I hope that you can have a whole new level of commitment to to yourself into your work by the end of end of this weekend. But to understand that, that even to go from interested to committed is a journey. And that in effect, too. And so we can’t just simply expect people to Well, I told them, never, ever got frustrated with somebody because you told them what to do, and they didn’t do it.

Maybe because there are a few other pieces to the whole story.

Maybe you have to factor in a few other little bits and pieces.

And

yes, it might be a matter of telling them again. But it also might be a matter of doing a few other things that will help them make that journey that you can provide. And that you can give them the option to take up and that in the end it will be their option. Especially if they’re adult. You know, Ozzy didn’t have much of a choice but to say,

Yes, we’ll do it together, mom. But

absolutely, he’s got he’s fully fledged with that choice now. So that was just a matter of time. But, um, yeah. So yeah, I just really wanted to you to see that underpinning every little systemic thing that we get into every little chart that we draw every little element that we go into and go about. And it’s really important to see that you as a leader

as a,

making it an impact in people’s lives, the more that you can understand that you are also addressing and helping people to become more effective in their own lives. At the you know, those fundamental below the surface of the water levels have been life as well. So it’s important that they understand how to make sure that the physical that foundation for their life, their bodies, their health, their well being at that level, is sound and solid and good.

And their emotional. well being and fitness I refer to as emotional fitness, it’s kind of like, we all know how important it is. We all say yeah, I want to get fit, you know, but what about emotional fitness? Yay, you know, that’s something that is not practiced as much you know, we talk about things when they get to the sad and sorry stage IE, mental health. But what about just simple emotional fitness? It’s it’s good and part of what we will do part of you know, I think especially you could say putting it into a category chaplain Marilyn will address that area of, of emotional fitness in some in some respects that resiliency that is needed. So that’s I’m gonna I’m gonna break now give you give you a few minutes break and then we’ll come back again. Bio break time, but I just wanted to have you be able to see that. See the connection between being changed leaders What’s going on? In the world, in the big picture of what’s going on in the world, but there’s massive places that you can make a difference. And there are key ways that you can do that. And one of the really important things that helps us as individuals in each moment, you know, are having our own systems in place that allow us to, you know, turn those difficult and challenging moments of that we will face one way or another sooner or later, when we’re expecting it when we’re not in that we can turn those even challenging resources into fuel for impact and influence as we go forward into our life. So let’s take a break, go Go get your coffee, your tea, I’m gonna get a coffee and we’ll see you back.

I’m going to give you is 10 minutes

enough to get a to get a glass of water? No Grace is going I need to do other things. Okay, I’m giving you your full 15 minutes. So go We’ll see you in 15 minutes. Okay.

Transcribed by https://otter.ai

So I want to say welcome to now I’m not sure that you knew that this was going to be the change leaders master plan live weekend, which is an implementation event, three days, when we really spend time together going over the big picture of what change leaders do, what were what is going on, the kind of impact that can be made, could be made, but not really just about the kind of impact that you want to make. Because that’s, that’s really up to each one of you. But we get into the understanding the process of that, or the journey of that impact.

And some of the key elements of it and some of the the important components that you can really uplevel your your skills in, but make a massive difference to where you end up to the kind of impact you make. And so I know for some of you this is really building on the six, the six weeks that we’ve spent together some of the content that we’ve gone over some of the experiences that you’ve already had with the homework and the exercises that you have already been given. And this time putting it all into the these three days and spending it together and doing some of the little bits and pieces that we will do in small, you know, we’ll have some little have a little breakout session, although with this many people it might just be a working session all of us together, you know, with me not talking. So that so that you can get a you can hear from one another. And you can try some of these things out. So again, I just want to say welcome to change leaders master plan live. And part of what we want to do is dig into this change leadership perspective. In the context of the 21st century. You know, for some of us, not all of us in this room. But for some of us, the 21st century is a thing, it’s different than the 20th century where we spend a lot of our lives, where a lot of the systems in our or in our world, we’re actually shaped and created. But now those systems have moved on into the 21st century, when we have everything that is dramatically different. But the systems and the habits and the institutional, whether it be at the government level, you know, at our local council levels, even in some of our mainstay institutional levels are still shaped and structured back in the 20th century. Even in our educational institutions, the thinking about how to educate, and how best to do everything is still powerfully shaped by the 21st century. But so many of those things have changed. And the realities of the 21st century and

we’ve seen

that radical change happen very quickly, right in front of all of our eyes just this year with COVID with so much changes so quickly, and it can. But all of the institutions and the way we do everything wasn’t ready for it. And so much of what’s going on is we’re grappling with reality, we’re trying to figure out how to work together. And we work together as we’re social beings, we work together as social beings,

through

our institutions in and through, because that’s how we work together. They’re the, they’re the mechanisms, they’re the you know, the the kind of the cellular bodies for the way we as human beings function together. But this still, by and large, still 20th century kinds of structures. And that’s part of the reason why it’s so hard to adapt and change. And so we’re wrestling with the ghosts in the closet from years gone by, as well as trying to deal with the realities right in front of us. So this kind of an I want to just pull up a one of my favorite little

pictures that

let me get out of

this

and find this and I’m gonna To share the screen, I want to share this little image with you because it’s really an important one.

I hope

this works. Here we go, you can see this, right?

So

in this 21st century, and especially since I mean, it’s really only been since what 2009 is when the smartphones really hit society, and they kind of the iPhone, smartphone, not just a phone that could text, but that could have apps that could get you connected with other people that could bring the information right into the palm of your hand, really only began Good grief in 2009 What’s that that’s now 1011 years ago. And since that time, the technology evolution and the technological impact on day to day life on communications to the extent now we’re seeing live playing out the radical, the impact of this kind of technology in America’s in America and, and global politics, right today, the technology evolution that has increased capabilities, it is increased access to information. It’s given us new levels of knowledge, not always new levels of wisdom, and and capacity for, for being truly you know, and human, but has escalated. Incredibly. Meanwhile, as I was talking about before out traditional structures, they been gradually lumbering along in the regular fashion, as, as they always did, slowly changing, upgrading themselves a bit at a time, gradually moving forward. And part of the reason for the

slow movement

is very valid.

Our governments,

whether or even car makers, or our global institutions, need to have certainty need to have need to be reliable, need to be consistent, need to be grounded in laws that evolve slowly, thoughtfully, and not fast. But when these traditional structures do not adequately adapt the things that they need to not everything, some of those things really need to need to say, solid, but they need to allow for the engagement of this new these new technologies to be built into their systems and to be able to impact them, we end up with this growing gap in our society. And this is what I just call it the gray zone, because well, I made gray circles. So it’s kind of the gray zone. But it’s increasing, it’s not decreasing. And this is the space into which transnational organized crime dives into. That’s the space into which in grows, increasing anxiety and uncertainty because because people are sensing the break between the difference between what is possible and where we are, and the certainty of our old traditional organizations. And at some level, at some level as human beings, we do like we do like that certain do it. We have both. We’re constantly wanting to change, and we’re constantly wanting comfort. Because we want to do the same thing today that we did yesterday. I mean, there’s a there’s a there’s a comfort in familiarity. Now we so we like these

differences.

And yet, we like new novelty. We’ve got these parts of us as human beings, and they’re built into you know, even the core of our emotions. We fear when when something alerts us and shocks us, if it’s if the change is too quick, our natural responses fear. If nothing changes, isn’t there’s no surprise, then we tend to get bored. Because another real part of our emotional makeup. One of the six basic emotions, one of them is fear. And one of them is surprise. We love surprises. I still remember Grace’s face, when I told her to push that golden button, I mean, just very, it was just so simple, but it’s so built into us. And, and you know, it’s the same kind of thing, when, when we, we love surprises at our birthdays at celebrations, when we open a gift, we don’t know what’s inside, and the whole opening and the whole boxing sim thing that’s on on YouTube, people unbox. But they do videos about all kinds of unboxing, from clothes to shoes, to the latest shiny object of, of, of technology, whatever it might be. It’s another very human element. And as we move on into this, the program that we’re looking at, I never want to get away from the fact that at the core of the changes that where we see in the world, and that, that most of the people who are here on this call, and those who can’t be here, because of their internet, or whatever, and those who would like to be here, but it’s the middle of the night, they are those who are serious about making the changes that need to be made, they see the pain, they see the problems, they see the possibility. So in the 21st century, you know, we’re living in these uncertain times. So what what I want to do in the course of these three days, is look at this big picture of what is going on, as well as seeing the role of change leadership, and therefore getting down to really some of the quintessential

elements

that are the most important for us as change leaders and as human beings. So that means yes, at the personal level, because it doesn’t matter who we are, at the core, we are a human being. And we are involved in all of this. And we are going out there to make a difference in the world. And we do that through more external structures, through programs, through through organizations, through advocacy, through law through whatever it might be through engaging with other with other entities. But we want to really look at some of the things that you can do differently through small shifts and changes, that magnify that gives you the biggest bang for your buck. I mean, it’s just ever all of us we want to make, we want every effort that we make, to make the you know, to give us the biggest return on our investment to give us you know, the biggest difference for that effort. And sometimes even in especially in the in the social change world. Even seemingly, you step back and you think that in the big picture was a small effort, it can take enormous personal sacrifice at times. So I want to help you see how when you make that enormous personal sacrifice, that you can know that it’s being put in a place that makes the biggest difference, not just hoping it will make the biggest difference. Because a lot of the time we just have to go on quote unquote, on our faith on our hopes on our expectation on on. And, and yes, there are many times we have to step out into thin air. And by the way, stepping out into thin air can be really fun. Um, but you still have to trust that gravity works and your parachute opens and all those good things happen so that you will actually land safely, but it can be extremely thrilling, stepping out into thin air. It really is. But, um, but there are times, especially in your life, you know, jump out of an airplane takes a few minutes. It could be the rest of your life. But you know, mostly it’s usually just a few minutes. But some of the investments that you will make in your work will take days, months, weeks years of your life and to avoid mistakes that take that those days, months years of your life to not be quite as as helpful as they could have been, that’s, you know, very, very important stuff. To me, it’s important stuff. Why? Because I’ve learned some of those hard lessons. Things that I, I didn’t see right in front of my face, that I hope that in the course of this time, whatever it is that I hope you take on, please understand that some of these have been hard won lessons. And so the value of them I hope can save, even if it saves you a week of your life, how many hours is that you get back how many hours 24 times seven, anyway, quite a few hours, that’s, you know, either a whole lot of sleeping that you could do, or it’s a whole lot of playing, you could do, or it’s a whole lot of something different that you could do in your life. So the point is, you know, even if it’s only even if I can only save you a week of your life, that’s that can be very valuable. Now, these sessions, as we go through the program are going to build one on top of the other. And, you know, at the end, I’m going to invite each of you at the end of the end of the program, or the end of the day, each day, if you want to have one on one time to talk about anything, then I will make that time for you Just Just so you know. So that if you want to either understand how some of these things might play out in your own work or your own life. Anyway, so we can we can schedule that kind of that kind of time.

Um, so.

And, for me, as I speak to you, as I crafted this program, and I know, this is just the beta program, and this is a small group. And so that makes it very personal. And I’m very grateful for each one of you, for those who are who couldn’t even make it here today, James and funmi, who were in the program, who are living in, I was just saying to, to grace before we started that, for me, it works lives and works on the largest floating slum in the world. You know, I didn’t even know there was one until I met for me. In in Lagos and James works out in in a country area of Nigeria, where the the local river there and he’s passionately working on water issues, because his local river there is what is used for irrigation is what is used for laundry is what is used for drinking is what is used for storage is what is used for everything. And of course that as we know creates health issues, creates livelihood, you know is anyway we don’t need to go into the details of that. But he is just so concerned about the the lives of the people around that river that that is their resource. We all know water is so essential for life. So there’s, there’s that kind of, of work that he’s doing. And I know that you

are

pivotal

to the lives of many other people, each one of you, in your your work, whatever it is that you’re doing, you are pivotal to the experience that people have in their lives. And I know you know, we’ve all heard this kind of thing before, even just from the perspective of physics, and I often go back to that that was my undergraduate degree, you know, the, the farmer’s daughter, who likes to know the practical things of life and how to get things done more of a, an engineer than have a ending up at the UN and dealing with diplomacy. But there you go, who knows where you end up.

From the physics point of view,

the reflection of the sun in your eye that happens to shoot out one photon into space, can travel for hundreds of millions of light years to we don’t know where. And that’s just, you know, one tiny little bit what we do, and that’s that’s, you know, that’s just existing. But what we do even in our social spheres, it ripples out, we it’s cumulative. We don’t know exactly what kind of impact we’re going, we can’t always see it. And yet, we also want to be not just happenstance impactors of the world. Most the most of us and so many people, even the people who go into medicine, the people go into all kinds of things. careers helping careers, the emergency workers. You’ll hear from chaplain Maurice later on how, how many lives she has impacted. And we’ll hear, you know, perhaps why she went into that, but move. So many of you, I know, are not just wanting to make a little bit of a difference you want to make the biggest difference that you possibly can. Now, not everybody is you know, so in other words, we want to be high impact individuals, not just Well, you know, we’ll see what we can do today and sit and twiddle our thumbs. That’s not what moves your hearts on mine.

So

not all of us are going to figure out quantum theory, we’re not all going to fit, you know, when, and whoever there was, first of all the quantum theorists and then then those then there are people who are working on the quantum computers. And when they become on when when we end up with quantum computers on our desks, what that’s going to unleash in terms of artificial intelligence, and heavens, on the nose, what else, you know, the world is going to change massively. And part of all of this is just to say, what you are going to see the changes that you are going to see in your lifetime are going to be massive. What I’ve even seen in my lifetime has been dramatic. I speak to my dad, who is 94 years old. And I know he began watching his dad work on a farm with farm equipment pulled by horse, pork, horses, teams of horses. And I knew my grandmother who died at 100 over 100. And she lived, you know, she was born in 1904, something like that. And she went from living in literally, you know, the kerosene light at time to where she began to see computers emerging, what people have seen in their lifetime. And that escalation, that diagram that I showed you the differences and which way they’ll go and exactly how it’ll play out, none of us really know. But but just the sheer possibilities of difference are enormous. So being high impact individuals in that gray zone. Because that gray zone, actually one of the benefits of that gray zone is it means it’s kind of like the new wild west, the positive side, but

the positive side of that

gray zone is that it creates a huge area

for leadership,

need for leadership. Because what happens most people a lot of the time, just don’t quite know what to do. They want to, but don’t quite know what to do. So having even simple systems that you can rely upon, that you can trust to take you forward into those into that uncertainty into that volatility into that ambiguity into that complexity.

When others are still thinking, what should I

do, I know I need to do something, but I don’t know what to do. If you have even the simplest of systems that allow you to have some extra degree of trust and capacity to move forward. And lead. take that step into seemingly thin air but it isn’t always thin air. We know gravity works. We know we’ve got a parachute. We know we packed it, well we know what to do. We practiced it, we’ve done it, then then you can do things that others are not prepared to do. They just don’t know. They’re not bad people they just

don’t know.

So

being able to be a high impact person is just so many times just being having that. That courage, having even simple systems that you can trust and utilize and to step out and to take action when others don’t. That gray area is ripe for leadership. When you can turn that fear. You know, I assure you the first time I jumped out and I go back to this because it was such a powerful experience when I jumped out of an airplane and I would rationally tell myself because I would ride my motorcycle up to the top The drop zone. And people would say, But aren’t you afraid of jumping out of an airplane? Like? I’d say, Yes, I say, but rationally, I’m probably more likely to die riding my motorcycle up to the drop zone than I am jumping out of an airplane. So there’s the rational elements of all of this stuff. But by the time I got to the edge of the open door of the plane, and the instructor yelled, go, I’m going to

put the planes working.

There’s nothing, there’s nothing out there, but finance, and fear, the gut fear. But somehow, I guess the training kicked in on my own, just drive kicked in whatever it was. And I pushed my way out the door. And it took a couple of jumps. But then my favorite place was the excitement was actually diving out of a plane. And getting into that thin air, and then feeling having that experience that thrill. And part of why I say that is because yes, we face we face fears, we will face fears. But again, part of what we are dealing with as we deal with even the simplest things such as our organizational development, and changes that we make in our daily habits, we are aware that one of the first things we’re confronted with is our natural reaction to it’s it’s a little barrier there of our own human nature of fear. But part of part of what we’re what we do is find ways where that fear becomes fuel for us. It’s not just something to back away from, but to observe it to knows, and then to learn how to function. And in fact, to then even see that perhaps some of that is excitement and thrill. And I mean, how many, how many of you want you to put in the chat. Anybody who’s who’s been to a, a theme park, and has written on one of the roller coasters or the big? The big anything’s anybody? Just say me in the chat. I want to see that you’ve

up?

Yep. Danielle has been there.

Yep.

Yep.

I suspect even Maryland’s been on a ride.

He funny. I hope has been on a ride one of these times. Anyway. Also, I want to make sure that you all know where the chat box is. I assume you do. But you know, sometimes people don’t.

But

why do you go on those rides?

Put in the chat. Why did you Why do you, you know, put in there

more than you wanted to print?

Okay. Okay. So, but why did you go on a ride? Was it fun? Was it a thrill? Yeah, it’s fun. But when when you’re going up that when you’re going up that right, up, up, up, up, up, up, and you’re getting to the top, and then you’re getting right at the top? And then you can’t even see what’s over the other side? How do you feel? Is that is that? Is that fun at that moment? Or is it a little bit more akin to fear, raw fear. And then, and because you know, then then you come over the top, and you go down. And then you realize you’re in the you’re strapped in, you feel that you’re safe. And then you come down and you go, there’s a level of relief there. Because, Oh, God, you survived that. And then you go around, and then you come up, and then you could you do it again. I mean, we’re crazy. I mean, it I mean, people spend thousands and thousands of dollars to scare ourselves almost. And then and then to do it again. So there’s a very real part of us that really loves this process.

of, of,

or, and I think part of what we enjoy about theme parks is that we face our fears, and we overcome them. And we realize we come down the other side with a big smile on our face. We can succeed through that process. So

So part of what we’re doing here is we’re looking at ways that we can really face some of those those fears, find some of those systems and and find ways To really make a difference in people’s life now, just recently, there was somebody speaking to a large audience of people who were the that I heard, was considering there, you know, what careers there are people who wanted to make a difference in people’s lives and so that the thinking about what career Can I have, that can make a difference in people’s lives? And so they were thinking about anyway, the, the, the conclusion was that there were three main ways, but one of the important things that they that the person who was speaking said that, yes, there were, there are these high impact individuals. And so a lot of these people were considering, you know, becoming a doctor or considering research or considering considering different things that they could do in their life. Because people make decisions, you know, how can I make a difference? Where can I go? What What is kind of natural to me, what do I like? What am I strengths? But how can I go and and people are naturally strategic, we naturally think about where can i if we if we want to make a difference, where can I make that biggest difference? And so, you know, part of it was interesting, because they looked at, for example, doctors in developing countries, in in developed countries today actually make a smaller impact on people’s lives than those who are doctors in developing countries. Because so much in our developed world, it’s so much more as dependent upon not just the doctor, but the nurses in the hospital and the insurance and the the environment and the food that they eat and whatever else whereas a doctor, for example, there was a doctor Neyland, who operated in Bangladesh, Burma, or much earlier last century. And through a simple innovation that he had, of

mixing salt and sugar in water

that he gave to people with diarrhea, was able to save that one person saved about half a million lives. So you know, you’d have to say, Yeah, he, he, he made a difference. It made a massive difference in so many people’s lives. And then, then that, then there’s this guy. I’m not sure you’ve heard of call Landa Steen? Anybody heard of Colin decine Thumbs up if you have or, or shake your head. Okay, so he was the guy who simply figured out blood groups saved in a saving and probably will continue to say 10s of millions of lives. Because, you know, blood transfusions, and they were understood that it was good, but sometimes I worked and sometimes people ended up dead. But by understanding, you know, that, that there were blood groups, so he was a researcher, and he came up with that, I’m sure he didn’t quite know the impact that it would have. But he was a high impact individual and has literally saved millions of lives. And then there’s an I think there’s a movie out now about this unknown, Soviet Lieutenant Colonel, who probably quite literally saved all of our lives. And we don’t even by and large, most people don’t know his name in 1983, not so long ago, but some of you guys would never have even been born probably. And that’s thanks to this. Stanislav Petrov, a lieutenant colonel in the Soviet Army during the Cold War. Yeah. And he was on duty in a Soviet missile base when an early warning system detected apparently incoming missile strike from the United States. All of the protocols told him to send the message through and to fire back. But he decided against the protocols and to to stand down on a return strike an unknown Stanislav Petrov, who probably quite literally saved thousands of millions of lives and our world today. So yeah, we might not be a Stanislav Petrov. But you might be you know, we don’t, those kinds of high impact individuals are probably unexpected. We don’t we don’t grow up Planning to be those. But there are a couple of other ways other than being those remarkable individuals that make a massive difference. And so I’m coming back to where we live here, you know, 20th 21st century here in our society as it is for now. The ways we make social impact that through how we donate money, because money is basically energy, and fuel for change. How We Do you know, what we advocate for in our lives and change the shape and the thinking about people, either just within our own spheres, how we shape our social groups, the thinking, what we advocate for, and how much we change, thinking around certain topics and things. And that can go all the way up to advocacy at the global level in terms of global policy types of advocacy. And then the other main way that today we can make social impact and make a difference is by helping others to be more effective. And that’s what we’re doing here. And that’s what you do in your work.

To help

you are in the helping profession in that sense of helping others be more effective in their lives, and to live better, and to live well. So by training, educating by whatever it is, these are the main ways that we do make a difference. And this and so this is what this is part of what we are really doing here. And so you are very, very central to this. And part of part of what I want you to to be very serious about in in our time together is is how committed you are to upgrading your skills and capacities. And to never think, yes, you’ve got to go out there work, yes, you’ve got to sacrifice your time and make the effort and go the extra mile, so many times. And I want to make sure that you are always investing in yourself, your education, your health, your emotional health, your your heart, your enjoyment, your satisfaction. Because if you are at that center of the change that you are making, the more vibrant and vital you are, the more vibrant and vital, it’s just kind of natural, logical stuff will be your impact in the world. So never underestimate the importance of making sure that in the midst of all of the other things that you do, that you also invest in yourself, because you are the center of your little world, Your World, Your little universe, it all you know, you’ve noticed, right? When you travel from New York, to California, the center of your universe changes from New York to California, you see everything from California and perspective, all of a sudden,

the center of your universe moved.

I mean, and it’s you know, you are the center of the universe and your universe includes everybody else, but just you know, in a slightly different place. Anyway, that’s just kind of, sorry, my little thing but anyway, what so what I want you to do is I want to I want you to this time, I want you to type into because I want you to make that physical effort. I want you to say put it type into the chat box, I’m committed. I’m committed to improving myself or I’m committed to up leveling myself, I’m, I’m committed to becoming more I whatever it is that you know, that that you would like, for yourself. I’m committed to myself, you can even just say I’m committed to myself.

I’m waiting for some chats. Here we go.

Maybe you want to be committed to high intensity living, or maybe you want to just high intensity impact, but you don’t have to live high intensity all the time. It’s really important that downtime. Okay, you find a good we’ve got one committed person here. Okay, another one. Great. Educating and learning and educating, realizing my potential cool because that’s one thing that I have Learn is is the amazing potential of human beings is is remarkable. So I’m

so

now consider leaving a legacy Marilyn Pitt, I’m committed to invest in myself wonderful.

Good,

because it takes commitment because there are times, there are times when it’s nice to do it and it’s easy to do. And it’s that level of when we’re committed when it when we go that extra mile. But when that gets us to, to go out that door when there is no ground that we can put our foot on, that actually gives you the greatest moments of excitement and thrill and value, because you then have a whole new experience a whole new foundation of, of expert, what becomes expertise, that does not happen by doing the same thing you have always done. It only happens when we dare to go out into new territory, break new ground and do things differently than what we have done before. And that is true at the personal level at the organizational level. And you know, at the at the social level. So that commitment, I’m really happy to hear and see that. Now, one thing is sometimes when I’m I’m Do you all know where the raise your hand button is? Because and this is just some of the the housekeeping stuff under under the participants. There’s a you can

There we go. Yeah, so we finally knows how to raise his hand. The good thing about it, can everybody go into the participants area and raise your hand? Yeah. Great. And then and because the value of that one for me is that and you can lower your hand now, or I can clear it clear all for you. The value of that is if I’m in the middle of talking something and I’m all in my head. If you’ve got any questions, if you type them into the chat box, I might not see them. Because I’m I’m going to be in my head. But then when I turn my attention, and if I can see that you’ve raised your hand and that you’ve got a question about some part of what I’m doing, then I will answer you. Additionally, what that does is it gives the hand raised leaves an order. So whoever raised the hand for so I don’t necessarily skip over anybody. And this is not as important perhaps in small groups. But in larger groups, it’s, this is important. And there may be times down the road when each of you are doing and increasingly, the chances of you doing group meetings on zoom and the like, are going to increase rather than decrease for a little while yet. And even when COVID disappears, I’m sure a lot of this stuff will still stay with us. So these are just little things that that you can know about as well for down the road. So there is so there’s that as well. So um, and I think I saw Daniella knows how how thumbs up and clapping, they don’t allow for thumbs down in that in that’s and that’s in the that’s just at the bottom of your screen under the reactions area. So it’s I think sometimes it’s just helpful to go out most of you know the zoom stuff, but you might not know some of the things. And it’s always good to know. And of course everybody knows how to mute and unmute themselves. So that’s, that’s about it in terms of in terms of that. So most most of that, that’s the kind of the housekeeping for now. Now, we’ve got a few more minutes in this session. So let me go over then.

One of the things is we get

just in terms of how we operate as a group here. And even for those who perhaps tune in later on, and watch some of the videos later on,

is that

in some of the sessions, we may do some, you know, some sharing of stories. And part of it is there, you know, and we’re not going to get into really, really in depth stuff here. I don’t think but sometimes stuff comes out. And the point is, I want this to also be a safe space for people. So I want everybody to honor the whatever individuals share in our time together over the course of this weekend. And just to fully respect one another’s experiences The things they do share. And, you know, if you hear a story from somebody, then later on, perhaps you cannot, and you would like that would be a useful story for you to tell either anonymously, you could do that, or you know, and anyway, without identifying the person, that’s one thing, or if you wanted to ask them, if you could, you know, use that story, then please go ahead and do that. But my main point here is to please us use this as a safe space as a place where you can ask questions that might be difficult for you. Or not, you know, I don’t know. But I do want to create this place this time together as a safe space so that you feel like whatever you shared here will not go beyond the space. And I would like each person to honor that

for one another.

And I want to do now one little exercise with everybody. And it’s going to require some

I’m going to share a screen Let me pull up

my screen.

Let’s get rid of that.

Good.

Okay, so then

give me a moment. It’s almost getting there. Now. This is a little.

Okay, so here we go.

So

what I’m going to do,

is I’m going to give you

you don’t even know what I’m going to do.

I’m going to give you all one minute and I want you to starting at one I want you to find systematically find 1234 you know the numbers. So starting now I want you to and then when I tell you to stop, I want you to tell put in the in the chat what number you get to go.

You got 30 seconds.

I probably should have only given you 30 seconds, but anyway.

543210 Yeah, 16 1714 1617. Yeah. So Whoa, Fernando. Wow, cool. Look at you.

29. Okay, now,

what I want you to do is I’m going to show it, I’m going to pull it up on the screen again. Now, what I want you to notice this time, and I want you to do it again. And maybe I’ll just do 30 seconds. And so we just have to have the the total number there to give us the same kind of an outcome or double the outcome in 30 seconds to give you an equivalent number there. But what I’m going to I what I want you to notice when I pull that up, is that I’m going to give you a very simple system to follow to help you find those numbers. Very, very simple system. So I want you to notice, see these dots if you were to because I can’t draw I should have done this a little differently but I didn’t okay wants you to draw line through there, like an X on the middle of the screen through there and there. Now there is one of these numbers in each box. So if you were to draw that line, so in other words, you look for number one in this area, or this area. And then at number two in this quadrant, then you look for number three in this quadrant, then you look for number four in this quadrant, and then four, five in this 678 910, simple system. I want you too, okay, you you understand what I’m saying. So I’m, you still got to go find those numbers with your eyes, once we start going. And we’ll just do it for 36 seconds. But now you’ve got a little system to use start. 210? And, and so what number Did you get to just in 30? seconds?

Yeah, look at that.

You You got done in half the time?

At least, you know, as many as

Yeah, I mean, you almost double every almost everybody double their, their capacity to find those numbers,

right.

The power of having a system.

So that’s part of what I and I think, you know,

Grace and fani. And all of the others have have heard me is kind of saying from the get go, you know, as as we’ve gone into our impact and influence formula is the importance of having systems simple, doable, ones that you not just doable, but done. ones that you use systems in place that can multiply that can double, triple and in some cases, which is why, why those systems that I gave you just can powerfully multiply your capacity to impact. Having a simple system, rather than no system at all. The simple system for your personal life, as simple system in your office, as simple system in your organization. Choosing then the most powerful systems are are really important in your life. You finally had mentioned he had to have to leave, he’s got some things he had to do. But you’ll catch up on this later on. But I

hope that that

simple little exercise kind of neat, right? Simple, simple, but it’s very instructive about having a system.

So

no, I just before we you know I’ve got it, I guess in terms of our about agenda. The rest of this time we’ll break we’ll take a break at nine 930 my time anyway, on the half hour This time, we’ll take a 15 minute break, then we’ll have a 75 minute session. And then because I’ve kind of condensed the day because I was concerned about if our Nigerian friends were going to be coming in that would have been to go to five o’clock in the day would have been really, you know, a long day for them. It was a long day. So so I’m trying to condense everything between eight o’clock and 2pm pacific time which is 11 o’clock and 5pm try to be normal for grace and reasonable for those in in grace and funny and reasonable for those beyond. That will will have very short, you know, even the breaks might end up shorter than 15 minutes, but they’re mostly bio breaks, go and get yourself a drink and stuff, that kind of stuff and do whatever you need to do stretch, make a phone call that you have to make whatever sort of thing, but lunch is going to be short, it’s going to be a half an hour, but that’s, you know, pretty much all you need. Oh, I’m telling you, it’s odd. Um, and then and then we’ll have another 75 minutes session time with a chaplain Mara, she’s got some really juicy stuff and, and some time together, following up on that. And then after, we’ll have another break, and then we’ll have another session before, you know another one hour session after that, and then that’ll be the end of the day. So the each each day today, tomorrow, and the following day will follow that basic pro that basic structure throughout the day. So it’s not a super long day, but I hope it is still enough time to really allow you to get absorbed, you know, absorb a lot of this stuff. So now what I want to turn to before we finish out this session is just reflecting on, on, you know, I just introduced the introduced it, that’s a new word introduced the idea of systems and how important they are. And part of what then you have to say it was well, that little, you know, x divides that block of numbers, that was one system but but when we’re talking about social change, what kind of systems do we really need. And so before we jump into some of the the core elemental systems, that that will be a little bit familiar now to our impact and influence formula students. But hopefully, even all of this that we’re going over helps them see from a different perspective than what they saw before. They jumped in more at the granular level of how to do or what each one of these were and how to do them to some extent. But this, the way we’re doing it here through the master plan is trying to give you the bigger picture look at at att so that you could you’ve got the bird’s eye view of what’s going on here. So you have the master plan, view. And so we want to look at what kind of system now, one important piece that I want to remind us all is that no matter who we are, we are human beings on a journey through our life. I still remember when I you know first became a mom. Yeah, I never been a mom before I became one. And so, you know, Hara was faced with this. I want to tell you all the details of how I got faced with this thing, but this little first babe. And one day when he was still newborn, I looked at him and I said Ozzie because that’s his name. Well, sort of his name, said, Ozzie. You’ve never done this before. And I’ve never done this before. So we’re just going to have to work it out together, okay. And I’m sure he agreed, because that’s what we did.

But

the point there is

none of us really asked to be born but we were women, we find ourselves in this world. We go

through we

were first children, we grow we grow up in, we don’t even we don’t always we have don’t, we don’t have choices about everything. But in the bigger picture and the way we the way humans, the way we talk to ourselves, it’s a life is a journey. And it’s a journey into the unknown. Because we’ve never been there before. Every moment of the future has never been never for anybody ever anywhere. We have perspective on it based on looking back and seeing and gaining that perspective by looking back and through our own experience. But in reality we’ve never stepped into into each new moment. It’s a genuine journey. So for a decius way back when in the Greek mythology, and you know, you know the stories the story of the you know,

most most of Hollywood

follows the arc of the hero’s journey and all you’ve heard of. Some of you have studied those things. And when I was, I always did physics and math and chemistry and biology and whatever else in high school, so I never English literature and stories and all that sort of stuff. Were not my stuff. So I discovered all of these things later on. But, but the hero’s journey, which is the story of the common man, the common person, the common experience in life, then goes out to explore the world, and then is faced with a problem. And then has challenges and difficulties. And yes, we all say to ourselves, oh, and it can’t get worse. Oh, but yes, it does. And then it gets worse. And then we say, oh, but No, it can’t get worse. But yes, it does. And then it gets worse. And then, you know, right. In the end, in the very last moment, the hero’s journey is you know, he finds his way out, something usually happens, and there’s a breakthrough. And we have those breakthrough moments. And then we have the AHA experience. And then something really wonderful happens in the end. I mean, that journey is, is a pattern that we all experience in some parts of our lives. You know, at the micro level, at the daily level, you know, even sometimes our days are like that, we wake up in the morning full of hope, and we feel good, then we open the door at work. And then you faced with all of these emails that you weren’t expecting and the challenges and the problems, and then you think it can’t get worse. And yes, it does, you get more emails, and then something else happens. And then you know, and then it then it can still get and then by somehow you get all of the things taken care of. And by the end of the day, you can close the door and walk away and feel like I’ve accomplished something and Yes, okay, it’s, it’s good. Now I can go home and take a breath. But so our life, human life is a journey for all of us. And why is it important to understand this, and that’s an it’s important to understand this, because this is what when we work with people,

were

helping them take journey, a journey that we are in, in our own little ways, we’re trying to provide them with systems that help them go through that journey a little bit better, and foster so that they are more able to do well in their life. And it’s just really important to keep that that kind of that backdrop of understanding that this is what we’re helping people do is journey through their life. And you know, what you want for your life you want for your life to be meaningful, you want it to be wonderful, you want to have highs and lows, you want to climb to the top of mountains, you want to ride those rides, you’ve got aspirations that I don’t know about. You’ve got dreams, I, I, I probably would say, Oh, really, you want that. And you look at me and say you ever wanted to do that, you crazy. You know. And so they’re very, very, very unique. Many things are extremely unique. But it’s just so very important to remember that as we deal with people as we create our systems, our structures, as we work with people we are we are helping people take a journey through their life. And as human beings, one of the things that I don’t go into a lot in, and I won’t go into a lot in this in any depth,

but I do want to just

a little bit of the context of of

for journey that we that we go through as human beings, allow me to share this little diagram and I just don’t want to get into the complexity of going into the tensilica underpinning all of this that I do and you’ll see it later I’ve got I’ve got my I put together what I call the trans cillian scotian of the trans aliens framework, which is a way of understanding this, the big picture of this journey, this human journey, but a critical element that is just often forgotten. In as we get into our corporations. Our businesses are organized And even our systems of impact and influence, we very quickly get into figuring out our logical systems and structures that make sense that are easily able, you know, we can put into our little diagrams and our flow charts that make logical sense and and help us to get intellectually from here to there. So that we’ve got a picture plan and understanding of that system, in our mind, which is critical, and essential, and powerful. And alone is insufficient. Which is why in so many businesses and corporations, even some of the even some of the biggest invest today, they so deeply struggle with employee engagement. Because there was one person I spoke to maybe three months ago now, a guy, brilliant guy.

I mean,

I happen to know he’s in Mensa and was very cute, because one of my former lifetimes I, he and his wife, they both met in Mensa and I, I actually married them out in a zoo. But anyway, I didn’t marry them. I mean, I’m married. They got married. And But anyway, so as I say, I’ve got lifetimes of stores. But anyway, so um, but I was interviewing him about stress in the workplace for a particular reason. But he’s a brilliant guy. He’s a developer, he works in, in

security areas for

and he had, you know, a sense of what, what is it? imposter syndrome? How can somebody so smart feel like he doesn’t know what he’s doing, and shouldn’t be where he is? How, unless there’s some other pieces, he’s obviously got the rational capacity to understand and to analyze and to figure stuff out. But his gut experience his his personal one of his challenges was imposter syndrome. Now, it wasn’t necessarily all his fault that he was feeling that way. But his organization was not providing him with the ways that he could feel connected to the mission and purposes. So he could not see how what he was doing, was contributing to the bigger picture of the organization. He didn’t know why he was there, he knew he had certain skills and capacities, but, but why, and how.

So many organizations are like that.

And I can’t understate and the loss of employment, the loss of employee resources when when people go into work, because they feel like they’re not connected. They’re not valued. They don’t know why they’re there. But they’re there for their own welfare, ie the paycheck. They’re there to get paid because they need that money to survive, they might need it for their family for their rent for whatever it is. So they’re there. And they do what they’re asked to do, but they’re not investing the full amount of their creativity, their insights, their their energy. Do you remember a time when you were really on fire about something? Did you just kind of put in the hours and then five o’clock time and you shut shut it down? Or did you go home you thought about it on the train or you you thought about it on the way or you however you get from here to there or you woke up in the middle of the night thinking Ah, you know, this is what you can when you’re on fire, the amounts, it’s just natural, the way we when we are we’re driven that’s that’s just who we are we do that we invest and the amazing resources that can be tapped from each person, volunteer employee, leader, non leader, observer, stakeholder of any kind can be tenfold than just clicking the timer in order to get the hours up. And that happens when people don’t feel connected. When their life they do not see the connection between the hours The journey of their life and the journey of the company, the organization, the whatever it is that they are putting the hours into, when they when there’s a disconnect. And what is lost, not just in? You know, I mean, some people will Yeah, okay. So some people in those situations might sit at their desk and look like they’re working and actually be doing heavens only knows what on their computer. But, but most people at least put in the hours. But I’m looking more at what the human potential that could be being invested in any endeavor. When they are connected, ignited, and valued and aligned with, you know, where their values, their insights, their understanding are lined. And right there, the resources, the human resources, the energy, the creativity, the innovation,

that can be tapped.

When we align our journeys, the organization’s journeys, our stakeholder journeys, and get them all in sync,

so that

those journeys, those life journeys,

become more like

an, you know that those few laser beam lights that line up, and are in sync, and become a powerful beam that can literally cut through diamond that can make the difference. Those small groups, those small teams, and they only have to do, they don’t have to be huge. But just imagine if you had a huge number of them all in sync and working together, then that’s that’s how you make massive, massive impact

in the world.

And big organizations can do that when they do it well. And that’s how some of the big organizations have tapped that kind of creativity, and human resource in their organizations. So how did Google go from zero to Google? You know, in the space of 20

years,

it wasn’t an accident.

It wasn’t an accident.

It was very well planned. Maybe in the beginning, it was accidental, or they came across those systems. In the beginning, there was one particular person who brought those systems into Google. And that’s one of the systems that I that I do teach. But because they systematize that and that became their culture, then it was no accident, that Google eyes now there’s a lot of things that, that they could still do different than that, you know, that’s a whole different question. But what they did was no accident. And it’s important that we understand that. And the piece, I’m getting back, I’m circling around, I circle around it that I wanted to show you is this piece that oftentimes in the system of okrs, that I get into later on, on the under the my tags system. And and that’s just gobbledygook to some of you who are new to this, it’s and I’ll I will make sense of that later on. But it what is important is that those okrs actually be without them fully knowing it. But it paid attention to some of this little piece that I wanted to bring to your attention here. What What is this? Okay, so this is just my very simplistic way of looking at the three aspects of our, what I call our human drivers, and it’s connected in with who we are, and now how our brains function, how we function as human beings. This is not

in a way, some of the some of this is not optional.

It’s we’re hardwired with some of this. So we’ve got, again, don’t take this, this is not completely exactly the way the brain functions, or at least you can’t find the lizard area and then then then the limbic area, and then the logical area when you can sort of but it’s not that simple. And it’s not that clear. But there’s an evolutionary kind of structure to it. There’s a human functioning kind of structure to it. So it’s just a simple way of systematizing and understanding how we function as human beings to help us get a better grip on ourselves to understand what’s going on, so we’ve got you know, almost functional level out, you know, bodily functions, our reptilian complex or survival stuff, you know, we don’t tell our hearts to be. We don’t tell our lungs to breathe. That’s all and and our fight and flight our survival mechanisms are built into our physical body. A baby doesn’t have to be taught to cry when they when they’re hungry, they there’s we’ve got basic survival mechanisms built in, they are there, they impact us, when we experience stress our survival system is being activated, we have to understand that this is impacting us, whether we want it to whether we think it’s a good idea or not, it is this is our l one all lizard, our lizard brain, I call that lizard brain.

And then this then is the

you know, brains, we actually do have the you know, historically there’s this evolutionary comm piece that sits that came in later on the Paleo mammalian complex, which is usually the limbic system, it deals without our memories, memory, processing our emotions, and how all of those things that kind of take place underneath the you know, kind of below the, I say be below our eye level, because most of the things we quote unquote see in the world, we see and talk about and think about throughout the third part are a neo neo mammalian complex or more logical neocortical area, our logic our language area of our brain that we we tend to do most about communication through the the logical mechanisms of language. We through poetry and story, we access those and, and metaphors, and all of the different ways that we communicate, we access all of those, the more the emotional, and, and we reach in and touch those other areas of our life, we can even shock or, you know, stimulate our survival area through our language. But most of the time, we tend to, you know, do most of our thinking about the world through, you know, above the surface and below the surface of the ocean, the oceans that we are, and I like the ocean, because I spent roughly 10 years on the on the water and

all kinds of stuff. So that was another one of my lifetimes.

But, you know, many times people underestimate the power that because we’re always busy seeing the waves on the surface of the ocean. And they are powerful. And the waves alike are a logical world that we see through language and we understand. But the emotional and survival components of who we are, as human beings tend to be pre rational,

tend to operate with

or without our thinking about them.

And when we don’t take them into consideration in how we operate in our organizations and teams, we, we lose we either Miss stuff.

Don’t see it.

Boy, I didn’t see that coming.

Anybody ever had a?

An I didn’t see that coming moment?

Or am I

the only one? I can see a couple of nods. Okay, so,

yeah, okay.

Most of us have had a moment when we didn’t sit in probably the chances is because we were missing some of those cues and clues that are out there. But we need to learn how to look for them because they don’t just, somebody doesn’t say, Hey,

I’m triggered, they just

get triggered. And you didn’t know that that was going to happen. And all of a sudden you’re dealing with the fallout of it, or you’re the one falling out whatever it might be. You know, and even there when we understand that these things happen, we don’t always know how to

deal with it.

So you know, these are these are facets of, of human life. But I I bring this about because it’s really critical to understand that we are all

journeying through life.

And we’re not just having this logical nice pre determined by anybody. experience we can’t just met them. out plan and then logically go through and do each step. Even though we can, we can do that. But the the forces that are at play in the process of us doing that are multiple. And I hope that you can remember that, that those elements of the human being of each one of us,

of each one of

us, your stakeholders, your beneficiaries, your your board members, your co workers, your your parents, your children, your brothers and sisters, the those that were in fact dealing with all those elements of their lives, we don’t have to be responsible for all of those aspects of their lives. And we’ll get to a very important section that which is why I’ve invited chaplain Maryland to spend a whole session on this. But but it’s really important that we understand that this is an important that all of these elements are very real parts of your journey, my journey. And so as we talk about creating stakeholder journey maps, because we want them to go from being interested and curious to being committed, I’ve wanted you to go from the place where you’re interested in curious. And I hope that by the end of these three days that you are even way more committed than what you were when I first got you to type into the into the chat box, yes, I’m committed to, you know, to myself, I hope that you can have a whole new level of commitment to to yourself into your work by the end of end of this weekend. But to understand that, that even to go from interested to committed is a journey. And that in effect, too. And so we can’t just simply expect people to Well, I told them, never, ever got frustrated with somebody because you told them what to do, and they didn’t do it.

Maybe because there are a few other pieces to the whole story.

Maybe you have to factor in a few other little bits and pieces.

And

yes, it might be a matter of telling them again. But it also might be a matter of doing a few other things that will help them make that journey that you can provide. And that you can give them the option to take up and that in the end it will be their option. Especially if they’re adult. You know, Ozzy didn’t have much of a choice but to say,

Yes, we’ll do it together, mom. But

absolutely, he’s got he’s fully fledged with that choice now. So that was just a matter of time. But, um, yeah. So yeah, I just really wanted to you to see that underpinning every little systemic thing that we get into every little chart that we draw every little element that we go into and go about. And it’s really important to see that you as a leader

as a,

making it an impact in people’s lives, the more that you can understand that you are also addressing and helping people to become more effective in their own lives. At the you know, those fundamental below the surface of the water levels have been life as well. So it’s important that they understand how to make sure that the physical that foundation for their life, their bodies, their health, their well being at that level, is sound and solid and good.

And their emotional. well being and fitness I refer to as emotional fitness, it’s kind of like, we all know how important it is. We all say yeah, I want to get fit, you know, but what about emotional fitness? Yay, you know, that’s something that is not practiced as much you know, we talk about things when they get to the sad and sorry stage IE, mental health. But what about just simple emotional fitness? It’s it’s good and part of what we will do part of you know, I think especially you could say putting it into a category chaplain Marilyn will address that area of, of emotional fitness in some in some respects that resiliency that is needed. So that’s I’m gonna I’m gonna break now give you give you a few minutes break and then we’ll come back again. Bio break time, but I just wanted to have you be able to see that. See the connection between being changed leaders What’s going on? In the world, in the big picture of what’s going on in the world, but there’s massive places that you can make a difference. And there are key ways that you can do that. And one of the really important things that helps us as individuals in each moment, you know, are having our own systems in place that allow us to, you know, turn those difficult and challenging moments of that we will face one way or another sooner or later, when we’re expecting it when we’re not in that we can turn those even challenging resources into fuel for impact and influence as we go forward into our life. So let’s take a break, go Go get your coffee, your tea, I’m gonna get a coffee and we’ll see you back.

I’m going to give you is 10 minutes

enough to get a to get a glass of water? No Grace is going I need to do other things. Okay, I’m giving you your full 15 minutes. So go We’ll see you in 15 minutes. Okay.

Transcribed by https://otter.ai

Say Welcome to day three of the change leaders master plan live. So already where we’re day three, we’ve been, I think, you know, we’ve covered quite a lot of territory. And we’ve still got some stuff to really get through today. And I’m still excited about today. I hope you guys remembered I forgot to remind you right at the end of the day, but I hope that your memories are strong and clear. And your commitment is right there. And so perhaps that you did actually spend a little bit of time thinking again about your your x pitch your X Factor sentence. Did anybody and I’d love to hear you know, if you came up with, you know, something that you you know, share with us what you came up with?

Oh, no homeworkers?

Everybody when everybody got off the call and celebrated, finished for the day, Daniella. Go ahead,

I did give it some thought I just like didn’t come up with anything. Like, I realized that I should add the phrase add on to nowhere, but didn’t come up with anything. Yeah.

Okay. Anyway, so then I’m going to go through some more stuff this morning, that might give you some additional. It’s not, it’s not going to, you know, I’m not I’m not going to be giving you any of the words. But, um, uh, you know, maybe some of some more of this will soak in. And we’ll give you some additional thoughts as you work on your, your, your little x pitch, you know, when you are around and when you are out there. So I’ll give you a little bit more context, a little bit more background to fill that in as to why it’s important, how it can help you and some of the additional pieces to add into your thinking about that. And in that sense to help I hope it helps you value being able to continue to hone this almost like you’re continuing to sharpen the knife and make it even sharper and clearer and more on track for what you want to do. You know, for your core sense of mission. But before I get into that, I’d like to just again, begin today, with a little bit of, you know, finding out what were what was perhaps one or two of your biggest takeaways from yesterday. What what you know, struck a chord, what did you see differently? What was a new idea or what just simply Yeah, but just simply struck a chord.

I thought about what you said, about considering also like the currents underneath. Mm hmm. Like those kinds of things. Like I like it’s very, I’ve heard the phrase like, see the big picture a lot. But you never know, when you’re actually seeing the big picture. And to have a way like to dismember it a little and know, okay, I hear the waves here, though. That’s the like, that’s the current that’s some, like having the different parts and make the big picture. It’s easier. Right? You know, that your thing? Everything.

Yeah. And to know, that you’ve got, and that’s, again, comes back, which is, I think, a little bit of the the unique piece in all of this is that that the stakeholders, that approach to delving into people’s deeper concerns, is part of the way you plumb those depths and get to understand the deepest currents in there, that often people don’t speak about to one another in their day to day language. So that having that mechanism, that simple tool that allows you, you know, when you’re when you’re on a boat, one of the ways that you can, you can tell what the currents are doing is you drop down a weighted line. You drop it down, if it goes down the currents, you know, wherever that weight goes down to if it goes down to 15 feet, and all of a sudden you find the the angle the line is going out an angle like this out to the side, you know that 15 feet down, there is a pretty strong parent, if it just goes straight down, you know, okay, at 15 feet, there’s not much of a current, drop it down to 30 feet, see where it goes, drop it down even further, you can see what the deepest currents are. So even when you’re at sea, where you don’t have you, you know, ways to really figure stuff out, you still need simple mechanisms. Yeah, you can have all you know, your, your, your, all of your electronics. But if you don’t always have access to like electronics, and big machinery that can help you understand all of the big picture, you don’t have AI in your organization that is constantly utilizing all of the data feeds that you’ve got or not. Most of the time, we don’t have those kinds of resources big companies do, but they don’t always use them. They don’t always use them well. But we need simple mechanisms to help us plumb those depths and understand and that, I hope you can see that that tool, that simple, fairly simple tool really helps you plumb the depths of the underlying currents that are going on, that are always talked about in the day to day coffee, talk around the coffee pot or even publicly spoken about in in meetings and programs. So that that idea and understanding of the currencies is a very useful and powerful one. And I was happy to hear that you picked up on that Daniella. Fantastic. Yeah,

that that was one thing. And the other thing with something that actually brace says it kind of stuck in my head, that Grey’s, you said we operate at a personal level. So like, kind of, it’s so obvious, but like stuck in that like stuck with me? being like, yeah, like even if you’re dealing with a big company, you’re still have to, like deal with one person. And maybe the other person is not having a good day. And like that can interfere with the outcome with everyone. No, it shouldn’t. But everyone knows that it’s on control.

Yes.

Yes. You like that? That kind of stuck in my head? The whole day?

Cool. Very cool.

Thank you, Daniela.

Yeah, I guess for me, I mean, kind of similar to Daniela, in the undercurrent thing, when that was coming up. Like when you were talking about that what was coming up is like, it’s always a nice talk. You know, like, it’s one thing to be like, okay, yeah, you need to, like, Look, and try and find the, like, you know, that’s how you navigate this is how you do is like, you go and you try and find the depths, but it’s like, in practice, it’s so much less clear.

Mm hmm.

And that’s what was coming up. And so even just now, when you were just reiterating the fact that, okay, like, that is where the the stakeholder drivers thing comes in handy. was just a little bit more helpful for me to kind of make the connection between like, Okay, this is the objective, and like, how you would go about correcting your course and all that, um, you know, with your analogy of the boat and everything, but this is specifically the tool that can get you to be able

to

Yeah, yeah, cuz I just know for like myself, like, again, like operating on a personal level. Like, it’s not so easy to know where you are.

Like, no, it’s not. It sounds so funny. You know, what do you mean, you don’t know where you are? You’re where you up? But you’re always in a context. Yeah.

Because we’re all very complex people. So

yeah, anyway, so that’s what was coming up for me.

Yeah, it’s it, I always find it quite fascinating that it is so it to me, it’s just one of those funny things. What do you mean, you’re, you’re spending all your time figuring out where you are? Just, it’s just one of those funny things that you you think that that would be such an obvious thing where we are, but it’s not. And that’s and that’s it, see, and that’s an allies and that’s why we need the whole concept of triangulation. When you’re navigating, it’s like, okay, you know, and there, it’s just very simple mathematics geometry. I can see the headland over there. I can see a lighthouse over there. I can see the outline of a mountain over there. And on my chart, I can see that this is where the mountain is, this is where the head land is. And this is where the the lighthouse is. And you use your compass to say, okay, that’s at that heading, say 30 degrees, this is a 90 degrees, and this is a 187 degrees, then you draw those lines on the mat, and you say, Oh, so this is where I am, and you usually got some kind of a rough area that you know, you know, pretty much within that tiny little space, you probably are, but even since you took those measurements, the waves or the current have moved on a little bit more. But again, then having your destination in mind, then you’re pretty sure about your course correction, which direction therefore, you need to start to hit your, your boat. Now in, in, in real life, a lot of the ways we triangulate and do things like that is, is with, you know, taking assess, you know, whether it be assessments that can be a physical, you know, how is our health? What is our mood? How much do I know how much more do I need, it varies in in terms of what you’re looking at, and considering at the time, but that’s kind of the value of assessments and, and trying to figure out not just what’s going on inside, on your boat with the crew, your own crew, so to speak. But also, how it’s working with this particular person, because many times you can get a sense of

I mean, some relationships are very unique.

You can have be having a good relationship with one person not a good one with the other now, is it them? Or is it me, you know, what’s going on? Is it all you know? Am I you know, is this person who’s coming to work today? And they’re in a shitty mood, um, you know, have I done something? Or is it them, and then, you know, you can quickly check with how you’re relating to other people, the little things that go on all the time that you probably don’t even think that you’re thinking about, but that, you know, we get that kind of feedback. But the point is here that we’re needing to constantly double check and assess where we where we are from other sources, other than just our own feelings, which do have their own, you know, rhythm and flow. And so part of it is just, you know, it’s just being aware of that and dealing with that. And finding ways, then when you get into business, then of course, you find you have other ways of triangulating your progress and your and your how you’re getting how, whether you’re improving, whether you’re treading water, whether you’re going backwards, and this has been where we’ll and we’ll get to this part of the okrs. And then actually, we’ll get to them in the next session, because I’ve got a few things for this one, but but they become a useful means to help you keep your eyes on where you are bike having those okrs. And for those of you who don’t know, we will get into that. But this is just speaking to those who have done the impact and influence training, formula training so far, that as you you set those up and utilize them they become your constant checking mechanism, one on one of your constant checking mechanisms to see are you on track, you know, are you getting to the next waypoint on your program or milestone on your on your journey or milestone, and they become your you’re setting up these means for you to constantly check and assess and keep you on track on the things that are the most important to you. So that’s how these the okrs and the where we get to with, they not only help you with this kind of monitoring of your progress, but also with the alignment of what it is that you’re doing across the whole organization or across your own considerations in your own personal life. So yeah, thanks. Thanks for that. Yeah.

Anybody else reflections, takeaways from yesterday.

Yes, I think that, for me, what was really clear yesterday was the importance of going through a process where we become aware of all the elements at the authority, all the elements of The X Factor. And that it’s really critical to realize that it may be somehow complex, but you need to be clear about who are your stakeholders? And what’s your objective. And I think that may be the hardest part right now for me, because I may not be so clear on Richard needs, and which is artists, specifically, which are the stakeholders that I will like to work with, or that I’m interested on. So I think it was a really, really good exercise because it made me realize, which are my inputs? And also, what do I want to do on where do I want to go? And I think that might be one of the first steps when you try to realize what you will be doing next.

Right, and one of the things that we as human beings, like we would like to get an answer right now, you know, I’d like to know what reality is, you know, most of these things are iterative processes that you know it and and you kind of need to look at your passions, you need to think about it, I mean, even just from the point of view that, that it, you know, the the thinking process through time, we think about one thing, and then we think about the other and then we think about the other, it’s kind of naturally intuitive, but instead of seeing it as circular, I always like to see things as a spiral progression. But that, but that circular nature, that iterative nature is just, it’s, you know, the days every you know, is each day, we have a new day, but it’s iterative, it’s not the same day, it’s a new day, enough, but it’s and it’s a building, and so especially in this area of way you’re working through and, and clarifying those things for you, it really is. Yeah, it’s a little process. And, you know, we like to get it done. So we know what we’re doing. But also to simply accept that it is it takes a little time. And even there, as you saw in that four part for the, for the stakeholders to really settle in on that, that actually requires saying, Okay, well, I will take some time in the next week or two, whatever it will take for you to go and speak to them. And then you bring that information back into this process. But then that is really and it it’s not a boring process, it’s it’s actually really helpful and really quite meaningful process, which are, yeah.

Wonderful.

If Anya, anything hit you from yesterday,

in terms of the

No, really, other than what I shared yesterday, what basically I’ve been thinking is, you know, evolve in the evolution of our program and organization, you know, just narrowing it down to a very specific way, you can look at it and know exactly what we are about. In in just within just a minute. Right to kind of bring it down and comprising everything was still not you know, it’s not just wordy, but condensing it to maybe a five a sentence as you said, You know, I was able to get that done yesterday, still feel that okay, still need to make it way it’s not all that bulky, you know, and this appearance is just been great just narrowing down looking at the various stakeholders that we have, because our stakeholders are one the beneficiaries who come across you know, from all walks of life, right, that socio economic status. So, also within those beneficiaries, they are, you know, there are those who are better off than the others. Then we have the, the the volunteers, the members who probably in one way or the other, I like the beneficiaries also, because some of them still did not understand, okay, what we are doing how we ought to do with and all of these scenarios, some of them have, it took different mindsets, but gradually seeing everybody beginning to come together to understand what we are about providing service in a dignified manner to our beneficiaries, and also the board members, who are also beginning to understand the concept. And other thing that we’re doing so interacting with them, and also cool partnering and strategizing as to how to get there, and to be able to make ourselves the go to organization for this particular purpose, once that thing comes on is okay, why don’t we contact this organization so that the six weeks training and even these two days is begin to give me an idea to bring all these things to together? Right. So it’s been great, I think, as we continue to work on them, gradually, we’ll get to where we ought to get to.

Yeah. And, and the, the part of the point about coming up with, you know, a short, concise sentence, a part of that is just so that, that’s an easy way for you to be clear about your own sense of purpose and mission. And quickly, remind yourself, because even in the day to day activities, it’s, it’s easy to kind of get lost as to what your real purpose and mission is. And some, sometimes we have to simply remind ourselves, but another purpose of having just a very simple piece, you know, about what you’re doing and your organization like that. Is that when you are I mean, how many times do you come home? I mean, I guess, not as many times today, we, you know, we’re not we’re not out in other meetings, and just stumbling across people so much. But still, whenever you go somewhere and you meet somebody new, what’s one of the first things they ask?

What do you do?

What do you do?

And it’s good to have a very simple

answer that hones in on on what it is that you do, and so that people can respond to you. And if it’s something of interest to them,

then they can say, Tell me more.

You know, so whereas if you just set up, I, you know, I hang out at home, Oh, that’s nice.

You know, it could be a lost opportunity.

It could be, you know, that person could, could have some connection that you would love to have. And so it’s kind of like fishing for a fish, without any bait on the hook. You can catch fish that way. But only certain kinds of fish, or you have to be extremely lucky. Otherwise, you have to bait the hook. Now, you know, if you’ve already got that done, and you’ve always got you know, some bait in the water, then the chances of you catching something that you’re you know, connecting with somebody. I mean, people are not fish, but it’s but the amount, it’s the analogy is the same as catching people’s attention and getting their interest, and you need something to do that. And, you know, even especially if you’re out there, and you’re you know, at some stage or you’re looking for a job, you’re going to have to have your line that you know, what is it that you do, but even there to get a job when you say that this is what you do, and this is who you work with, and this is what you love, then somebody who was working in that sphere, much more quickly, responses. Oh, that’s you know, that’s fascinating. Do you know somebody? Or do you think and then you can turn around and say no, but I’d love to meet Do you know anybody I mean, you can start up a conversation that is then meaningful and useful to you. So it because you never know where you’re going to find to come across somebody that just could be, you know, the absolute perfect person for you to work with, or who knows the absolute perfect person for you to work with. So having that you know, even from that pragmatic perspective, or from grace around the UN, you know, you’re speaking to up the aim doesn’t NGOs or whatever, or you run across the ambassador from Nigeria, you say you work with international organizations and those who even work and if you happen to know that He was the Nigerian ambassador, you could say, and I work with, you know, with a number of NGOs who are working both in America and and in Nigeria. You know, they people at your interest, would you like to meet them or speak with them? I mean, the thing is, if you’re if you’re ready with your basic line, and of course you always adapted, and you always take context and circumstances into consideration, you’re not just a machine answering one thing one way, so and that, yeah, so that brings me to a little, I want to I thought of a simple little exercise, or, you know, a simple little experience. So, I’m going to play something that you can listen to. And I’m not going to tell you anything about I just want you to listen. And then I’m going to ask you your thoughts and just want your your thoughts and comments. After you’ve heard this, we’ll just take it’s, it’s the song and I’m just going to hopefully you can hear this music. And then and then I’m going to so I want you to listen to this and then I’m going to show you something else and then see see something that’s different, okay, so

cavemen

Okay, folks about that song, just honest.

quick comments.

Good or bad? Kind of good.

Okay, basically, what I got for me is somebody who is like, taking responsibility to try to get somewhere and is about if I can only try I will get to where I’m headed to though despite this can be some obstacles. But I have to try and I will try to give you all my best shot to get that because where I’m heading to is a great and wonderful place plays and the outcome will be greater than just sitting down you know, whining about stuff. Yeah. Yep.

Thank you.

I liked it. I thought it was a cute song. And it felt like yeah, like, I’m gonna try it but I understood it like to improve myself was a person. Okay, like not do anything. In particular just be like a better version of me.

quick responses from grace and Fernanda

Yes, for me, I think it makes me remember that even though we may be in a complex context, and we may have lied a lot of people, people that around me, well around us, we must always think on ourselves. And remember that we are the ones that guide our journey. And that takes a decision in order for us to start building or continue with that journey. So it’s always on my responsibility and working on myself. I’m thinking on where do I want to go? Even though I may know or I may see that other things may not be the way I will let it

fool. You are such a thoughtful group of people. Amazing, any quick comments? Grace doesn’t have to be long. Just If you liked it, you didn’t like it was okay. That’s fine.

I mean, I kind of reflect a lot of the what was already said, but I think what comes up was

Yeah, ownership over where you’re going and your direction.

and

perseverance as well. The power of like,

being able to be, you know,

be clear about what your purpose is. And regardless of what happens around you sticking to sticking the course of just constantly trying, yeah.

Thank you.

I am now going to play this partially again, so that everybody can see what’s happening and and hear a bit a little bit more of the story. Ah, hold on, let me let me stop this. I want to make sure that when I share the screen

there we go.

You’ve got to now

try to do too many things. Okay.

Just won’t do that one, but I’ll do that.

So, you know, why is it doing that? Okay.

Hi, I re

installed my computer just the day before.

I have to redo. Okay, so here we go.

How are you? What’s your name?

Mandy Harvey. And who’s this? My interpreter?

What’s your name?

Sarah. Nice.

Okay, Mandisa. I think I’ve worked this out. So you’re Yes.

Yes. I lost my hearing when I was 18 years old.

Wow. And how old are you now?

29. So 10 years.

Wow. Mandy, how did you lose your hair? If you don’t mind me asking.

I have a connective tissue disorder. So basically, I got sick and my nerves deteriorated.

So you were singing before you lost your hearing?

Yeah, I’ve been singing since I was four. So I’ve left music after I lost my hearing and then figured out how to get back into singing with muscle memory using visual tuners. Interesting, my pitch

so your shoes are off because you’re feeling the vibration. Is that how you’re following the music? Yeah,

I’m feeling the tempo the beat through the floor

might be what are you gonna say?

I’m gonna sing a song that I wrote called try.

Okay, can you tell me what it’s about?

After I lost my hearing, I gave up. But I want to do more with my life than just give up. So.

Okay, well, this is your moment and good luck.

Okay.

Sky sky.

Given

so the second time watching that

did the music? What was your?

Was it different?

It’s same power ever, it’s kind of reinforced in a different dimension. Because you can feel the emotion from this planning what had happened and that emotion can afford the desire to even push further I made a note as she was speaking that the only person that can stop you is you. You know, you can imagine somebody who is singing, and cannot even hear the beauty of the voice and has devised a way to keep pushing and pushing, regardless of the fact that she could not even hear herself. But she devised a new way, an innovative way of understanding whether it’s good or not. And I appreciated that, and even celebrated that because when I see someone who tried and is now celebrating the success of their trial, so it’s very, very encouraging. listening to it, and then seeing exactly, you know, it’s it’s inspiring. It’s just beyond that, so thank you.

Yeah, I think for me, it reinforces the

the significance of knowing

the drivers

of a person. Yeah, you get the fuller picture of where they’re coming from.

Yes, I think it was really inspiring, and make me think that sometimes we don’t know what someone else would be women might be going through. So it makes it even more vulnerable. And, as Anthony was saying, it’s really encouraging to see her and to feel, what she what she was doing.

And she’s very passionate about singing and music. And she found a way to pursue it.

Yeah. Yeah.

If like, if it’s meant for you and you want it, there’s always like, you can find a way to make it happen.

So, also, I think it also shows how when we from a certain perspective, when we frame things when we put the whole rest of the picture or you know, we fill in the picture or plumb the depths or whatever it is understand the whole context. It makes it makes almost the the simple experience of the music itself. And the words itself, you know, much more full and complete and different like a fine You said it added a whole nother dimension to it. So that’s one way of saying you know, never sing your song without a story or something like that. So also, you know, part of part of what it is that you for you as change and social change leaders is to communicate the stories, the framework of what you’re doing. And when when, when somebody like me comes along and asks you just to distill it down into just a few. A few words, maybe you can’t do all of that in that one sentence. But still, sometimes your simple choice of words in that one sentence can bring in a whole nother sense of meaning. So yeah, so just putting that out there. And, and also making it adding that as well, from the point of view. And part of what this little pieces here, there’s kind of two components that I guess I’m trying to get at this morning. And one is the leadership component, and you as the leader of your life, and you as the one who makes the objectives where you’re going to go, who decides when you’re going to leave the dock. And when you’re going to at what speed you’re going to go, what do you know what, who you’re going to put on deck at the right time, you know, all of those little smaller, seemingly smaller decisions, but they’re your decisions as the leader of your life. You expand that out into your organizational level, then as a team leader, as the organizational leader, you are still the ones putting all of these things in place. But as you go into out into society, we’ve been part of the piece that comes into play here is the context is framing, how you What story around what you’re doing, you tell the the way you understand it. Now, when I go back to guiding people, advising people, mentoring people on how to work with, for example, work with stakeholders, such as the diplomatic community, or any others. So much of what is involved in that is, is really getting to understand their world.

Which is, again, it’s just reiterating that, but finding out that context, their context, their depths, and their environment, what’s around them. And putting understanding yourself in that situation. So that that you can then see when they need to go on the journey, as the person responsible in your organization for helping develop the stakeholder journeys, getting them to go from interested to curious and and even potentially engaged to the point where they’re committed to supporting you in profound ways, which is the objective, or for a finding a person who is a beneficiary to where they’re kind of exploring what you’re going to do with them, maybe they trust you, maybe they don’t, to getting them to go to the next stage where they’re actually going to invest themselves in what you’re providing them. Because beneficiaries don’t necessarily invest themselves in what you’re providing, even if it’s really excellent. They don’t always, but to get them to that stage, there is that journey to take them through that even beneficiaries and you think they would want help. But no, as funny mentioned, the other day, not all do. And sometimes even they have a journey to go on to see the value of what you have to offer. So it’s just I’m just underscoring that to say that there are these depths, and then the context, the story around is a little bit more like the waves and the local environments. It is that environmental factor. That is absolutely another critical factor. And part of why you don’t necessarily need instruments to plumb the depths because you can’t see it. You do need to really look and step into their perspective from where they are, you can it’s almost it’s an awareness, it’s a development of a of awareness of their situation of standing and looking at the world from where they are, what is it they’re seeing, what are they feeling, what are they concerned about, you know, if they’re concerned about their next meal, and you’re talking about to them about

what they can learn in the next three weeks.

They may not hear part of what you’re saying, that’s a more obvious example. But the bigger picture of when you deal with your stakeholders and this gets to a little bit of the the I want to do, hopefully, we’ll get to this later on a little bit more of the action plan, I want you to prioritize, identify your stakeholders, prioritize your stakeholders, and then then map out one, one stakeholder journey on paper so that you walk away with that. So that I put that out there to say that part of what you’re an exercise in, coming up with a solid stakeholder journey map is really looking at the lay of the land. Understanding what in boating and fishing terms as local knowledge, or and or just really opening your eyes and noticing what the waves are doing, what the wind is doing. What that person is dealing with today, you notice whether or not they’ve they’re, you know, they’re they’ve they’ve got a headache, maybe there are so many little cues and clues that you can utilize to understand where a person is and what they’re dealing with, in addition to asking them, the stakeholder drivers helps them helps you understand those deeper components, but then you do have the lay of what is what is around them what they’re contending with, at this time. So that so there is that I wanted to just give you a as a, as a, as a in a way, as a practical example, when you understood that she was deaf, I think it brought a whole nother level to understanding you know, her both the meaning behind the words. And, and also appreciation of the actual music and her accomplishments of that time. It just made a lot of that make more sense. So. And that’s the importance of context and framing. And always remember when you go and you go into the UN, the context is, for example, it’s it’s an intergovernmental environment. And so you’re not just going into the place where NGOs have every same right and access and whatever else. And so then you’ve got to figure out how in that environment, can I nevertheless function and still read? That’s the strategic part, the thinking about it Park, when you’re dealing with your you know, when when they find you deals with his stakeholders on the ground? You know, it’s really important for him to understand, what are they really dealing with? Not just how he sees them, and how he’s coming in to help and what he what resources he’s got for them. But how can this person actually receive those things? When are they ready for it? Is today the right day? Do I have to set that up? How much preparation Do I need to help them even fully comprehend the value of what he’s actually able to provide? So there are just so many different dimensions to this, but it’s really important, the people who will be successful factor these components in to their thinking and their preparations and their planning. And then I just wanted to, from the point of view of you, as, as leaders, I want you to think about for a moment. And in the context of what you wrote yesterday, I’m going to give you just a couple of minutes to think about and to write down some thoughts about how you want people to feel when they’re around you. And maybe you know, think in terms of I mean, you could think in terms of your friends, maybe just set your your friends aside. Let’s say you were coming across another person who you they that perhaps one of your interest, people who you would be interested in connecting with

and how would you like them to feel when they are around you. I’m going to give you just two minutes jot down a few thoughts about that.

question, please.

Yeah? How do you want people to feel? Not just what do they want you to see? What do you want them to see? But how do you want them to feel when they are around you?

I guess, just to put it out there, and I’ll I will. I will give you the full two, two minutes after I’ve said this, but it comes from something that I heard somebody say no, not all that long ago. That just is I think, just a really helpful thought is that people fall in love with you, because of who they become.

When they are around you.

People fall in love with you.

I mean, not necessarily romantically, but you know, people fall in love event that it could be, but people fall in love with you because of who they become

when they are around you.

People fall in love with you because of who they become when they’re around you. And therefore, I’m going to give you two minutes to think about how do you want people to feel when they’re around you. Okay.

Did you have a question before you do that, Fernando, you? You’re

Yes, I got it. I got it. Thanks.

Anybody come up with something, a thought and this kind of thing you can think more about but it’s good just to jot a few things down and get get yourself started on these kinds of things. How do you want people to feel when they are around you?

Oh, well. Basically, one thing I really like for people to feel and be confident, be confident about themselves. That is, that’s one thing that really makes me feel okay. Another thing feel empowered to dissent and inspired and also feel encouraged and strengthened the things that I really like for them. I want them to see themselves as being able to conquer whatever challenge that you’re facing. It’s not about who they are where they about their determination to succeed, that determination to push forward. And that’s one thing I really like them to do and share that with people around me that for you to really hang out with me, it’s not about your social status, that is not the issue about how much you have or how much you don’t have, you have to be confident, you have to be able to, because I want to create a platform where someone coming around me doesn’t feel like they are a disadvantage. Right, they are able to see whatever they want to see, regardless of whether I’m the benefactor or not, they should have the ability to disagree with me, and also state their own point that I will respect that I will all know that I will appreciate, rather than being a yes, man. So one of the guys who work for us he accident is and I shared with him that I want him to be in a situation where he has the opportunity to disagree with me, you know, and state his own case, as a salt problem, he brings it he says, Okay, this is the challenge we’re facing, this is my suggestion and how we need to solve it, you know, and I would like that to happen and not see me as a boss, or someone who pays him to do things. But you know, when he comes around, he should feel okay. And speak his mind, you know, not in an insulting way. Because I’m not, you know, not in a disrespectful manner, but be able to articulate his thoughts. So the more he does that, the more I appreciate and respect that, but if he’s outside, and he says yes to everything I say, because I have this way of doing things. Sometimes I’ll say the wrong thing, just to see how the person responds. They say yes, and agree to everything. At that point in time I stopped gradually withdraw myself from that individual, because that’s the person that will most likely put me in trouble. Because you see exactly something I’m doing wrong. And you can’t even come up to say, Hey, stop this, this is not the right thing that you feel, you’ll be on my good books by saying yes to everything I say, I’m not even coming up this, okay, you’re headed the wrong direction. So be your own person, be confident, be inspired, being colleagues, say what you mean. And mean what you say.

And, and being in a situation to help help show people how to go from because many, not all bosses, so to speak, or persons in positions of responsibility, in relative to others, are as open minded, and people can have had all different kinds of experiences and have learned in the past.

What I’ve done in the past is in southern Georgia that I have had us train people to be able to do what I do, yeah, yeah, tell them listen, I want this to be shown when I when I leave here tomorrow, I want my replacement to be someone that’s working to me, not someone from outside. So I opened up to them, this is the what this job entails, this is what you need to do. And I show them exactly what needs to be done. Because Hey, I want you to compete for the position, you know, and that’s the whole thing. So I believe in strategic succession, succession planning. So quickly, creating that

culture in your organization is very powerful when you create a culture so that it’s, as you say, so that it’s them and the way they operate and the way they then operate with their colleagues and even the people on their teams down the road, then this is all part of creating a culture within your organization that supports that kind of transparency. That’s where innovation comes from when people are allowed to have ideas that are, you know, even you’re allowed to have ideas that that don’t work. Others are allowed to have ideas that don’t work. I mean, we’re all allowed to in that sense, we’re allowed to be human, but to to create the the collective environment where the best way to move forward can be can be can evolve and come out of it. That’s it’s such an important thing, if I need it, when you’re, as you say, to be training those who are others in your organization. To do the same thing is to have that culture. What you’re doing there is essentially creating the culture of your organization as one that is open and engaged. able able to really share new novel different ideas. Not all organizations encourage that. So I commend you for doing that. Yeah. And yes, you know, in those organizations, you’re still going to have your structure and you’re still going to have the, you know, final decisions that will be made. The people, so many amazing experiences can come out come up from the artists place. From my perspective, the oddest place, but the point is, you know, the main point there is to value which is what I hear and see you doing everywhere to value people’s experience, their respect them and to dignify them with their, you know, with them making a genuine contribution. antastic Yeah. Anybody else got some thoughts about how they want other people to feel when they’re around you.

Um, I guess what I put down is,

um,

I think one of the major things for me is I want people to feel valued. for who they are a lot. I mean, I’m gonna echo a lot about a funny

because he made some really good points. Um,

but I think

that comes up, feel free to be unique, like,

you know, feel free to be imperfect, if that makes sense. Like, I’m, like, I get the sense that from my side, I’m, I’m committed to, you know, working through things with them and not judging and like, bringing down the hammer kind of mentality. Yeah, and because that, like, if I needed, it was, like, you know, creating this environment of, I would say, openness and trust, where you are able to kind of freely express and share ideas. Also, I have here, this point of, like, trust in

me,

trust that I’m being constant and genuine.

Um, and

a sense of,

like, oneness with me in terms of a higher purpose, that we’re kind of united in the higher goals. And that I have there, like, because of that, we have our, we can be aligned, and we have like a common base, from which to, we can really relate to one another. And, but also, in general, just happy to see me excited to have a conversation with me. I think that’s really important that they don’t think that I’m,

like, you know, cuz,

you know, sometimes you can see someone, you’re just like,

Oh, please don’t talk to me, please don’t, please don’t talk to me.

Um, and I really don’t want to have that kind of situation,

that kind of person.

I want them to be able to feel like, Oh, this is exciting. Like, you know, um, yeah, just feel excited to talk to me, because they know that whatever comes out of it will be really an inspiring conversation. Wonderful. Yeah.

I think those are kind of the major points.

Yeah. Oh, very good. So in very kind of seemingly, thin language, thin, meaning not much depth, that sounds like it, but you want to be fun to be around.

Yeah,

with with, like, a core heart of unders, like feeling like you understand one another in your heart, you know.

And it’s such a simple word, it applies in so many places. But I know for many people, it’s a very, when I say thin, meaning, you know, not much depth to it, not much meaning to it, not much heart in it, but, but it’s it. That fun just captures so much when it is fully You know, when it’s meaningful, valuable and enjoyable. Even if it’s hard work. It can still be fun. Otherwise, I guess you could use the word like joy and I’ve never quite connected with the word joy. So you know, but that’s just me and my words, you know, you you might want to be a joyful person. But

yeah, anyway, fantastic.

Fernando Well,

um, I also share some of the of the points that that’s great. And if you’re new, yes, this talked about. What I wrote down is that I would like them to feel respected, taken into account and that they are not being judged. Because I really want them to feel inspired and encouraged to be themselves. So that they can share their point of view, there’s Terry’s. And also afraid to be an environment of trust, tolerance and honesty. Because I think that for young women, for example, right now, when their, their experiences experiencing a lot of things, and they also have their hormones and everything, so it’s, it’s really tough just to feel that you are in a competent place where you can just talk about what you’re feeling, even though mate, you may not know what you’re really feeling or what you really want. But I also feel, think that it’s really important for them to be inspired by others, because that will encourage them to start doing thanks. And well, I think that that’s

good. Because I and I, I guess I can’t help but

think that as you think about how you want people to feel around you, you know, then you stop and say, Well, you know, what are some of the additional things because already I mean, each one of you are inspiring people. But I suspect that you also think about how how can how can you uniquely help uplift and inspire and encourage and others to feel trusted, respected? And then also, the next step out from that is, how do I create that environment? In my teams? And in my workplace? How do I create those spaces where people can have that experience? And then continue to even work from within that experience, that container, that environment, that space? Just having that awareness, then you start to think about these things? So

Daniella? Yeah.

I, I thought, like, my first thought was that the worst kind of people that I have encountered are the kind of people that when you’re telling them something that you’re very passionate about, they either dismiss it, or find a way to tell you that you’re like, You’re crazy, but in a bad way. Yep. So I work like backwards from there. And I want to be the complete opposite of that person. So I went to feel people around me that they are heard and understood that we’re on the same team that, like I’m behind them, and that we can work together and I can help them in any way also not judged. And if they feel like they’re not judged, they can be very open and honest. And also towards me, like if I want to talk to them about something they can take, I can be as open and I can be as honest as they can be with me. I want them to be proud of what they do. Because a lot of people and it hasn’t happened to me too, that are like, yeah, I’m in the process. I’m in the middle of this, it’s still not I think it’s still a little thing. And when you have someone tell you like it’s not little, it’s not something like you already did that. It’s like another very cool feeling that for someone else. And also, I, a lot of times, people are afraid to admit that they don’t know things. Mm hmm. People are very scared to ask. And mostly because they’re when they get, like the courage to do it. Their response instead of being like, Oh, you want to learn? Let me explain to you. It’s like, how come you don’t know that? Well, I went to have people around me to feel free to ask me things. I said, it happens to me a lot like with my boyfriend, for example. He’s the kind of person that would do that in a teasing kind of way. And my response would be like, No, I don’t know, and I’m asking you to teach me. Like, I’m genuinely asking me to and he like that responsible, like, change his mindset. And he will be like, Okay, so here, let me let me show you. And I want to be that person. But I want to have to I don’t want to have that like middle step that no, I’m genuinely asking like I really don’t know. So because like not asking and not learning new things like limits work capacity, limits for your skills.

And

so you want people to feel limitless around you. Yeah, yeah. Cool. Fantastic. Anyway, thank you, each one of you for sharing those kinds of things. I think it’s anyway, it’s just a wonderful experience to hear from each one of you. And, yes, I think

I think you guys are going to have a lot of people falling in love with you

because of who they become around you. But that’s, that’s part of again, this is all recognizing and valuing the, the core elements in Yeah, the whole world don’t fall in love with you. And that would be too much anyway. But, but, but it’s, it’s really helpful to to see and to feel and to know, and to clarify, you know, that that this core element of who you are, and I put on my, my the mic, this was from another thing, but my T shirt with the human element that’s on today. And I was thinking today, maybe we should have a hashtag. And I. And because you know, when you say something really rocks, and we were talking about well, I was talking about rocks the other day, big rocks, little rocks. And in a way the human element is the big rock, I was thinking of making a hashtag of the rock, the human element, or the rocks, maybe the rocks. So the human element rocks, or in the secret language of our secret language is the human element rocks. But anyway.

So

Oh, somebody put something in the chat. hopeful sense of delight. Oh, and James. Thank you, James. James, said that he? Yeah. My apologies to James for not seeing your comments before, I think you gave your feedback on the song and he said it, I feel it reemphasize where there’s a will there’s a way regardless of the challenges, and that so that was reflecting on that song by Mandy Harvey. And then he also mentioned, I think, and this was in response to the the last exercise, he wants people to have a hope, hope to be hopeful, and to have a sense of belonging. And that’s, that’s a wonderful thing for people to feel to around you. And as you as leaders, when you as you clarify your mission, you clarify, where you’re going, what you’re wanting to do, and then you start to think and how you’re going to do do these things, then your work as a leader becomes much more intentional. And this is all part of how you become more impactful in the ways that are meaningful to you. As you hone in on these areas, as you clarify even your own for now. And you know when by the time you’re as old as I am, young, young, young, at whatever age, I am, young at over 60 I thought I’d never get here, but you know what it happened in the blink of an eye. And I don’t feel like I’m good. You know, when I’m 64 I’m, luckily my husband still loves me and still needs me when I’m 64. But so, part of your mission, will will change by now. But it’ll have been through an evolution. And that process of still fulfilling that mission all the way along. As you change your your your current destination is one thing and once you reach that destination, then you have another destination. But this whole process of clarifying your core X Factor and doing that in conjunction with your stakeholders with your skill set. Now what you’ve discovered you’re really good at and you might discover down the road that you’re also really good at something else that you never fail. I never figured that I would end up being good at working with diplomats in the United Nations can community.

Go figure.

I never would have imagined that that was something that I ended up being really good at more than most people. It wasn’t my plan, and I hadn’t planned. So at different times in your life, you will discover and you’ll probably do that either by accident or through feedback from others or because you live taste takes a twist and a turn that you know you didn’t necessarily plan on but you will do cover other other skills and things that you end up being really good at that might even surprise you. And so then you will at that stage, build those things into and then you’ve tried to find that sweet spot for as you’re moving forward on your, on your, throughout your life.

Anyways, so

Well, it looks like we’ve already made it through to the end of our first, pretty much our first little section, what I do want to do is just go over what we’re going to do for the rest of today. In this next, the next after the break, I’m going to start and dig into, you know, the kind of the navigating your journey using the tag system, your transparent and adaptive goals making system, which is in more specifically it’s using your Okay, ours. And we’ll also look at how this, how what that what kind of a process that is. And there’s there’s two ways of looking at it in the in the organizational level, there’s this matrix of of four stages. I am I’m not sure I’m going to get into the details of it, we just might not quite have time in all of today. But that there’s a parallel. And I had mentioned yesterday about the the solutions matrix the in the Okay, our application, the goals, systems, application of the Okay, ours is appeal process, and we’ll get into those. But anyway, so I’ll go into those things in the next in the next section. Then after lunch, I’m right off to lunch, we’re going to do the we’ll have names the prize, we’ll announce the prizes, and then we’ll spin the wheel again for the prizes. I think I’ll do that after lunch, maybe I’ll do that after the break before right at the end of the day, we’ll see.

I can still change my mind here.

But then also, I want you to walk at work walk out today, with kind of a simple one pager that has a number of the items that we went over, that gives you that reminds you of all of some of these elements of this master plan. So in addition to the little picture, and we could stick that on the on the on the one pager just for a diagram, but I want to give you that list of the things for you to pay attention to. So you can pull out one sheet of paper that can help remind you of all of these pieces, because in a week’s time in a month’s time in three months time, you’ll say now What was that again? I you know. And so then you know, you can just pull out one sheet of paper that can remind you of a number a number of these things for you to dig back in and either re learn or to say, Oh yeah, I forgot about that. Let me see if I can implement that now at this time. So that you have your one page master plan. And then we’ll have a closing session at the end of the day. And that’ll be basically it. For our three days. Who knew the three days would go so quickly. But so that’s about it. It’s now 929 my time, so I’ll go 15 minutes of bio coffee, Cookie break whatever it is that you need to come back and we’ll see right in 15 minutes for our next round of fun and games. See you soon.

Transcribed by https://otter.ai

Thank you. It’s funny, no matter. Yeah. Developing that clarity about who your target audience is, is the other piece, the other side of the coin. It’s not just what you can provide, but it’s who can you speak to?

Who is your ideal person that you want to work with? Given that the chances are, you’re not going to, at least in this year, save every human being on the face of the planet? in one fell swoop.

And that we need to start somewhere, and then expand and improve, and scale up and all that sort of stuff. Do you begin by speaking to the most difficult ones who don’t even understand or get anything that you’re talking about? Or do speak to ones who really are aligned with you? And that’s obvious. But when you get down to, you know, even as you were working on your, your simple fact of pitch yesterday? You I think you’d began to see how, yeah, you’ve kind of got an idea in your mind. But then how do you narrow them down? Because and how do you find them? And what is it in that their experience that you can speak to that, that that can catch their attention? What are their their pain points that you can solve? Not just what are their pain points? But what are their pain points that you can solve in a unique way? And are you clear about your uniqueness?

Not just in your head.

But can you then turn it into words, that then when you speak to somebody, they get it? And again, that’s where testing it out with people. And by having your sentence or your variety of sentences that you can say, when you engage people when they say, what is it that you do? And you respond, you can see through through their responses if you know, they’re pretty much the right group, right person, you can see by their response, where they go, do they lean in? Do they say, yeah, yeah. Tell me more? Are you getting that kind of response? When they are? What you think is your target market? If you are you starting to get the words down. And all of these things become critical as you begin your outreach. Because your outreach, I don’t care whether you’re at the UN, whether you’re a nonprofit, whether you’re a for profit, whatever, you are going to be involved in outreach and marketing, in sales, you’re selling ideas, you’re selling concepts you’re selling, you’re selling something you’re selling yourself. And, and I don’t you’d like to use the term selling because I, you know, because it has, it’s so loaded with all kinds of other things. But what you’re working to do is to engage with others so that you can be involved in their life and help change their life. As a social entrepreneur, as a social change leader, and that process of communications of outreach, and engagement. People, you know, in the business world have given up those simple names. But in the end, it’s person to person relationships, it’s communicating ideas, it’s communicating who you are. But as we’ve gone through, it’s helping people have that experience that feeling when they are around you.

So how do you begin that process?

And how do you start to communicate to them that you have something that is unique? And that is what they’re looking for? And if that’s something if the person in front of you is looking for that, then you’re being able to help them with that. That is a match made in heaven,

so to speak.

That’s what business

enterprise entrepreneurial ism. No, that’s how we engage and work and connect. And really help get out there and make a difference in the world. It’s through these very practical ways of living and working and doing our Business Outreach of connection. And then of bringing people on that journey on that stakeholder journey. So the master plan as I have, and it’s, it’s just a pretty simple in a way. But what I’m going to do is I’m going to drop what I have in, in the, you know, and I put at the top of my page, I put at the top of my page, I’m just going to tell you, and then I’m going to, then I’m going to take a minute to drop it into the page, then what I want you to do, as I’m going to give you just a really short space of time,

I still want to come back around to our stakeholders again. And then I will also drop into the stakeholder into the thing I’ll drop the masterplan in. And then I’ll drop in that stakeholder journey document. Do you remember Grayson? afonya was lots lots of words and arrows on it and whatever else, but that’s just informational. But then what I what I, what I want you to do, let me let me take a couple minutes to give these to you. And then I’ll tell you what I want you to do. So give me a moment, he will like pull up these documents

on the pager.

And this that I will

save that I will put this file

is it

it comes the one pager Next I have to find where I hid the other file.

Didn’t really hide it. It’s just I’ve got so many files.

Okay, I might have to go into the other area, I can’t remember the name of that fast.

Ha, I’m going to have to take a moment to find that other. So while you Okay, so you’ve got that document, you’re able to get the one pager right? So that’s just a way of saying, okay, here, here are most some of the most essential things right on one page, and I put at the top, you know that of course, you got to have all these other things. Part of your responsibility is to have the highest quality business to provide exceptional service to always deliver more than you could ever expect to get from people so that you know that your standards are immaculate, you you do more, rather than less. You don’t you don’t give people you know, just a little bit, you give them more. And I you know, I hope that that that has been your experience with me, but I’ve given you that’s what I want you I want you to have that experience. So this is a lot for what you know for what, what you put in. That’s my goal and objective. But what I want you to spend three minutes No, I think you only probably need about one to two minutes. And I’ll get you going on that. I want you to write out your list of stakeholders. Just brainstorm all your stakeholders that you have. And then I want you to prioritize them just put 1234 maybe some of them are about equal priority, but then to prioritize hire them just on and then drop that list. You know, so if you if you, you know, on a piece of paper or in a text document just put, you know, maybe board members at your number one I don’t know and put parentheses one. Once you’ve got that little list, just drop it in the in the chat box. And I’ll give you a couple of minutes to do that you might need to think of them and then to prioritize, and I’ll look for that other document

Okay,

Turn off that music.

I’m still just trying to turn this into a PDF. Let me see where I’m going to send that as Save as a PDF, where I’m going to put that just there we go for now. And here comes that, I think that that document is going to come right now. From

there we go.

So there’s a PDF in the in the chat now. So Did everybody get a list of their stakeholders and prioritized?

icons can’t see any in the chat?

What do you want to just read them out to me?

Anybody got their stakeholders? Did you want to? Yeah.

Yeah.

I,

I put as my, my stakeholders. My possible. It was like very, very detailed, but in general, one plus my possible clients, my potential clients, my allies,

allies, allies in terms of

foundation seller, maybe residue? How do you like a company that handles trash correctly and recycling? And, yeah, and local, local companies like, cool products. Then I also put my like, providers, providers of service, like people that work for me, like someone who does my social media or my accounting,

and like, they would be more your, your team members in your organization?

Yeah, in a way. But in the I, in my mind, it was very obvious to put my potential customers first. But when I wrote them down, I put my allies first. Hmm, I prioritize them, because, like, I can keep finding new customers, but I need my allies in order to work to function properly. So it was first my allies, then my clients, then my team, and then my mentors. Great.

I’m Grace. I’m just going around around the screen here. Sure.

Um, I put

quite a few I don’t really know how to prioritize them, because they’re all pretty high priority. Um,

but

it’s the co founders of dojo API.

The founders group, basically, the co founders of dove GPI have a number of different NGOs in which, which they’ve co founded, three of which are two of which are un in consultative status with the United Nations, and one is getting their consultative status right now.

Amongst other organizations, so all of those group that’s the founders group.

The third is the dovish epi board of directors. Fourth is interns and volunteers. Fifth is the UN system and NGO working groups like context their next is the W jPi, regional, national and local local chapters, beneficiaries and context.

Then donors, then UN Office stuff.

Okay, so then, and you in terms of what you would consider your, your priority, your priority stakeholder group at the moment just in terms of say, you know, picking, for example, your seven year plan who would just pick one, and you know, this is not absolute and this is not, you know, you’re not making any cosmic decisions here. It’s just for the next exercise that I want you to think Sure. So I’m just trying to it’s good just to pick one that’s practical for you to work with that something that you might want to be starting to think about anyway.

Okay, well, that’s un office staff just because that’s the one that I have.

Okay. Yeah. Yeah. So start there. You know, many, many times, especially when you’re you’re studying to get your, your hands around this stuff, it’s good to start with something that you don’t, you know, biting off too much, or all in one go. So, it’s good to start by practicing with the, you know, maybe some of the easier places where you’re going to have to be doing something anyway. And where it’s good to get started and beginning to to exercise these muscles a little bit. Yeah.

Okay, Fernanda.

Okay, for me, um, first, I wrote down my team members, then john women,

social programs for women are students,

companies and foundations.

And finally, local activists.

Oh, very good. So you’ve identified those. And then you know, as as you move through, as each of you move through and focus on their, their, like your general groups, each of you have general groups. And then like, in even community organizations, and things like that, then you’ll start in, according to your X Factor, you’ll start and focus in on in terms of those who are local community actors, which ones are the which ones are the ones that you go to outreach first. So then that becomes in terms of your, the value of doing the work with your local community actors. That’s where you can think down the road, where do I want to build my social capital at the community level, that’s not the personal level, it’s not the one on one kind of customer or beneficiary level. But then that’s where, you know, you’re building out your app, you know, one of those onion cells, you’re building out your levels of impact and influence, then you will get to the stage of thinking about your, your, your social capital, and who you want to connect with, and work with and partner with. But yes, it’s not the first place you usually begin with, but you will get there. And then you’ll start, once you get into that area, then you start to get strategic about who you stopped and spend your time with there. And again, that’s where you naturally will tend to align you’re you’re expected those, either that can augment your work uniquely, that you know that in your work, you oftentimes need this kind of other partner with you to have more impact when you go to, for example, a, you know, a higher level governmental later, if you’re trying to make a change in social policy of some kind, then you’ll need to get you then you look for slightly different partners than you would if you’re looking to do a common program together maybe or even some programs, you want to have that you don’t want to have somebody doing exactly the same thing as you or you don’t mind doing exactly the same thing as you won’t be exactly the same but close enough. But that can augment what you’re doing. So you begin to look at all of your your stakeholders that way.

Thank you any funny.

Okay.

I work you’re probably my coordinators and volunteers, because they’re the ones who were Yep. functions. Then the beneficiaries, which are the local communities that involve the youth, women, and also the children, basically. Then down there, we have directors, or members and partner or collaborating partners. And after that, we have some program sponsors. The reason donors and program sponsors, stays and at least if we do have the coordinators, we can pretty much do some of the things we can do with what we have, why we’re seeking on them. You can start funding for those who may not be able to accomplish those programs while we were responding. So

that was pretty much the dragon factor.

Good so now that You’ve, what I want each one of you to do now in the next three minutes is to pick, pick that one, one stakeholder, then I want you to think about the journey that a stakeholder takes from when they first encounter your organization. Just say they first encounter you and in theory, they, you know, you’ve said something like, I help young women find their their real value so that they can go out into the, you know, into their lives and careers to emboldened empowered and and enriched and with the courage to make the change. And well, I don’t know what it is that you’re that you want to do. But so you come across a person who is interested, I want you to pay him think about how would you? What parts of your organization? What programs do you have? What programs might you not have that might you you might need, and they couldn’t be as simple as they may not be a program that might be a discussion that you need to have with somebody that would help them see, number one, but that you do have a solution to their need their interest, their curiosity? What kind of a discussion or a program or content would they need to be then exposed to, to see that your approach is unique enough, differentiated enough from others, that they would choose you over another organization, another women’s organization, another company that helps promote, you know, offsets the carbon footprints of the entertainment industry, I don’t know whether there is anybody else out there, that may be your one key differentiating factor. And you’re going to have to have be able to make sure that that those that the entertainers that you’re helping to promote and work with, is still also get the other exposure that that they want? And then what would be the kind of what kind of

call to action would you give them?

These are actually really big questions and to give you three minutes is unfair. But you know, I wanted you to just even take for a moment, a little bit of a thought about how would you move them from encountering you? along that journey and path to recognizing that, Oh, you are an organization, a person organization that I might be interested in? To? Oh, you’ve got some really neat stuff that I haven’t seen anywhere else. So what are some of those things? Oh, what are you doing in your programs to invite them to decide to join you?

Are you asking them to join you?

And then what kind of an experience would they need to have to become an all in behind you an all in supporter of your organization. Because whether you think about it or not, that’s the journey that a person

is going to have to take

in order to come from not knowing you to being your rate, you know, your absolute supporting committed person. So stop to think about these. This is like mapping out the milestones of the stakeholder journey, that you will be taking them through one way or another. And if you’re not doing it intentionally, then if you haven’t set it up intentionally, maybe you’ve already got systems in place that effectively do that.

Maybe

but if not, and they might be as simple as you know, this first night of the month we have this briefing on what the you know what what we do and you know, a mixer that That has, you know, people get exposed to the kinds of work that we do. And then on the second week of the month, you have something where for those people who are more interested in in Grace’s case, and you know, in working at the UN and how you can get them involved as, as interns, or as involved in committees, and then how they would then go through the process of becoming even more in depth trained about the UN, so they could become a real advocate for your organization, in that environment, to where you know, so you can see how you actually need to have a progression for them in place. This is part of your responsibility for people in your business, this is part of your business responsibility for as they walk through this, you can help them be you can help them as individuals, you can help with your accountability to them as participants in that journey. But your responsibility in the beginning is to at least have a pathway for them to travel to becoming committed supporters of your organization. So I’ll give you a few minutes, because this is your way not going to have it all knocked out knocked down. But and there are many pieces to all of this. And to do this well. And being able to do it in this time of COVID to do this kind of stuff online isn’t is a different way of somehow doing this. And that’s a possibility too. But at least begin by thinking about what are some of those milestones in the journey from interested to committed?

Sorry about

the background music.

That PDF file of the stakeholder journey maybe useful just to help help you think this through

Three minutes are about up, do you want more time? Are you good for this?

figured it all out

more time Are you good?

Okay, so

could you see an arc in your your, the line that you can take people through? Could you identify key points that that event journey for that particular stakeholder group key either information key understanding that they would need key moments where events were or opportunities where they would be given the the opportunity to make a choice about participating.

Just any kind of feedback on on this as an as a, as an a thought experiment as a way for you to think something through. Easy difficult.

Um, okay, well, I think

that’s right, peruse through the whole thing trying to see why, what makes us unique, why would people want to join our program and what sets us apart from the others. And with a little knowledge you have, having looked at the involvement of both civil society organizations and NGOs in Nigeria, and in other parts of Africa, basically, they come in with a fire with a grid approach of, Okay, let’s put out the fire. Most of them pension or interest is to call it data, actually to improve on the experiences. So they give people this notion that an NGO comes in to bring out some fish, but not actually to teach them how to fish and look at them as charity cases is not based on what they want is based on what the NGO is offering makes us unique is we are basically focused on what the people need them want, and meet them where they are, help them to get from where they are, to where they want to be giving them the tools and the resources to get there. Not necessarily solving the problems for them, but giving them the tools to solve their own problems. And it’s individualized, done with dignity not because the charity case, for example, the young man who has a physical challenge and had the wheelchair, basically what he wanted was a comfortable wheelchair. Pretty much. However, there are other things to what the human need, we have to meet him where he is now. So we’re following up on him have talked to a coordinator to go back and visit with him, find out exactly what he wants that would help him if tomorrow the wheelchair is broken that he has, he’ll be able to afford to repay it, rather than having to wait for somebody where he doesn’t know where they will come from to come in. And if that person doesn’t come then he still suffers that consequence. So is now I share with them. He’s not a charity case. He has the dignity he has a right. He has to be shown respect and love. So we’re not trying to solve his problem because we have sympathy for him or because we have is just because we have self respect for him and also to maintain his dignity. So how are we going to extend his dignity is by giving them the tools To be able to afford the repairs next time. So you wouldn’t have to wait for somebody and other people do that. So that’s the uniqueness of our program that others don’t bring into the OTA. Now, the other aspect,

one moment. So then one of the milestones there that you’re talking about in this journey, is, you’re, um, you’re the person who is there working with this young man in the wheelchair, that he is, he is actually going in there and finding out from him, not just the obvious thing of new wheelchair, but what I you know, how can you? What are some of the ways that he could even tap into the his, his community resources? Or even is it just even the fact that you’re having you’re a volunteer coordinator, have this kind of discussion with that young man, rather than just, oh, you need a wheelchair? Here it is by? So So you’ve got kind of two types of potential milestones, there’s one is that you have a more meaningful in depth conversation with the person to find out what they really want beyond the wheelchair, and, and what and what other resources are there in his community that he might not have even thought about?

Right? Yes, so that we can point him to the resources and tap that resource without being a part of the group that they can advocate and try to change policies, and all those things, though, of the local resources that are there that nobody he doesn’t know about, because sees no accident, bring in contact with him. So that’s what makes our program organization because it’s based on human capital is not based on collecting data, right? All those things. So it’s like, we have a sustainable plan, consistent, you know, maybe a one year two years plan to follow and also see through, it’s not okay, well, we got is gone, we’ve got our data, you have X amount of people who are suffering from these, and then we’ll move to the next thing. And then, you know, again, also we’re trying to bring some kind of credibility, and dignity and respect for CSOs and NGOs. Also, because the culture of CSOs and NGOs, the reputation is pretty much down, where politicians have now hijacked it for their own purpose, and all kinds of other things, which is, I’m sorry, to mention this, James, which is one of the problems that James That’s right, countering, and he’s not making much headway, because people see it as a political program, okay, they got something, they’re giving you some this always hours. So it’s really, you know, creating difficulties for him to penetrate the community. So we’re trying to review that then just making it unique and simple.

Alright, so then, in terms of in this case, as a, for instance, then you’ve got your coordinator who would then go in and speak more in depth with that the person find out their needs to connect with people in the community. What are some of the connect with people in the community there? Who may be resources for that kind of soup? You know, even interrupt community support?

network? Yes.

So then you’re expanding the network there and the connections of your of your, of your organized, essentially, of your organization there? And then what would be the next step there to either? Do you have a plan, for example, for that beneficiary for the young boy? How old is he?

I think he’s about 22 or 23. Young man.

Do you have a plan then to to connect him to find ways to bring him from being a happy recipient of that, that benefit of the the church to including him in the work of your organization there?

Yes. So the plan is basically understand he learned how to repair shoes. So what the code is actually going to do is to find out exactly what he needs to be able to repair issues that he learned, then from there, also integrating into the making maybe like an ambassador of the organization, where we’ll be able to speak in terms of this is where I used to be. And this is where I am to some of his peers and colleagues, while also becoming resourceful in sponsoring, you know, because by the time he gets as close to some of the community resources, you also be a resource person, like, for example, if somebody is wheelchair is broken, why should that his wheelchair be repaired, he will be able to find out, okay, okay, this is where you can repair the wheelchair and all that giving them all those information. So we also have planned maybe the thought stage, after the second stage, the third one is to integrate in with the organization where he becomes a part not just the beneficiary, or recipient of he become famous, I need to for those also.

So that’s, that’s part of the thing there is for you to think through that process. And what does he need at each of those stages to transition from one to the next. And you’re asking him to speak on behalf to support him, you know, building a, you know, if he repairs shoes, then he could even help teach others how to repair. I mean, there’s there are a number of different ways. But then there’s that process of bringing him along from being simply a recipient, and not just, as you noted, not just, you know, a charity case, to where he becomes part and parcel of a whole system of expanding the capacity building all those people on the ground there. And, of course, a natural consequence of that is he’s going to I’m confident that he’ll speak well of the organization as soon as it’s just kind of natural. Yeah. So when you begin to see them as your allies and look at how you can bring them all the way along that that, then lots of other things can grab, it can gradually, maybe quickly unfold into into new plans and possibilities. Very good.

I can go Oh, okay.

Um,

yeah, I just

in terms of volunteers,

um,

I guess, like, where they’re coming from is.

Yeah, I know, it was, I’m still trying to, like, formulate the arc. But, you know, um, it’s usually young women who are coming to us, or they’re looking for, they’re really interested in international affairs, they’re really interested in becoming, having a career in international fairs and want to be part of the international community. And so our interns come. Because they want access, and they want to have a space to work at the United Nations representing, usually, they’re also passionate about something related to women. Obviously. We also have had a few young men in the in the year. So that’s one of the things so but it usually in general, women’s organizations tend to, right.

Not always know.

Um,

and then I guess, like, what brings them in what makes them want to apply tends to be

our approach

of internships, a lot of women like it’s not, I think it needs to be clarified, it needs it needs work. But in general, people like the idea that we’re creating mutually beneficial experiences for them, where, because the internship isn’t super, like, standardized or anything, they really have the creative space to make it what they need it to be in order to get college credit, which is a big thing, right? Um, and also allows them to be creative. So it really attracts a certain type of person who’s really independent and who really like knows what they want out of internship, rather than someone who’s usually like a freshman or someone who kind of wants to be guided. So that’s the kind of person that usually comes to us and what makes us unique, what they learn through working with us. Um, is kind of, yeah, this approach that we take To the United Nations. And this is the part that needs to be clarified is like to really be able to hone in and really show how we’re unique, I think because, um, in our approach to the issues that we focus on at the United Nations, so what I’m going to be talking about isn’t necessarily what is currently but is what I add. Okay. Um, yeah, and the point of view of the founder and on on these issues, in a way that’s really compelling and inspiring,

um,

and then how to involve them. So it’s, you know, they have their regular internship piece, but then how to involve them while they’re doing their internship is to, you know, connect them to the monthly or bi weekly meetings, status meetings of between the three un offices, so they get to connect to the

other offices, other interns there.

And in that way, even sometimes collaborate on different projects together. Like, for instance, the Vienna intern, and the Geneva intern right now created like a youth use initiative with women’s Federation, they completely created it, and they had their first event inaugural event A couple of weeks ago, I’m also one of them got involved in like a women’s Federation curriculum that’s happening. Um, so those kinds of things happen. And then they’re also they can get involved in like writing articles for women’s Federation, they’re involved in committees at the United Nations learning all these things. So those are different areas of engagement based upon their interests. And then the kind of experience need to have to support beyond that is kind of, well, what I want to see is that they get, they get to a point by the end of their internship, where they’re very clear about, like, they’re much more familiar with what how the gun works, and how things happen. And are also very clear about what women’s federations positions on these things are, and are inspired by that fact. And so because of that want to continue, um, you know, engaging, whether it be, you know, creating their own side, parallel and side events, as representatives of women’s Federation in their own time, or, yeah, just kind of like constantly volunteering, in some capacity with the Office still. and engaging. And there was one other thing and I can’t think

what it was,

oh, and also just like,

because they’re inspired by wanting to share that with like, their peers, right? To generate more kind of word of mouth recognitions.

Good. So having having this sense that there is this arc and development of and levels of engagement and going from interest and curiosity to a point where they are willing to make a, you know, a commitment, because now they really see feel, and understand through that experience, has that been, you know, a useful thought process for you in terms of clarifying what the

terms office can offer?

I think so. Because usually, we get stuck on the part where it’s like, um, we get interest because they can focus on what they’re interested in. We’re really

good about that. Right.

And I think the,

that’s where we get stuck is like figuring out, okay, from that point where to engage so that they can be exposed to.

So And in a way, it’s as simple as saying, Well, how do we get them from here to there? I mean, I mean, again, it’s not really rocket science. It’s just that people don’t do it. And even when people know that they should do it. They often don’t do it, and then they don’t schedule it. And then they don’t have it as one of their okrs. And then it doesn’t happen.

So it’s, again, a lot of stuff.

It is actually Luckily, it’s very simple. It was too complicated. Nobody would do it. But it is actually quite simple. But there are just key things is follow the line of thought all the way through to the conclusion. Do you really want to engage? Do you really want to get people totally behind you and on fire, then make a positive For them, make sure you schedule it in your program, so that you can help them get every step of the way. That’s your responsibility to them. I mean, well, it’s your responsibility, actually, it’s your responsibility for your organization to have that system there, your responsibility to them is to is to be accountable, help them, you know, help them in your process of saying, you know, here, this is an opportunity to hear, now you can do this, now you can, you can’t make them do that through that journey. But unless you’ve got that, unless you’re being responsible, on behalf of the organization for putting that in place, then you can’t treat them with that respect. And, and, and accountability. That is look, you can move along, you can do more, you can do more, you can accomplish more, you can become more of an impact high impact person yourself, when you go this path. And so your responsibility for the organization is to set up these systems, and then your responsibility to the individuals is more one of accountability, and giving them that opportunity and asking them questions. Do you want to join us for this? When you come in? When are you going? You know, that’s, and you’re not, you know, they’re free to say yea or nay. But it’s your responsibility to get out there and to say, give them this call to action, let them know that this is an option, inform them, you know, all the way along the line. But when you do this, understanding that they’ve got a journey, then you can see where your responsibility lies, and providing those connecting points, you’re not asking them to take a stride that is too big that nobody’s going to take, then how many people are going to go from the stage where they’re just slightly curious and interested to the point where that, yes, go women’s Federation, it’s unlikely that’s going to happen. So you know, as much as we’d like it to be that easy, snap out in the fingers, all that sort of stuff. But that’s your responsibility for the oil, you know, that’s the responsibility for, and then your responsibility to them as human beings. Is, is to be account help them help with their accountability in the organization. And it’s their choice. And, you know, if somebody doesn’t want to work with women’s Federation, you’re kind of teaching, you’ve got good luck. You know, too much energy involved in it. But creating the opportunity for them to really get 100% engaged. Yes, that is your responsibility.

So I struggled a little. Yep. Good.

Like realize that, like we like in the journey that you will, I forgot the word. But the journey that you mapped, that’s, like, we’re with the allies, we’re kind of past the challenge part, because we’re facing towards the same goal. Mm hmm. So the journey would be more like to prove to them and to show them that we want to work as a team, we don’t want them to be just service providers. Mm hmm. So if we are going to

ask

specific questions to create like a questionnaire to calculate the emissions, we are going to make them part of they can take part in creating the questionnaire. And when we are elaborating the strategy, we can go to them to elaborate like the part that they’re involved in. So we wouldn’t be asking any, anything new of them other than the word and that they already doing, we want to amplify that and just maybe create like a communication channel that they didn’t have before in order to work as one enough to

separate.

So we would have to involve them in the process in order to create in order for them to make the decision to create the channel, the communication channel and have a good experience.

Right so and

in your you’re speaking about the client, the potential client,

the know the allies,

your other your service providers, you’re

the foundation’s the local local companies or local of food vendors, like not big supermarkets or the companies that recycle or that handle trash, like separate types of garbage.

So, I guess part of what what you need to help me understand a little bit more when you say you’ve got your local vendors is so again, your your project here your program your business is to set up Can you go over again, I guess I’m not really clear enough on your, on your kind of your overall business plan or your, your business.

Yeah, it’s to create a consulting company. Okay, be the carbon footprint, okay, that focused on events. So the idea is to calculate the emissions, and in order to neutralize them, you have to plant trees, through or we did, we’re planning to do this through foundations, we have to separate the trash as best as we can, in order to recycle what it’s possible to recycle or reuse or handle it correctly. And not like just let it fall and burn. And also to have as much local products as possible. They like for example, if it’s a concert, and the artist wants coconut water, instead of buying coconut water from Costco, there’s a Mexican company that sells it

any and we can get from them instead.

So, and

I got so then your, as a consulting as a consultants, you are going to then reach out to the the artists,

we are gonna reach out to the

promoters to the producing company.

Okay. And then they take you on as a consultant for their, for their artists. Yeah.

And also, we are contemplating corporate events, right. And that way, we can work also the producing company that makes the event can can be an ally. And we can be in like for that for the company that’s hosting the event, maybe like their Christmas party, they we will be like an additional service. And the company that’s producing the entire event can also have some earnings from that.

So again, just for clarification, so then you you become like, you’ve got the the company that that the main companies that organize these events, and then you become an option of that logic company, for those who want to do things to reduce their carbon footprint. So then you would be the the consultants who would come on to help that process happen for that event. Okay, done it. I’m a little bit more clear now than what I was before.

Yeah, we need idea.

Yeah. So then. And so then you’re at the moment your stakeholders are, you’re talking about those that would be working with you, like on the trash recycling the coconut water providers, and all of the other vendors that you would have them as to say, this is an alternative way to you, you know, going to Costco when you when you want to really do this carbon footprint thing and so that then you can promote yourself as a socially responsible organization or entertainer, whatever. Got it. Got it. Got it. Got it. Cool. So I’m all clear now that you’re about your what you’re doing there. And then so your your Ark again, just if you would go over that with me again.

We talking about, about the say the vendors and we are alikom allied company. Yep. We would have since we’re already going like facing to the same goal. So we would, it would begin with presenting them the project because they’re already some producing companies that are sustainable in their own their own. But this gives them a chance to work with any event. Who has an interest in being sustainable. So we would begin with when we have to create a like a questionnaire, or Bree, who’s tenderize with all her clients so they can fill out and we can calculate their their emissions. So we would make them part an active part on creating questionnaire to have the right information that they need. And also, once we have like the brief from the client from the event, we would involve them in the planning of the strategy.

So then you’ve got your, you’re talking about to two groups here, you’ve got your all of your vendors, and you have to gather all the information for your you’ve got to get that clarity as to how they can reduce this, the footprint by utilizing that particular component. Right. And then you then you just said also your, with your clients, the who were using the the event provider, developing a strategy with them was that

develop this strategy with the vendors also.

Since they are going to be the ones that are going to handle the trash are going to recycle that to develop the strategy tried to do with them that way we work as a team and not as like, I’m hiring you for your services. And that’s it.

So a strategy as a team, do you mean like developing a partnership agreement? Yeah, yeah. Okay. Because you’re not going to go and move the trash around, you’re just going to be pulling them in, you’re going to be kind of like I an aggregator of sorts, pulling together a certain group of people who do actually do the work. But collectively, then you can provide a unique service to the to the other clients. So yeah, so you’ve got to do that. So they’re you Your, your journey for those your vendor, vendor stakeholders, just to try to, because sometimes when you say clients, I get confused between the clients of

mine would be the event itself. Yeah.

So not the event client, but the vendor client of the vendor? Oh, yeah. This is this is just language and clarity. So then you you’ve got to start with them, where they don’t know who you are, what you do. And yeah, you’ll eventually get your brand and maybe eventually, you’ll you’ll get known and all that sort of stuff. But at the moment, you begin with, you begin with people. And you have to look for people who are interested in in being involved in that kind of low, you know, carbon footprint issue, not everybody is and then you have to take them from, oh, you’re a possibility to how they would agree to work with you. And in fact, if they come across anybody, they go, who they happen to know, you know, they may be an individual, but then that they would ideally refer other others back to you themselves. Right? Yep. For for events. So you’ve got to you’ve got to take them from that place where they first encounter you, and you want to and and you’re serving process can be one of those four stages as they begin to get to know you. And then you’ve got to take them to the, to the space where they’ve had an experience with you. And they’re totally committed to what you’re doing supportive. And, and whatever. So that’s was that the journey that you were looking at?

Yeah, with a little more detail into how to get them more involved. Yeah. transparent in our processes and involving them in all of the process, not just in the beginning of the end,

right. Yeah. That’s what it has to be. Yeah. Wonderful. So that’s the stuff you’ve been thinking about already?

Uh, yeah. I we haven’t. Like we have talked about this, me and my associate. But we haven’t put it like down on paper.

Yeah. Yeah, and some of this stuff down on paper. But anyway, having the clarity of that, of where, where to take them, the fact that you’re going to bring them just being aware that you’re going to bring them on that journey. Anyway, that’s, that’s great. Because I think the clearer you are about that’s part of what you have to do is bring them from encountering you. And sometimes it’s as simple as just getting back to them any number of times so that they start to be familiar with you get to know you get to trust you and then you can actually bring them Some business down the road, then then that will feed into that loop. Yeah. But again, I guess the main thing that I, that I wanted to stress, and you won’t have to listen to me for too much longer guys, but is is that there is this journey and they do need assistance along this journey. And it is good to be aware of that. Because once even just being aware of it, then you start naturally, you almost naturally start to do things a little bit differently. And don’t forget to all along the way, it’s a little bit more natural in that kind of a situation where you’ll, you’ll reach them to the point where that endpoint is going to be, you want to make an agreement with them that they will be a vendor. And these are the conditions. And when you you know, when you sell, you know, you’ve been, you know, you’ll have your you’ll figure out your partnership agreement with that and how that all works out. You’ll have your legal agreements and all that sort of stuff down the road. But yeah, taking them from that point of of curiosity to completion. Yeah, what will that take? Cool. Very good. Hey, so I know I do better better understand I had broad brushstrokes, of understanding of what you had before, but I’m much more clear now. I think that’s wonderful. Wonderful. Yeah. cute, little good little niche that you’re working on? Yeah. Very good. Yeah.

So, Amanda?

Yes. Well, in my case,

I choose, as my stakeholders, young women, I know I need to like to define or to think like, more clearly on which type of young women I will be working with. So I think that will be something I need to work on and decide like, what what do I want to what do I want to do with them? And what what are they needs and what how do I want to help them. So how I thought about the journey was first get to talk to them, to understand their needs and concerns, by providing them a safe space where they can share their thoughts that in order to understand their resources and their limitations, then once I know which are the resources, I will be able to provide them with other useful tools, to give them the opportunity to obtain new obtain new learning, I want them to start digging and innovating on what else they can be, they can be doing. And then so I will be working on creating moments where they can interact with other people, and where they can convince themselves have the relevance they have and the importance of thinking to overcome themselves. And in that way, I will be able to create a community of support and encouragement to move more where they can ensure they achieve their achievements on their stories. And they can get like constant feedback on what on what they are doing, and maybe get some hands on on what else they can do maybe like network with other people, and to be able to continue to grow in their projects or ideas or even themselves.

So that’s kind of the journey I.

So I hear you know, there’s the initial stage, and then there’s then there’s getting interaction, and then the formation of community which a safe community what my question, as I heard you speaking about that is in terms of the objective for this group, of course, you know, the, the,

the precise, you know, because young women as a big group,

about half of the world

but you now adamian on I’m sure you mean more in in Mexico, but even there there’s you know, are you looking at helping a so young women who are interested in developing certain skills in terms of their career, are they looking at personal effectiveness skills? Are you looking at people who have had some social issues, challenges traumas, you you’re narrowing down your group at all? Are you looking at that? Because at the end, part of what is important is to be able to give people an understanding of where they can Be themselves, you know what their future self can be. So, you know, just an effective woman in the world, you might be thinking of woman leaders, so you might hold up. Find amazing women in in in Mexico, you might find amazing internationally as your goals and objectives. But I was just curious about you thinking, career, educational, you know, which which fear?

Well, I think I’m thinking on students, maybe high school students are college students, because Mexico, the rate of students that once they have finished your high school, continue with our professional career really drops down in women. So I may, I may want to, to think well, I would like to work with them in order for them to know that they have other opportunities, but also that if maybe they won’t have the resources to have like a formation, like to go to a greater university or like a particular a lot public instead of another kind of university will type of university to to let them know that they can make some changes in your community, and that they can be working, maybe on smaller projects, for them to feel that they are really making a change, and then role in themselves I’m thinking on, on how important it is for it is for them to, to continue learning and to continue growing in order for them to be able to share more with our community. So I will be thinking on on students like high school college or college students that will like to have social projects or are thinking on how to make a social impact under community, like their local community, even though it may be Yes, more one or a bigger one, just to make them sure that first they need to continue with their studies in order for them to be better, or to Yeah, to be able to do talk with other people to make them not feel like less than others. And then once they have like these elements, that they can be working on small projects, and they will be they can be like changemakers on their community.

So the things that would attract them to what you’re thinking off, would be. So the things that would attract them would be that they could be changemakers. in that community, the the kind of the back door of this is continue education. I mean, because it seems like you’re not going to go in the in the front door is not going to be keep going with your education, as much as this is what you can do. This is the difference you can make. let’s let’s let’s do this. Oh, by the way, it’s really important that you keep learning and educating. And then you get them very connected to that process as a natural part of them seeing that this their personal development and capacity to be those changemakers that really drive them is that they go to coupon learning one way or another and then you provide them. Okay.

So exactly, I think that what I what I want, or what I have seen, like in the last month, is that here in Mexico, for example, really young women are moving in the streets, and they’re trying to call attention from our leaders and our politicians, and they are really, they really want to make change. But sometimes that just feels or they or they may think that that’s just one way. And that eight occasion is the other. Like if they really want to work on something, or they have learned that maybe their parents told them like they need to work like when they’re really, really young. And they start thinking that, okay, so I have a job, or I’m working on something or I’m making something. But if you really want to make a change, if you really want to make a really great impact, you need to be prepared. And that will give you more tools in order for you to assess what you really want. So that will be like the way I will have to start convince them, while convincing them I’m talking with them to be able to make this

change if so then the the concept of their future self is as is as changemakers as people who are really making a difference. And it doesn’t matter where you come from. Education then is is is a very essential part for everybody. And whether it’s formal or, or informal education. We’ve got to constantly constantly constantly educate ourselves. So yeah, anyway. Cool. Very cool. So as you see, yeah, and what’s important there and what I just tried to draw out there is is just to differentiate between sometimes What really needs to happen isn’t enough of a carrot in front of people. You know, if you stand there and say, get an education, get an education, they’re going to go. I’m tired of school, I don’t want any more education. But to be a change later, yes, you know, and to inspire and to speak to them as those change leaders, and then it’s very natural, you know, can you do this, and this is this will help you to do this. And this will allow you to do that you build this skill and this capacity, then you can really be amazing. Yeah. So just differentiating there, in terms of how you help bring people along that experience to your goal and objective is to keep people educated, and moving forward. But sometimes, the the ways to do that, you know, it’s a little bit of like putting the bait on, how can I, it’s probably the wrong analogy, but you know, but, but you do kind of need to get people interested in something. And then, you know, because we don’t always want to be a good business leader, what do you really need, you really need to understand financials and financial budgeting. And that’s one thing you do have to know, sooner or later. Most people do you want to go and become the first business budgeter in the world? Maybe not. It’s not what’s going to inspire people to do what is needed to be able, and part of what is needed is to be able to, you know, raise funds, do the things that you need to do and get all of that stuff going. But your purpose, your purpose and your objective is something that is much more human oriented, you know, aspirationally oriented, because in the end, that’s that’s that’s the goal. Wonderful, wonderful. Fernanda. I certainly hope that, that anything that we have gone over in these in these couple of days will help even little bits and pieces here and there with with your work and everybody’s work as you move forward. What I’m going to do is I’m going to give you just like a five minute bio break, and then it’s already 130 we’ve only got another half hour, and I just want to come back and then we’ll just have a like a closing session just you know, just share our last thoughts. Any any last questions that there might be just, I just want to make one more suggestion as to what, what what to do when you leave here, and and then that’ll be it. That’ll be at the end of our three days together. And so, five minute bio break. See you in five

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