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Hey, a quick message, for those 
of you who are listening to this

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episode on Spotify, I have a 
small favor to ask Spotify. 

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Now allows mobile users to rate 
podcasts, I would really 

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appreciate it. 
If you can take a quick, pause 

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to go to the technique Journal 
podcast page, and leave your 

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favorite show. 
Your best rating on Spotify. 

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It will help me a lot to get 
this podcast to reach more 

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people on the platform. 
Thanks a lot. 

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Focus on what really matters. 
If everything matters, the 

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nothing matters. 
So Figure out what really 

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matters and use that kind of as 
a guide to help you make 

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decisions about pretty much 
everything. 

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But certainly how you use your 
time, how your team's use, your 

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time, how your company's use 
their time, make sure that what 

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you do is aligned with what 
really matters and if you do, 

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then you will almost surely 
become that person or company or

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product or whatever it is that 
you want to be Hey everyone. 

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My name is Henry Surya with 
Robin. 

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And you're listening to the 
technology, you know, podcast 

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the show where I'll be bringing 
you the greatest technical 

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leaders practitioners and 
thought leaders in the industry 

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to discuss about their Journey 
ideas and practices that we all 

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can learn and apply to build a 
highly performing technical team

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and to make an impact in your 
personal work. 

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So let's dive into our Journal. 
Hello again, to all of you, my 

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friends and listeners. 
It's really great to be back 

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here again with another new 
episode of the Tecla Journal 

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podcast. 
I am your host Henry Surya with 

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Robin. 
Thank you for tuning in 

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00:01:38,000 --> 00:01:40,800
listening to this episode. 
If this is your first time 

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listening to tackle it Juno, 
subscribe, and follow the show 

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on your favorite podcast app and
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Twitter, and Instagram. 
And if you are a regular 

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listener and enjoy listening to 
the the episodes. 

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Will you subscribe as a patron 
at package? 

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You know, dot, f / Patron and 
support my journey to continue 

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producing great technology. 
No episodes every week. 

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Have you ever felt that despite 
many things that you have done, 

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you still feel that you're going
nowhere or if you are a high 

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performer, despite 
accomplishing. 

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So many things, you still feel 
not fulfilled. 

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And thus, feel unhappy or for 
some of us, you just don't know 

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where to start in order to live 
the life you want. 

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Life can be challenging at times
and despite wherever you are in 

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your journey, we are going to 
learn a powerful framework 

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called personal agility system 
in our episode today. 

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My guest, for today's episode, 
our Peter Stevens, and Maria, 

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Mozzarella Pizza and Maria are 
the co-founders of the personal 

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agility Institute and the 
authors of personal agility book

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in this episode, Peter and Maria
shared, what personal agility 

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system is, and how we can apply 
this framework in our daily 

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lives. 
Learning from their own stories 

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and lessons, Peter and Maria 
highlighted how many people face

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typical challenges that hinder 
them from true. 

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Only getting what they want by 
using the life, is an ocean 

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method for both of them, then 
give a complete walkthrough of 

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the six. 
Powerful questions in personal 

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agility system, especially 
highlighting the key. 

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Question, to find what really 
matters Peter and Maria, then 

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shared how this framework is not
just applicable to individual, 

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but also applicable to 
leadership and organizational 

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agility, and how you can help 
leaders and teams create 

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alignment and Trust within an 
organization. 

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I really enjoyed my conversation
with both Peter and Maria 

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learning about personal agility 
system, the six powerful 

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questions and how we can use 
them to achieve what really 

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matters in our lives. 
Not to mention that, this is my 

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first episode having more than 
one guest at one time. 

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If you also enjoy and find this 
episode useful, please share it 

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with someone, you know, either 
your friends or colleagues, who 

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would also benefit from 
listening to this episode, also 

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leave a rating and review on 
your podcast. 

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Cast app or share this episode 
on your social media. 

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It is my ultimate mission to 
make this podcast and the 

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knowledge available to more 
people. 

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And you can play a part towards 
fulfilling my mission. 

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Before we continue to the 
episode. 

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Let's hear some words from our 
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Today's episode is proudly 
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The global community and events 
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Hello everyone. 
Welcome back to another new 

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episode of the package. 
You know, podcast today is very 

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special for me because this is 
my first time having two guests 

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in one episode. 
So we have Peter Stevens here 

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and Maria materially both. 
Actually co-founder of the 

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personal agility Institute, they
have a mission to help people 

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and organizations to align, what
they do with, what really 

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matters to become, who they want
to be and achieve. 

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What they want to achieve. 
So today, we'll be talking a lot

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about this personal agility, 
what is this concept? 

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All about how it helps people. 
And maybe you can also implement

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it in your life. 
So Peter Maria, really looking 

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forward to this conversation. 
So, hopefully, we have a great 

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conversation today. 
Yeah, thank you, Henry. 

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We're excited to be here. 
Yes. 

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Thank you. 
We're delighted to be here. 

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So I always tried in the 
beginning to ask my guests to 

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share your courage, your knee, 
or any highlights turning points

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in your career. 
I guess we can take turns As for

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you to spend, maybe one or two 
minutes to share your journey so

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far Maria. 
Ladies first, my background 

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started actually start working. 
When I was 15 and work three 

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jobs to pay my way through 
college. 

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One of those jobs, actually got 
me into the professional it 

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world. 
So I started working at 

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caterpillar Incorporated Fortune
100 company managing some IT 

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projects using Six Sigma that 
was my first exposure to 

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Something. 
In the agile Rel, we were always

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looking at streamlining, the 
process has increasing 

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efficiencies I went on to work 
at State Farm Insurance 

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corporate headquarters. 
Is in their Systems, Technology 

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Department. 
That's why I was managing about 

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five million dollar projects 
telling people twice my AIDS. 

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When we need in Milestones done,
it felt a lot overwhelming. 

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I really realized I was really 
good at project management. 

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We started using traditional 
project management though with a

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background in lean Six Sigma was
able to streamline the 

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processes, reduce the 
inefficiencies in the project, 

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on the Enterprise server, 
release windows and Unix server.

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Upgrades are able to go from two
releases, two, three releases a 

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year, streamline the projects, 
or we could offshore Or an 

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Outsource, some of the work to 
other teams free up, our on-site

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people from more strategic work 
and save the company. 1.5 

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million passive residual cost 
savings every year, and then 

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began to explore using scrum as 
a framework on many projects. 

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So how incredibly efficient and 
effective that was long. 

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The journey decided to get more 
into coaching and training and 

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discovered. 
I loved it over the years. 

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Started exploring agile outside 
of it. 

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What can you add Gillette 
marketing? 

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I co-founded the agile marketing
Academy. 

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Some of the first companies that
we worked with we've got some 

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incredible results 300% increase
revenue and six months. 

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Seven hundred eighty percent 
increase Revenue in a year from 

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their realize, we're on to 
something here, lunch to case 

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study program. 
The first person that invested 

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five thousand returned over 
30,000 dollars on their first 

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agile marketing campaign and we 
continue to explore ads outside 

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of it. 
That's where Peter and I 

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connected I started looking at 
this concept of agile peed in 

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your life to do more of what 
matters and that's her personal 

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agility really began to Grow as 
we began working together in the

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industry. 
So it's absolutely incredible to

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see the results. 
People, get with agile. 

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I love sharing these Concepts, 
strategies specific Frame Works 

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with people and just helping 
them work better, and live 

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better. 
Thanks Maria. 

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Olivia Peter. 
Okay, so for me, it's funny my 

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voice. 
I think starts in high school. 

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When I was an exchange student 
to France, somehow my mom 

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passed, her love of French on to
be at my revenge was becoming an

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exchange student, a couple years
later, I'd finished University. 

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I said, he computer science. 
I went to work for this little 

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company called Microsoft, which 
no one had heard of at the time,

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but you've probably heard his 
have in the meantime, spent 

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three years there, I, which 
point the calling to France kind

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of started ringing in my ear 
again, and I decided to come on 

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a European Vacation. 
Which led me to learn German and

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moved to Switzerland. 
Switzerland is one of those 

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places where if you survive your
first six months, you're never 

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going to want to leave. 
I think it took me a little bit 

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longer than six months. 
But really I decided to stay 

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here and I've been there ever 
since my journey took me through

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a variety of things including 
system management while I was 

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doing that, this is 1993. 
I kind of discovered scrum 

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Without Really knowing it. 
And that's kind of interesting 

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because Jeff Sutherland was 
creating scrum back that I 

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didn't really realize what I had
done. 

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But for 10 years after that, I 
all that my best project. 

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In fact, sometimes I still do, 
it was really a great project. 

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It was the basis of my career, 
in my business, for quite some 

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time, thereafter fast forward, 
quite a bit later. 

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I stumbled on this book called 
agile project management with 

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scrum and I opened it up and it 
was really life-changing for me,

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you know, finally, a way to 
organize people that made sense 

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and I found a scrum project. 
We took the worst project in the

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company, made it into the best 
project in the company and I 

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never looked back. 
I've been doing scrum ever 

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since. 
So today if you ask me, It's my 

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day job. 
I still say that I'm a certified

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scrum. 
Trainer, I take exactly the same

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thing. 
Fact, that's how we met is 

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because we were both scrum 
trainers. 

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We first met through the 
community and then connected a 

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bit later at a conference around
scrum and so agility has been 

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center of my life since 2006 
2008. 

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It's been a calling for me and 
personal agility is a 

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continuation of that Voyage. 
Thanks for sharing both of your 

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stories. 
Really interesting. 

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Both of you actually came from 
different backgrounds but 

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actually met through, Common 
interest, which is age. 

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Alright, so today we are not 
going to talk a gel in a sense 

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of age, our project management 
or agile methodology, but more 

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about applying a gel or agility 
here to your personal life and 

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maybe initially to personal 
life, then maybe we can talk 

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about how to apply them to 
organization. 

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But tell me more about personal 
agility concept from my 

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conversation with you before 
this actually Peter started out 

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with this concept earlier, 
right. 

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So maybe Peter can you tell us 
more about how did you come up 

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with this concept and what kind 
of problems did you see back 

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then? 
Okay, so as I told you I 

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discovered scrum and decided, I 
wanted to be a scrum trainer. 

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I eventually became a certified 
scrum trainer and I was 

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basically running a sole 
proprietorship with a couple of 

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people in orbit around me kind 
of helping me out. 

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After about four years of this, 
I realized the business was 

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going good but I was working 
like crazy. 

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It was going good, but I didn't 
feel like I was making progress.

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I felt like the wheel was just 
kind of spinning over and over. 

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I'd been trying things like 
personal kanban, or desktop 

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kanban or the Pomodoro method. 
I tried Doing things like that 

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and somehow they weren't 
helping. 

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And then, one day I said, wait a
minute, you're a scrum trainer. 

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Why don't you try doing scrum? 
I think what a radical concept 

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there were reasons that speak 
for it. 

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Nor reasons to said, maybe this 
won't work, but I thought I'd 

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give it a try and experiment. 
One of the things that I 

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realized, first of all, the 
problem wasn't limiting my work 

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in progress. 
So you hear a lot of people say 

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literature work in progress, so 
this is good advice. 

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I don't disagree with it, okay? 
But the problem is work in 

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progress is about what you're 
doing, but the other thing 

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you've got to pay attention to 
is your backlog. 

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A list of things to do and that 
was really my problem. 

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My backlog was endless, no 
matter how much I got done. 

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There was always something 
coming in to replace it. 

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And so I finished every week 
exhausted and I just didn't feel

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like I was making any progress. 
This kind of led me to start 

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reflecting a bit more not just 
on the work that I did. 

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But why did it matter? 
And, in fact, it took about 

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maybe three months to find this 
question. 

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What really matters, a colleague
of mine talked about the 

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Eisenhower method was urgent and
what's important much, much 

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later, we discovered the 
question It makes you happy, 

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another colleague of mine. 
I was sharing with this talking 

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about productivity and impact 
and he says, you need something 

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more profound than that. 
The question that came out of 

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that was what really matters by 
the end of about six months. 

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So, we're now talking October 
and November of 2016. 

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The basics of personal agility 
were kind of coming into place. 

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This is where Maria, and I met 
each other at a conference. 

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At the time, it was known as 
scrum de Portugal today. 

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That's grown into experience 
agile in the world agility form.

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So I had a brief chat with Maria
and said, Marie, I think I'm 

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Something there and I was really
intrigued by her concept of a 

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child marketing because I 
realized that she was doing 

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something very similar. 
I thought maybe a job marketing,

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could be helpful and I thought 
yeah, whatever. 

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So let's see where this leads so
we met again at the scrum 

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Gathering and we sat down for 
half an hour to talk about what 

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I was doing. 
I asked her question at the 

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center of everything which is 
what really matters to you, and 

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she thought that was kind of the
first iteration, which was about

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the things that she was doing in
the people. 

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She was with and what she was 
trying to accomplish. 

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I'll let her tell the full 
Details of it, but she realized 

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that what really mattered to her
or what needed to matter to her 

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wasn't on her radar screen. 
At that point, she says, Peter, 

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you need to learn about 
marketing because this could 

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help millions of people. 
And if you want to reach 

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millions of people, you got to 
learn about marketing. 

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Well, let Maria tell the story 
about marketing because this was

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really the birth of moment for 
the personal agility Institute, 

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that was personal agility, which
kind of started here and took 

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shape over the course of about 
six months. 

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And then there's the personal 
agility Institute, which is kind

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of, taking this idea. 
And realizing that it's 

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important, It enough and then 
sharing it with the world. 

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00:13:49,700 --> 00:13:52,100
So at this point, I think I'll 
pass the Talking Stick to Maria 

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and say, how do we go from this 
cute little idea to The 

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Institute and maybe something 
that could change the world. 

286
00:13:58,400 --> 00:13:59,500
Yeah, thank you. 
Peter. 

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00:13:59,700 --> 00:14:03,000
I remember when we were talking 
and Lisbon Portugal that first 

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00:14:03,000 --> 00:14:05,800
time you're saying, hey, Marie, 
I'd love to get your thoughts on

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00:14:05,800 --> 00:14:06,800
this. 
I just finished my angel 

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00:14:06,800 --> 00:14:09,100
marketing presentations, I could
you take a look, I've been doing

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00:14:09,100 --> 00:14:10,900
something, I think I'm on to 
something. 

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00:14:11,200 --> 00:14:13,400
I remember just being like, Oh 
yeah, Peter oh yeah, of course, 

293
00:14:13,400 --> 00:14:14,600
Angela work in your personal 
life. 

294
00:14:14,600 --> 00:14:16,000
Yeah, everyone knows that like, 
of course. 

295
00:14:16,000 --> 00:14:18,200
Yeah, that's great. 
I don't remember really 

296
00:14:18,200 --> 00:14:19,300
listening. 
I don't remember it. 

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00:14:19,300 --> 00:14:23,000
Really sinking in exactly how 
impactful this concept was over 

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00:14:23,000 --> 00:14:24,600
the years. 
I've applied agile, my life to 

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00:14:24,600 --> 00:14:26,200
achieve so many incredible 
things. 

300
00:14:26,300 --> 00:14:28,100
I remember it works. 
It's very effective. 

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00:14:28,200 --> 00:14:31,700
Active though, I had the common 
challenge that a lot of teams, 

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00:14:31,700 --> 00:14:35,300
have the classic challenge, the 
sustainable pace. 

303
00:14:35,300 --> 00:14:38,900
And so you can apply agile in 
your life and I did and I was 

304
00:14:38,900 --> 00:14:42,000
achieving all kinds of things, 
but it was not at a sustainable 

305
00:14:42,000 --> 00:14:44,600
pace. 
And I realized that the way that

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00:14:44,600 --> 00:14:47,000
agile teams struggle with it 
when you apply it in your life, 

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00:14:47,000 --> 00:14:48,700
it's easy to struggle with that 
as well. 

308
00:14:49,000 --> 00:14:51,900
And so when Peter and I 
reconnected in Munich Germany, a

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00:14:51,908 --> 00:14:54,800
couple weeks later, I remember 
sitting in the lobby of the 

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00:14:54,800 --> 00:14:58,900
Westin Grand in Munich at the 
scrum Gathering, Sorry, I'd love

311
00:14:58,900 --> 00:15:01,700
to get your thoughts one more 
time as he asked me that core 

312
00:15:01,700 --> 00:15:04,500
question, what really matters 
that time? 

313
00:15:04,500 --> 00:15:07,600
I actually heard him. 
I actually thought about that in

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00:15:07,600 --> 00:15:11,100
my context and I remember 
thinking, of course, this is 

315
00:15:11,100 --> 00:15:13,500
really powerful and I was like, 
what matters to me? 

316
00:15:13,500 --> 00:15:15,900
Freedom of flexibility. 
I've been traveling the world 

317
00:15:15,900 --> 00:15:18,400
and had always want to get out 
of that 9 to 5 job office 

318
00:15:18,700 --> 00:15:20,100
started. 
My own consulting company had 

319
00:15:20,100 --> 00:15:22,300
that freedom, but that was 
really lonely. 

320
00:15:22,600 --> 00:15:24,700
And I realized that what really 
mattered was also like 

321
00:15:24,700 --> 00:15:27,700
meaningful conversations and 
relationships with people that 

322
00:15:27,700 --> 00:15:29,200
matter. 
Read throughout this life. 

323
00:15:29,600 --> 00:15:31,400
I was like, wow, that's 
something that really matters to

324
00:15:31,400 --> 00:15:32,800
me. 
Because sometimes when you 

325
00:15:32,800 --> 00:15:36,200
travel every day every week, you
don't really see those people 

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00:15:36,200 --> 00:15:38,700
from day-to-day, also quality 
and brand. 

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00:15:39,000 --> 00:15:41,300
That's so important to me. 
And I was like, oh yeah, I know 

328
00:15:41,300 --> 00:15:44,000
what matters to me, Peter. 
But then I realized that there 

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00:15:44,000 --> 00:15:46,600
was something that didn't even 
hit my radar. 

330
00:15:47,100 --> 00:15:50,300
And in fact, nothing that 
mattered really mattered at all 

331
00:15:50,300 --> 00:15:52,900
without this other item and that
was my health. 

332
00:15:53,200 --> 00:15:56,900
My health had been so challenged
because after I left my glass 

333
00:15:56,900 --> 00:16:00,000
Consulting engagement in, Go. 
I literally started traveling 

334
00:16:00,000 --> 00:16:02,600
the world for five years with no
home, just City to City Country 

335
00:16:02,600 --> 00:16:04,700
to country while that was 
helping me achieve. 

336
00:16:04,700 --> 00:16:08,400
These other goals that I thought
mattered my health completely 

337
00:16:08,500 --> 00:16:12,400
tanked and I realized I couldn't
enjoy anything. 

338
00:16:12,500 --> 00:16:15,300
If I didn't have my help, you 
got so bad that I ended up in 

339
00:16:15,308 --> 00:16:17,500
the hospital in and out of the 
hospital in a wheelchair for a 

340
00:16:17,508 --> 00:16:18,600
year. 
I couldn't walk. 

341
00:16:18,900 --> 00:16:22,200
It was so severe that I realized
I had to completely shift my 

342
00:16:22,200 --> 00:16:24,300
life. 
Having that core question. 

343
00:16:24,300 --> 00:16:26,800
What really matters? 
Help me to do that. 

344
00:16:26,900 --> 00:16:30,000
I put held as the Over one thing
on my priorities map, and 

345
00:16:30,000 --> 00:16:33,300
started completely re navigating
the lens at which I looked 

346
00:16:33,300 --> 00:16:35,300
through life. 
And I've been using personal 

347
00:16:35,300 --> 00:16:38,400
Julie, ever since, and have been
so incredibly passionate about 

348
00:16:38,400 --> 00:16:40,500
helping, share this concept of 
the world, and working with 

349
00:16:40,500 --> 00:16:42,400
Peter helped. 
Make this framework available 

350
00:16:42,400 --> 00:16:45,300
for the world. 
Wow, thank you for sharing such 

351
00:16:45,300 --> 00:16:48,700
beautiful story when I listen to
both of you explaining it. 

352
00:16:48,700 --> 00:16:51,500
I can see literally myself. 
Maybe following you from this 

353
00:16:51,500 --> 00:16:54,800
bun to Munich, seeing your life 
journey and how you implement it

354
00:16:54,900 --> 00:16:56,800
in your life. 
It's really fascinating. 

355
00:16:57,000 --> 00:16:59,700
So, for people to actually Get 
the gist of this personality. 

356
00:16:59,700 --> 00:17:02,700
After all your journey through 
life and now coming up with this

357
00:17:02,700 --> 00:17:05,800
institute, can you maybe tell us
like the elevator pitch. 

358
00:17:05,800 --> 00:17:09,700
What is actually personal 
agility system for me. 

359
00:17:09,900 --> 00:17:13,400
The personal agility is a simple
coaching based framework to 

360
00:17:13,400 --> 00:17:15,800
align what you do with what 
really matters. 

361
00:17:16,300 --> 00:17:17,900
You know. 
We can explain the core of it in

362
00:17:17,900 --> 00:17:20,099
five minutes. 
It's really just six questions 

363
00:17:20,099 --> 00:17:21,700
or the core of it is six 
questions. 

364
00:17:21,700 --> 00:17:24,099
There are other things that you 
can build on coaching. 

365
00:17:24,099 --> 00:17:27,800
Based, what we do is we use the 
tools of coaching to help you 

366
00:17:27,800 --> 00:17:29,500
figure. 
Figure out what really matters 

367
00:17:29,600 --> 00:17:31,800
and connect what you do with 
what really matters. 

368
00:17:32,100 --> 00:17:33,800
So this is where alignment 
comes. 

369
00:17:33,800 --> 00:17:37,400
In the first alignment is you 
with yourself, one of the things

370
00:17:37,400 --> 00:17:40,400
that we discovered along the 
way, the kind of emerged is the 

371
00:17:40,400 --> 00:17:42,600
same techniques that you can use
with yourself. 

372
00:17:42,600 --> 00:17:45,400
That is asking powerful 
questions and using them to make

373
00:17:45,400 --> 00:17:48,100
sense of the situation. 
You can apply them with the 

374
00:17:48,100 --> 00:17:51,100
people around you. 
You can ask powerful questions 

375
00:17:51,100 --> 00:17:53,300
to your manager, as you can ask 
powerful questions to your 

376
00:17:53,300 --> 00:17:55,400
stakeholders, you can ask 
powerful questions to your 

377
00:17:55,400 --> 00:17:58,000
customers and all sorts of 
amazing things. 

378
00:17:58,200 --> 00:18:01,100
Then when you do because a 
powerful question is an 

379
00:18:01,108 --> 00:18:04,600
invitation to think the start of
a powerful conversation. 

380
00:18:05,000 --> 00:18:07,900
This is where personal agility 
took on its character as a 

381
00:18:07,908 --> 00:18:10,900
leadership framework. 
So we could just as easily say 

382
00:18:11,000 --> 00:18:14,200
personal agility is a simple 
leadership framework to help you

383
00:18:14,200 --> 00:18:16,400
create alignment around what 
really matters. 

384
00:18:16,700 --> 00:18:18,400
This is what's happened with our
case studies. 

385
00:18:18,400 --> 00:18:21,600
We find some very personal case 
studies but we've also found 

386
00:18:21,600 --> 00:18:24,400
cases of startups achieving 
their profitability goals of 

387
00:18:24,400 --> 00:18:27,000
their valuation goals. 
We've seen companies avoiding 

388
00:18:27,000 --> 00:18:29,200
bankruptcy, we vote. 
All kinds of people getting 

389
00:18:29,200 --> 00:18:31,200
their life. 
Sorted out what really matters 

390
00:18:31,200 --> 00:18:34,100
question and the techniques for 
creating alignment have proved 

391
00:18:34,100 --> 00:18:36,500
to be really powerful. 
That's what our book is about, 

392
00:18:36,500 --> 00:18:39,500
and this is what the personal 
agility system is about Maria. 

393
00:18:39,500 --> 00:18:40,500
Would you like to add something 
to that? 

394
00:18:40,500 --> 00:18:43,100
Did I miss anything important 
that was phenomenal? 

395
00:18:43,100 --> 00:18:46,700
Peter, I really feel that being 
able to see the application of 

396
00:18:46,700 --> 00:18:49,700
this framework and individual 
context, and the business 

397
00:18:49,700 --> 00:18:51,600
context. 
What's been incredibly 

398
00:18:51,600 --> 00:18:54,900
impressive, is that the 
versatility of the application 

399
00:18:55,600 --> 00:18:58,700
So, before we actually go into 
these powerful coaching 

400
00:18:58,700 --> 00:19:01,200
questions, what you mentioned as
six powerful questions. 

401
00:19:01,500 --> 00:19:04,600
Actually, when I read the juice 
of the book, I kind of stumbled 

402
00:19:04,600 --> 00:19:07,000
into this life, is the ocean 
metaphor. 

403
00:19:07,300 --> 00:19:09,400
I know, like, we could in the 
beginning, your intro, about 

404
00:19:09,400 --> 00:19:12,200
your journey, but maybe you can 
walk us through about this 

405
00:19:12,200 --> 00:19:16,200
metaphor for people to actually 
sink in and look at their life. 

406
00:19:16,200 --> 00:19:18,800
Using this metaphor may be 
either you marry of Peter can 

407
00:19:18,800 --> 00:19:19,800
narrate. 
What is this? 

408
00:19:19,800 --> 00:19:22,600
Life is the ocean metaphor. 
Yeah. 

409
00:19:22,600 --> 00:19:25,700
So several years ago, I had 
invited Peter to join me on 

410
00:19:26,100 --> 00:19:28,300
agile marketing Crews that we 
were doing. 

411
00:19:28,600 --> 00:19:31,700
Basically it was just a group of
400 marketers coming together as

412
00:19:31,700 --> 00:19:34,100
coordinating. 
A group of ten, cabins who 

413
00:19:34,100 --> 00:19:37,100
doesn't love a conference on a 
cruise ship and so, Peter flew 

414
00:19:37,100 --> 00:19:40,300
over from Switzerland with his 
wife, and they joined us as we 

415
00:19:40,308 --> 00:19:41,800
left. 
The port and set sail for 

416
00:19:41,800 --> 00:19:44,400
several days to some fancy 
Caribbean islands. 

417
00:19:44,500 --> 00:19:47,400
There's one morning that Peter 
was sitting outside the coffee 

418
00:19:47,400 --> 00:19:50,400
shop, and he saw the screen that
they had. 

419
00:19:50,400 --> 00:19:53,900
That had the tracking of Our 
destination and our journey so 

420
00:19:53,900 --> 00:19:56,000
far, you'll see the same thing 
on airplanes. 

421
00:19:56,200 --> 00:19:59,700
It was marveling how when you 
look at this journey, you could 

422
00:19:59,700 --> 00:20:01,500
kind of see an indicator where 
you've been and where you're 

423
00:20:01,500 --> 00:20:03,400
going. 
As we were talking about this, 

424
00:20:03,400 --> 00:20:05,800
we were realizing, this is a 
great metaphor for your life. 

425
00:20:06,000 --> 00:20:09,300
We have, where we've been, we 
have an idea of the destination 

426
00:20:09,500 --> 00:20:12,000
but then we realized that you 
could get blown off course. 

427
00:20:12,300 --> 00:20:16,200
And so, where we intend to go is
not always where we go. 

428
00:20:16,500 --> 00:20:20,100
When you look at a goal that you
set or an ambition or dream that

429
00:20:20,100 --> 00:20:23,500
you've had, look at parents for 
Sample, you end up having a 

430
00:20:23,500 --> 00:20:26,100
child or a couple of children 
and then they become your world 

431
00:20:26,100 --> 00:20:27,900
and you're so concerned about 
helping them. 

432
00:20:28,100 --> 00:20:30,900
A lot of times, we forget about 
ourselves, putting other people 

433
00:20:30,900 --> 00:20:34,600
in front of our own well-being, 
our own goals, our own dreams. 

434
00:20:34,600 --> 00:20:37,500
And yes, we care for our family.
But if you don't take care of 

435
00:20:37,500 --> 00:20:40,100
yourself first, how can you be 
your best for everyone else? 

436
00:20:40,500 --> 00:20:43,700
And so it's important and it's 
okay to prioritize your own 

437
00:20:43,700 --> 00:20:46,800
health to prioritize the things 
that make you happy because then

438
00:20:46,900 --> 00:20:49,500
that is an uplift for everyone 
else around you. 

439
00:20:49,800 --> 00:20:52,900
And so we realize that while you
have this long Longer term goal 

440
00:20:52,900 --> 00:20:54,500
or destination. 
You're trying to get to. 

441
00:20:54,700 --> 00:20:57,900
We often get blown off course. 
Personal jewelry is very kind of

442
00:20:57,900 --> 00:20:59,800
framework if you get blown off 
course. 

443
00:20:59,800 --> 00:21:01,900
It's okay. 
Just recognize that you've been 

444
00:21:01,900 --> 00:21:03,900
blown off course, and get back, 
on course. 

445
00:21:04,100 --> 00:21:07,800
So we often refer to the 
destination of Jamaica because 

446
00:21:07,800 --> 00:21:10,200
that was one of our destinations
on the cruise ship. 

447
00:21:10,500 --> 00:21:12,200
Yes. 
Actually, we were sailing to and

448
00:21:12,200 --> 00:21:14,900
I came up with a metaphor, 
that's why it was Jamaica and 

449
00:21:14,900 --> 00:21:16,400
not someplace else. 
Yes. 

450
00:21:16,700 --> 00:21:19,100
It's so we talked about, you 
know, where is your Jamaica? 

451
00:21:19,100 --> 00:21:21,500
Where is the destination you 
want to get to? 

452
00:21:21,900 --> 00:21:25,600
And often times, we may get so 
rolled up in the busyness of 

453
00:21:25,600 --> 00:21:29,700
life that we miss getting that 
progress toward our longer-term 

454
00:21:29,700 --> 00:21:32,300
goals so we don't want to lose 
sight of Jamaica. 

455
00:21:32,300 --> 00:21:34,500
We want to be able to keep sight
of that. 

456
00:21:34,700 --> 00:21:37,900
Personal Julie system really is 
helpful in helping you visualize

457
00:21:38,000 --> 00:21:39,600
and identify those longer-term 
goals. 

458
00:21:39,900 --> 00:21:43,100
Also while not losing sight of 
the shorter-term initiatives and

459
00:21:43,100 --> 00:21:45,200
helping you maintain on your 
course. 

460
00:21:45,400 --> 00:21:48,000
Even if you get blown off, 
course to get back on course 

461
00:21:48,000 --> 00:21:51,200
toward that destination. 
I really love that metaphor 

462
00:21:51,200 --> 00:21:53,700
actually because when I see 
myself as well and having 

463
00:21:53,700 --> 00:21:56,700
listened to your journey as 
well, I could resonate with some

464
00:21:56,700 --> 00:21:59,500
of the challenges that I'm also 
experiencing, for example, like 

465
00:21:59,500 --> 00:22:02,700
Peter said, unless back luck. 
Yeah, I mean, maybe we can be 

466
00:22:02,700 --> 00:22:05,500
efficient and execute tasks, or 
with us, but yeah, the backlog 

467
00:22:05,500 --> 00:22:08,200
seems to be endless. 
You know, it's never ending and 

468
00:22:08,200 --> 00:22:09,800
tomorrow. 
There's another huge amount of 

469
00:22:09,800 --> 00:22:12,400
backlogs that I need to do. 
And Maria saying about 

470
00:22:12,400 --> 00:22:14,800
sustainable Pace, we have that 
many backlogs. 

471
00:22:14,800 --> 00:22:17,400
Of course, we seem to have the 
energy to actually execute all 

472
00:22:17,400 --> 00:22:19,400
those things. 
Is it sustainable over the long 

473
00:22:19,500 --> 00:22:21,100
Term period. 
We don't know, right? 

474
00:22:21,100 --> 00:22:22,700
That's why. 
I think I love this metaphor to 

475
00:22:22,700 --> 00:22:24,400
seek. 
Where is your Jamaica? 

476
00:22:24,500 --> 00:22:26,400
So, where is the destination 
that you want to go? 

477
00:22:26,600 --> 00:22:29,800
Maybe using me, as the target 
coaching? 

478
00:22:29,900 --> 00:22:33,200
Can you walk us through the six 
powerful questions that you have

479
00:22:33,300 --> 00:22:36,500
in this personal agility? 
So let me take a shot at. 

480
00:22:36,500 --> 00:22:39,400
I have to say Maria is a great 
coach and it's her coaching 

481
00:22:39,400 --> 00:22:42,000
skills that have really brought 
the first really compelling case

482
00:22:42,000 --> 00:22:44,700
studies to the surface. 
We actually start this kind of a

483
00:22:44,700 --> 00:22:48,400
question 0, which is, why do you
want to do personal agility? 

484
00:22:48,600 --> 00:22:50,800
What's the change? 
What you're trying to achieve or

485
00:22:50,800 --> 00:22:52,800
what's the state that you're 
trying to achieve? 

486
00:22:52,900 --> 00:22:55,000
We think of Jamaica is the 
destination. 

487
00:22:55,400 --> 00:22:58,300
So, having some clarity as to 
what your destination is, what's

488
00:22:58,300 --> 00:23:01,300
this important goal that you're 
trying to achieve or state that 

489
00:23:01,300 --> 00:23:04,400
you're trying to maintain, this 
Clarity can be really helpful 

490
00:23:04,600 --> 00:23:07,200
when we get to leadership, will 
talk about how you can use this 

491
00:23:07,200 --> 00:23:10,000
notion of Jamaica. 
The first question is, what 

492
00:23:10,000 --> 00:23:12,300
really matters. 
So if we come back to our 

493
00:23:12,300 --> 00:23:15,400
navigation metaphor today, we 
use the GPS before. 

494
00:23:15,400 --> 00:23:18,600
There was GPS and radio 
navigation, we navigated by the 

495
00:23:18,600 --> 00:23:20,800
Stars. 
You had the pole star in the 

496
00:23:20,800 --> 00:23:22,200
north. 
You have the Southern Cross in 

497
00:23:22,200 --> 00:23:24,400
the South. 
You had Orion's Belt that was 

498
00:23:24,400 --> 00:23:26,900
going around the equator. 
You know what time does this 

499
00:23:26,900 --> 00:23:30,000
Orion's Belt come up or go down?
Where is the North Star? 

500
00:23:30,000 --> 00:23:32,200
How high in the sky? 
It is knowing what time it is 

501
00:23:32,200 --> 00:23:33,700
and kind of figure out where you
are. 

502
00:23:34,000 --> 00:23:36,500
So the navigation Stars they 
help you take a fix and 

503
00:23:36,500 --> 00:23:39,200
understand what you're going. 
So the first question is what 

504
00:23:39,200 --> 00:23:41,900
really matters the first time 
you ask it, it's going to be a 

505
00:23:41,900 --> 00:23:45,100
really powerful question because
you may not know and it may even

506
00:23:45,100 --> 00:23:47,500
take you a while to really come 
up with the right answers. 

507
00:23:47,500 --> 00:23:49,200
I mean, think of Maria's 
example. 

508
00:23:49,500 --> 00:23:52,100
She thought she knew and then 
she thought about it, she kind 

509
00:23:52,100 --> 00:23:56,000
of the Sarika moment actually. 
Okay this is what really matters

510
00:23:56,000 --> 00:23:59,200
and this led to her making big 
changes in her life and that by 

511
00:23:59,200 --> 00:24:02,200
the way, is a concept which 
scales to any size organization 

512
00:24:02,400 --> 00:24:04,500
once you get clarity on what 
matters you get, everyone 

513
00:24:04,500 --> 00:24:06,600
pointing in the right direction 
and you can start moving 

514
00:24:06,600 --> 00:24:09,100
forward. 
Once you've got that, then the 

515
00:24:09,100 --> 00:24:12,100
question is, were kind of a 
reminder of what you care about.

516
00:24:12,200 --> 00:24:15,000
Just kind of setting the stage 
for setting the frame, then you 

517
00:24:15,000 --> 00:24:17,400
go on to the next question. 
Which is, what did you get done 

518
00:24:17,400 --> 00:24:19,400
last week? 
How have you been spending? 

519
00:24:19,500 --> 00:24:22,100
During your time, this is like 
looking at that trail of 

520
00:24:22,100 --> 00:24:24,900
breadcrumbs, it'll think henslin
Gradle going through the forest 

521
00:24:24,900 --> 00:24:27,400
leaving a trail of breadcrumbs 
so they can find their way back.

522
00:24:27,600 --> 00:24:30,100
That trail of breadcrumbs not 
only shows you where you came 

523
00:24:30,100 --> 00:24:32,800
from but it also gives you a 
hint about where you're going. 

524
00:24:33,300 --> 00:24:36,600
So for instance Maria realize 
that my health is really 

525
00:24:36,600 --> 00:24:38,400
important. 
You look at what you did, what 

526
00:24:38,400 --> 00:24:40,300
have I done for my health in the
last week? 

527
00:24:40,500 --> 00:24:42,900
Actually nothing. 
So what does that mean for my 

528
00:24:42,900 --> 00:24:44,000
health? 
Going forward? 

529
00:24:44,200 --> 00:24:46,300
We got a course. 
We say we want to go to Jamaica 

530
00:24:46,300 --> 00:24:48,600
but actually we're heading 
towards Antarctica right now. 

531
00:24:48,700 --> 00:24:50,300
Wait a minute. 
Where's Oh, I tried to because 

532
00:24:50,300 --> 00:24:52,800
their Wares Jamaica, I should 
make his about 90 degrees to the

533
00:24:52,800 --> 00:24:54,500
right. 
So what do we do? 

534
00:24:54,500 --> 00:24:57,200
Moving forward, we're going to 
start changing how we use our 

535
00:24:57,200 --> 00:24:59,300
time. 
So this comes to the, what do 

536
00:24:59,300 --> 00:25:01,500
you do with your backlog? 
The first thing is, what's on 

537
00:25:01,500 --> 00:25:04,700
your backlog, what could you do?
You notice how we use the word, 

538
00:25:04,700 --> 00:25:07,100
what could you do, rather than, 
what do I have to do, or what 

539
00:25:07,100 --> 00:25:08,800
must get done, or things like 
that? 

540
00:25:08,900 --> 00:25:11,100
What does my spouse significant 
other manager? 

541
00:25:11,100 --> 00:25:14,400
Whoever telling me has to get 
done, these are possibilities 

542
00:25:14,700 --> 00:25:16,100
now. 
Why are they possibilities? 

543
00:25:16,300 --> 00:25:19,300
Simple reality, is you got too 
much to do so. 

544
00:25:19,400 --> 00:25:21,100
You're not going to be able to 
do everything and you're 

545
00:25:21,100 --> 00:25:23,300
certainly not going to be able 
to do everything this week. 

546
00:25:23,400 --> 00:25:25,700
So the more interesting question
is of all the things you could 

547
00:25:25,700 --> 00:25:27,800
do, what are you going to do 
this week? 

548
00:25:28,100 --> 00:25:30,000
That's what the next two 
questions are about. 

549
00:25:30,300 --> 00:25:33,500
Now remember Eisenhower, you 
know, Eisenhower was a former 

550
00:25:33,500 --> 00:25:36,500
Army, general commanded, the 
Allies in World War Two, When 

551
00:25:36,500 --> 00:25:39,200
The War became president, he 
talked about was urgent. 

552
00:25:39,200 --> 00:25:42,300
And what's important, there's a 
third element at that we've 

553
00:25:42,300 --> 00:25:44,200
added which is what's going to 
make me. 

554
00:25:44,200 --> 00:25:47,300
Happy governments, don't really 
care, what makes you happy, but 

555
00:25:47,300 --> 00:25:49,100
they care about what's urgent 
and important. 

556
00:25:49,600 --> 00:25:52,300
Okay, so what we say, well, 
first is, what could you do, 

557
00:25:52,300 --> 00:25:54,600
what side your backlog. 
Let's look at those things on 

558
00:25:54,600 --> 00:25:56,800
the backlog. 
What's important, what's urgent?

559
00:25:56,800 --> 00:25:59,500
What's going to make you happy? 
Eisenhower was in a very 

560
00:25:59,500 --> 00:26:02,300
interesting position as 
president or as general the 

561
00:26:02,300 --> 00:26:05,400
stuff that he doesn't have time 
for, he can delegate, but you 

562
00:26:05,400 --> 00:26:08,000
and I in our daily lives that 
you can't delegate the work of 

563
00:26:08,000 --> 00:26:09,900
your life. 
This is where you can either 

564
00:26:09,900 --> 00:26:12,500
actively make choices, or you 
can let the Winds of Fate. 

565
00:26:12,500 --> 00:26:15,200
Make the choices for you, but at
the end of the week, some things

566
00:26:15,200 --> 00:26:17,000
aren't going to get done. 
And some things are going to get

567
00:26:17,000 --> 00:26:18,700
done. 
Maybe some things are going to 

568
00:26:18,700 --> 00:26:20,100
get done. 
This is we're getting 

569
00:26:20,100 --> 00:26:21,800
intentional about how you use 
your time. 

570
00:26:21,800 --> 00:26:24,800
Gets to be important of all the 
things I could do, what's 

571
00:26:24,800 --> 00:26:26,800
urgent, what's important? 
What's going to make me happy? 

572
00:26:27,100 --> 00:26:29,100
And this is the next question. 
What I really want to get done 

573
00:26:29,100 --> 00:26:32,700
this week and so this is like 
setting a course I'm setting a 

574
00:26:32,700 --> 00:26:34,900
course, which I think is going 
to take me to Jamaica. 

575
00:26:35,200 --> 00:26:38,000
This is what you focus on. 
So as you kind of go through the

576
00:26:38,000 --> 00:26:40,400
week, we've got this week 
column, which is the list of 

577
00:26:40,400 --> 00:26:41,800
things. 
What you want to get done this 

578
00:26:41,800 --> 00:26:45,700
week in scrum, that's what you 
expect to get done in personal 

579
00:26:45,700 --> 00:26:46,900
agility. 
This is what you're going to 

580
00:26:46,900 --> 00:26:49,000
come back to when you get blown 
off course. 

581
00:26:49,500 --> 00:26:52,300
Because the problem is now now 
especially with covid, but even 

582
00:26:52,300 --> 00:26:55,100
before covid life happens, 
faster than you can plan. 

583
00:26:55,300 --> 00:26:58,000
So your son walks in and he's 
got a skinned knee. 

584
00:26:58,000 --> 00:27:00,900
Can you tell him to go away? 
Maybe I'll some father's you 

585
00:27:00,900 --> 00:27:02,800
never know. 
Moms would never send their kids

586
00:27:02,800 --> 00:27:04,100
away. 
On the other hand. 

587
00:27:04,100 --> 00:27:06,500
Your boss comes in, at your 
customer comes in calls the 

588
00:27:06,500 --> 00:27:08,100
phone. 
I need you to do something right

589
00:27:08,100 --> 00:27:09,900
away. 
Are you going to say no sooner 

590
00:27:09,900 --> 00:27:11,300
or later? 
That gets to be a much tougher 

591
00:27:11,300 --> 00:27:12,900
choice. 
And even though you've set this 

592
00:27:12,900 --> 00:27:15,600
course, here's this heavy cross 
wind blowing you off course. 

593
00:27:15,900 --> 00:27:18,500
So what do you do? 
Well, you deal with it and you 

594
00:27:18,500 --> 00:27:20,800
get it done. 
You do what you have to do and 

595
00:27:20,800 --> 00:27:23,100
then you celebrate it. 
What did I get done? 

596
00:27:23,100 --> 00:27:24,000
You celebrate. 
Whatever. 

597
00:27:24,000 --> 00:27:26,200
You got done even though this 
was different than what you set 

598
00:27:26,200 --> 00:27:27,900
out to do. 
Hey, that boat is still 

599
00:27:27,900 --> 00:27:29,800
floating. 
This is where we talk about 

600
00:27:29,800 --> 00:27:32,100
storms. 
Storms, blow you off course. 

601
00:27:32,100 --> 00:27:33,600
Rumor has it. 
There were pirates in the 

602
00:27:33,600 --> 00:27:35,700
Caribbean. 
They can do all kinds of wild 

603
00:27:35,700 --> 00:27:38,000
and crazy things to your course.
So you deal with, you got to 

604
00:27:38,000 --> 00:27:41,100
have to do when you get back a 
moment to do what you want to be

605
00:27:41,100 --> 00:27:43,800
doing, or what you care about, 
you come back to that stuff that

606
00:27:43,800 --> 00:27:46,000
you put on your this week column
or your today column. 

607
00:27:46,400 --> 00:27:49,300
And so, we're using our short 
list of things to do, too. 

608
00:27:49,500 --> 00:27:51,300
Get us back. 
On course when we get blown off 

609
00:27:51,300 --> 00:27:53,700
course to go through the we can 
you get things done? 

610
00:27:54,000 --> 00:27:55,900
Some of the things with things, 
you'd planned at the beginning 

611
00:27:55,900 --> 00:27:58,200
of the week and some of the 
things were things that came up 

612
00:27:58,300 --> 00:28:01,000
and then you get to the end of 
the week and you celebrate what 

613
00:28:01,000 --> 00:28:02,300
you get done. 
Okay? 

614
00:28:02,300 --> 00:28:04,200
We call this celebrate and 
shoes, celebrate. 

615
00:28:04,200 --> 00:28:06,900
What you got done before, choose
what you want to do, moving 

616
00:28:06,900 --> 00:28:09,300
forward, that boat is somewhere 
out in the ocean. 

617
00:28:09,300 --> 00:28:11,900
You've made some progress. 
Maybe you're closer to Jamaica 

618
00:28:11,900 --> 00:28:14,300
at the end of the week that you 
were at the beginning, but maybe

619
00:28:14,300 --> 00:28:16,200
not. 
And maybe you still care about 

620
00:28:16,200 --> 00:28:19,100
Jamaica, and maybe you've 
decided to set a new course but 

621
00:28:19,100 --> 00:28:21,500
the Idea is to be intentional 
aware of where you're going. 

622
00:28:21,600 --> 00:28:23,900
Let's go through the questions. 
First one is what really 

623
00:28:23,900 --> 00:28:26,000
matters. 
It's like, it is what I get done

624
00:28:26,000 --> 00:28:28,400
last week which is the 
celebration part. 

625
00:28:28,500 --> 00:28:30,700
The next one is, what could I do
this week? 

626
00:28:31,100 --> 00:28:33,300
The one after that is of those 
things was urgent. 

627
00:28:33,300 --> 00:28:36,000
What's important or what's going
to make you happy of those 

628
00:28:36,000 --> 00:28:37,700
things? 
Which ones do I really want to 

629
00:28:37,708 --> 00:28:40,300
get done this week? 
And those are five questions to 

630
00:28:40,308 --> 00:28:41,800
kind of help you navigate 
through life. 

631
00:28:41,800 --> 00:28:43,900
Now, some of you are counting 
and say, wait a minute, where's 

632
00:28:43,900 --> 00:28:46,100
the sixth question? 
Maria, would you like to take 

633
00:28:46,100 --> 00:28:49,000
the six question? 
Yeah, what we've realized is 

634
00:28:49,000 --> 00:28:53,500
that there is a need for 
sometimes taking a step back and

635
00:28:53,500 --> 00:28:54,800
look at your situation and 
saying. 

636
00:28:55,200 --> 00:28:57,700
If I could do this myself I 
would have already had it done 

637
00:28:57,700 --> 00:29:01,400
by now and maybe just maybe you 
might need to ask for help. 

638
00:29:01,400 --> 00:29:04,100
So the sixth question is, who 
can help one of the things that 

639
00:29:04,100 --> 00:29:06,900
I've realized over the last 
couple of years, you can get 

640
00:29:06,900 --> 00:29:10,200
almost anything done. 
If you get stuck by either 

641
00:29:10,200 --> 00:29:13,000
asking someone for help someone,
that's a friend, a family 

642
00:29:13,000 --> 00:29:15,900
member, someone who you can 
share the vision or just share 

643
00:29:15,900 --> 00:29:18,100
the situation and say, hey, can 
you Help me. 

644
00:29:18,400 --> 00:29:21,800
They may say, yes, they may say 
no or we have an incredible 

645
00:29:21,800 --> 00:29:24,600
opportunity to hire Freelancers 
off the internet today. 

646
00:29:24,700 --> 00:29:26,800
You look at Craigslist, you look
at Angie's List, you look at 

647
00:29:26,800 --> 00:29:29,500
freelancer websites, like 
there's so many freelance or 

648
00:29:29,500 --> 00:29:31,400
websites. 
You could probably either just 

649
00:29:31,400 --> 00:29:34,600
ask for help from someone else 
who might care, or delegate or 

650
00:29:34,600 --> 00:29:37,700
Outsource, or hire someone, 
that, could assist you with what

651
00:29:37,700 --> 00:29:39,800
it is. 
You're stuck on because chances 

652
00:29:39,800 --> 00:29:43,100
are, if you can't get through 
that roadblock, if you can get 

653
00:29:43,100 --> 00:29:45,500
through that today, you might 
have the same roadblock a week. 

654
00:29:45,500 --> 00:29:47,300
Later, that same roadblock might
be there. 

655
00:29:47,500 --> 00:29:50,400
A month later and now we've 
completely stopped our progress 

656
00:29:50,400 --> 00:29:52,400
toward our goal. 
The couple of the things that 

657
00:29:52,400 --> 00:29:54,300
Peter mentioned, that I really 
want to highlight that were 

658
00:29:54,300 --> 00:29:58,100
impactful for me was there's one
day where he was talking about 

659
00:29:58,100 --> 00:29:59,900
the idea of asking what's 
urgent. 

660
00:30:00,200 --> 00:30:02,600
And the idea is we want to 
actually start to work on the 

661
00:30:02,600 --> 00:30:05,700
important things before they 
become urgent. 

662
00:30:06,000 --> 00:30:09,600
That was a game-changer for me 
to be able to realize, wait a 

663
00:30:09,600 --> 00:30:11,400
minute. 
If you have a lot of things that

664
00:30:11,400 --> 00:30:14,200
are Urgent, why are they 
becoming urgent? 

665
00:30:14,200 --> 00:30:17,800
So if we can sprinkle in kind of
Salt Bay in some of these Things

666
00:30:17,800 --> 00:30:22,200
that along the way are important
and get to them before they hit 

667
00:30:22,200 --> 00:30:24,600
that point of urgency. 
Now, we could start to get 

668
00:30:24,600 --> 00:30:27,700
better Rhythm of the way that 
we're working, the flow that we 

669
00:30:27,700 --> 00:30:29,700
have. 
And then we added in that 

670
00:30:29,700 --> 00:30:32,400
question a little bit later of, 
what would make you happy that 

671
00:30:32,400 --> 00:30:36,400
wasn't even on my radar until 
recently, I remember was 

672
00:30:36,400 --> 00:30:39,800
actually about five years ago, I
was talking to Alistair cockburn

673
00:30:39,800 --> 00:30:41,300
and he's become a good friend 
over the years. 

674
00:30:41,600 --> 00:30:43,400
Many people know him. 
As one of the co-authors of the 

675
00:30:43,400 --> 00:30:45,900
agile Manifesto. 
We are talking about goals and 

676
00:30:45,900 --> 00:30:48,700
setting goals for the new year. 
And I remember he was like, 

677
00:30:48,800 --> 00:30:52,200
where's your happiness or joy? 
Where's joy in your goals and 

678
00:30:52,200 --> 00:30:54,800
had money goals? 
I had Fame goals, I had 

679
00:30:54,800 --> 00:30:58,000
achievement goals, I was like, I
don't understand the question. 

680
00:30:58,200 --> 00:31:00,100
I literally did not even 
understand. 

681
00:31:00,100 --> 00:31:03,600
The question of what brings me 
joy in Life or what makes me 

682
00:31:03,600 --> 00:31:07,300
happy because I was so focused 
on achieving things. 

683
00:31:07,600 --> 00:31:11,000
But what I've realized is that 
even if you use agile to get 

684
00:31:11,000 --> 00:31:13,800
things done, more effectively 
achieve those goals faster. 

685
00:31:14,100 --> 00:31:17,000
Sometimes, there can be an 
emptiness after achieving goals.

686
00:31:17,500 --> 00:31:20,700
Really think is profound about 
personal agility, is it helps 

687
00:31:20,700 --> 00:31:23,100
you really take that step back 
and look at happiness and 

688
00:31:23,100 --> 00:31:26,200
fulfillment. 
How do I feel about the things I

689
00:31:26,200 --> 00:31:28,200
got done? 
And so there's so much more 

690
00:31:28,200 --> 00:31:31,300
meaning behind what you've 
achieved when you take that time

691
00:31:31,300 --> 00:31:34,400
to celebrate and choose and see,
wow! 

692
00:31:34,400 --> 00:31:37,500
I got more done than I thought, 
or oh, wow, look at this. 

693
00:31:37,600 --> 00:31:40,400
You can actually make those 
better decisions of where you 

694
00:31:40,400 --> 00:31:43,800
want to go based on what you've 
done and it all really comes 

695
00:31:43,800 --> 00:31:45,500
together in a very impactful 
way. 

696
00:31:46,200 --> 00:31:48,700
Thanks for explaining all this. 
These six powerful questions 

697
00:31:48,700 --> 00:31:52,100
concept really powerful. 
In my view, I want to go back to

698
00:31:52,100 --> 00:31:54,500
the first question which I think
is really important to 

699
00:31:54,500 --> 00:31:56,200
kick-start this thinking 
process. 

700
00:31:56,400 --> 00:31:59,000
This one quote that probably, 
I'll read it first to let it 

701
00:31:59,000 --> 00:32:01,700
sink because I think it's really
important for us to look back 

702
00:32:01,700 --> 00:32:04,600
and reflect, right? 
So the court says that if time 

703
00:32:04,600 --> 00:32:08,500
is your most valuable currency 
than how you spend your time, 

704
00:32:08,800 --> 00:32:12,300
how you ought to spend your time
and how you want to spend your 

705
00:32:12,300 --> 00:32:16,700
time, all actually give insights
into what really matters to you.

706
00:32:17,200 --> 00:32:20,200
I This is really a powerful 
statement as well to actually 

707
00:32:20,200 --> 00:32:23,400
look back and think what 
actually matters to us because 

708
00:32:23,400 --> 00:32:26,800
how you actually spend your time
actually explains what matters 

709
00:32:26,800 --> 00:32:29,000
to you. 
Maybe you can dive a little bit 

710
00:32:29,000 --> 00:32:31,200
deeper here. 
How should people actually look 

711
00:32:31,200 --> 00:32:32,700
for? 
What really matters to them. 

712
00:32:32,800 --> 00:32:35,600
So any kind of powerful 
techniques to find out what 

713
00:32:35,600 --> 00:32:38,500
really people want or how about 
if people have both Jamaica, 

714
00:32:38,500 --> 00:32:42,900
Paris, Europe, whatever. 
Yeah, so when we look at the 

715
00:32:42,900 --> 00:32:46,000
question of what really matters,
there's a couple of Weights that

716
00:32:46,000 --> 00:32:48,900
you can begin here. 
Sometimes it might be clear, you

717
00:32:48,900 --> 00:32:51,900
might know what matters, right? 
Some categories that tend to 

718
00:32:51,900 --> 00:32:54,900
emerge some common things. 
We see are people that care 

719
00:32:54,900 --> 00:32:57,300
about their health or Fitness 
relationships. 

720
00:32:57,300 --> 00:32:59,900
People, their life family 
children, looking at their 

721
00:32:59,900 --> 00:33:03,200
career, advancing their career 
goals, or starting a business or

722
00:33:03,200 --> 00:33:05,000
maybe some hobby. 
Something they've always wanted 

723
00:33:05,000 --> 00:33:08,400
to Achieve Financial Freedom. 
These are things that we tend to

724
00:33:08,400 --> 00:33:11,000
see over and over. 
Sometimes people know that they 

725
00:33:11,000 --> 00:33:12,900
say, hey, this is important to 
me, this is important. 

726
00:33:12,900 --> 00:33:15,200
This is important to me, but 
sometimes it might not be so 

727
00:33:15,200 --> 00:33:17,600
obvious. 
So if that's the case, we With 

728
00:33:17,600 --> 00:33:19,900
the question of what did you do 
last week, just like, Peter just

729
00:33:19,900 --> 00:33:22,800
mentioned. 
Apparently, what you did last 

730
00:33:22,800 --> 00:33:26,200
week is What mattered to you, 
because that's what you did. 

731
00:33:26,600 --> 00:33:29,500
Some people might say, well, no,
I didn't do what I wanted to do 

732
00:33:29,500 --> 00:33:31,600
last week. 
Okay, well, that's Nick. 

733
00:33:32,200 --> 00:33:37,200
That too is a valuable Insight 
so great that still tells us 

734
00:33:37,200 --> 00:33:39,300
something. 
So if we start with the 

735
00:33:39,300 --> 00:33:41,300
breadcrumb trail, we might start
with okay? 

736
00:33:41,300 --> 00:33:43,400
What really matters and people 
might know they might list it 

737
00:33:43,400 --> 00:33:45,400
off the other day. 
I was bringing someone through 

738
00:33:45,700 --> 00:33:48,400
personal Julie system you have 
Add the first thing, maybe the 

739
00:33:48,408 --> 00:33:49,900
second thing. 
But then kind of got stomped. 

740
00:33:49,900 --> 00:33:52,400
I'm like hey let's look at what 
you did last week as we started 

741
00:33:52,400 --> 00:33:55,300
creating the breadcrumb trail, 
we started to notice some themes

742
00:33:55,300 --> 00:33:59,200
that emerged as we can look at 
those things and say hey which 

743
00:33:59,200 --> 00:34:01,900
of these things really do matter
to you that you want to matter 

744
00:34:02,300 --> 00:34:04,500
and are there any things that 
aren't where you want to spend 

745
00:34:04,500 --> 00:34:07,100
your time so we can kind of see 
empirically. 

746
00:34:07,200 --> 00:34:10,900
We are what you've done and if 
you continue that if you carbon 

747
00:34:10,900 --> 00:34:14,100
copy last week, till next week, 
last month, till next month, 

748
00:34:14,199 --> 00:34:17,300
last year, to next year, will 
you be where you want to? 

749
00:34:17,900 --> 00:34:20,699
Fast forward a year from now, 
and if the answer is no, then 

750
00:34:20,699 --> 00:34:22,000
what do you want to do 
differently? 

751
00:34:22,000 --> 00:34:25,000
What do you want to matter? 
Sometimes people might have 

752
00:34:25,000 --> 00:34:26,699
things on the parties map that 
really matter. 

753
00:34:27,100 --> 00:34:31,000
We recommend limiting this to 
three or four things not more. 

754
00:34:31,300 --> 00:34:33,800
Because if everything matters, 
the nothing matters. 

755
00:34:34,100 --> 00:34:37,100
That's a quote that Peter and I 
always like to use because 

756
00:34:37,300 --> 00:34:40,600
there's so much that we could do
and there's so many 

757
00:34:40,600 --> 00:34:43,500
possibilities that you might 
make it into progress in 

758
00:34:43,500 --> 00:34:46,900
multiple areas, but not a mild 
progress in any one area. 

759
00:34:47,199 --> 00:34:49,600
So We tend to see when people 
have more than three or four, 

760
00:34:49,699 --> 00:34:52,100
those other items don't really 
get their attention or they're 

761
00:34:52,100 --> 00:34:54,000
spread so thin they don't really
make the progress, they 

762
00:34:54,000 --> 00:34:57,600
ultimately want and desire so we
can start looking at what you 

763
00:34:57,600 --> 00:34:59,600
think matters and look at what 
you've done. 

764
00:34:59,700 --> 00:35:03,000
You look at what themes emerge 
and then once you start going 

765
00:35:03,000 --> 00:35:06,000
through your parties map, you 
might say, hey, I noticed this 

766
00:35:06,000 --> 00:35:07,800
one thing isn't getting as much 
attention. 

767
00:35:08,100 --> 00:35:11,100
Does this really matter to me? 
Either do I want to spend more 

768
00:35:11,100 --> 00:35:13,600
attention toward it, or do I 
want to change? 

769
00:35:13,600 --> 00:35:16,000
What really matters is that 
actually not as important as I 

770
00:35:16,008 --> 00:35:18,400
say. 
I would just add to that. 

771
00:35:18,600 --> 00:35:20,800
One of the things you'll notice 
is these patterns repeat 

772
00:35:20,800 --> 00:35:23,600
themselves, they scale. 
Or if you want to get fancy, you

773
00:35:23,600 --> 00:35:25,600
could say they have fractal. 
You see them at the personal 

774
00:35:25,600 --> 00:35:28,200
level, the team level the 
organization level, you know, 

775
00:35:28,200 --> 00:35:29,900
it's like this question of what 
really matters. 

776
00:35:29,900 --> 00:35:31,400
And what are we trying to work 
on? 

777
00:35:31,600 --> 00:35:34,700
How many things are we working 
on in parallel too many things 

778
00:35:34,700 --> 00:35:36,800
matter and we don't make any 
progress on anything. 

779
00:35:36,900 --> 00:35:38,700
Most companies that I've 
visited. 

780
00:35:38,700 --> 00:35:42,000
They've all got way too many 
initiatives going to many things

781
00:35:42,000 --> 00:35:43,500
matter. 
So nothing matters in their 

782
00:35:43,500 --> 00:35:46,900
progress comes to a crawl. 
But they saying yes to this. 

783
00:35:47,000 --> 00:35:50,900
Later to, that is one of the 
deepest challenges of personal 

784
00:35:50,900 --> 00:35:52,900
agility or any other form of 
agility any level. 

785
00:35:52,900 --> 00:35:55,800
Because they don't Focus means 
saying, yes, to this saying 

786
00:35:55,800 --> 00:35:58,500
later to that, we're not going 
to say no, because we won't even

787
00:35:58,500 --> 00:36:01,400
talk about how difficult it is 
to say no, but just getting us 

788
00:36:01,400 --> 00:36:04,600
to focus on a couple of small 
things, this proved to be very 

789
00:36:04,600 --> 00:36:07,800
powerful Concepts that you can 
scale really up and down your 

790
00:36:07,800 --> 00:36:09,900
organization. 
Not just you as an individual 

791
00:36:09,900 --> 00:36:12,400
where it seems very easy to 
explain and very obvious. 

792
00:36:12,400 --> 00:36:16,300
But as I said, all the way up to
the entire company, So if I can 

793
00:36:16,300 --> 00:36:18,600
maybe recap a little bit what 
Maria is suggesting. 

794
00:36:18,800 --> 00:36:21,800
So sometimes at least out of the
year we all make resolutions, we

795
00:36:21,800 --> 00:36:25,100
know what goals we want to do 
but actually over the time we 

796
00:36:25,100 --> 00:36:28,000
actually didn't achieve those. 
I think one thing that we could 

797
00:36:28,000 --> 00:36:31,200
do is actually to do like time 
audit or what did we do past 

798
00:36:31,200 --> 00:36:33,900
week past month past year? 
And look at themes. 

799
00:36:33,900 --> 00:36:37,300
What actually you spent in those
time and then from there 

800
00:36:37,300 --> 00:36:40,900
actually you can also see which 
one that you want to prioritize 

801
00:36:41,100 --> 00:36:43,100
and which one you actually don't
want to do. 

802
00:36:43,300 --> 00:36:45,300
So this is also coming back to 
the concept. 

803
00:36:45,300 --> 00:36:46,800
Depth of good habits bad habits,
right? 

804
00:36:46,800 --> 00:36:49,200
So you also have to choose what 
things that you want to continue

805
00:36:49,200 --> 00:36:51,800
doing or you want to stop doing.
And then at the same time, once 

806
00:36:51,800 --> 00:36:54,500
you identify the important 
things, you should limit it 

807
00:36:54,500 --> 00:36:57,100
coming back to the work in 
progress, limit and maybe what 

808
00:36:57,100 --> 00:36:58,900
matters to you? 
You should also limit it to 

809
00:36:58,900 --> 00:37:01,600
three to four so that you 
actually don't work on too many 

810
00:37:01,600 --> 00:37:03,600
things. 
Having your energy and focus 

811
00:37:03,600 --> 00:37:07,100
scattered, and then in the end, 
maybe it's not maximal impact. 

812
00:37:07,100 --> 00:37:09,800
Thanks for sharing this story. 
I think Peter you add on later 

813
00:37:09,800 --> 00:37:13,200
on in the explanation that you 
can actually use this for other 

814
00:37:13,200 --> 00:37:16,100
things outside of personal life.
Including the Isolation and 

815
00:37:16,100 --> 00:37:18,700
Leadership, maybe let's move 
into that segment. 

816
00:37:18,800 --> 00:37:22,400
So how do you actually use this 
same technique to improve your 

817
00:37:22,400 --> 00:37:25,000
leadership and also your 
organizational agility? 

818
00:37:25,900 --> 00:37:29,100
One technique that I've had a 
lot of success with you come 

819
00:37:29,100 --> 00:37:32,300
into an organization, it could 
be at any level, you got 

820
00:37:32,300 --> 00:37:35,100
stakeholders for purely 
important people in the company.

821
00:37:35,300 --> 00:37:37,800
But I've also seen it at the 
board level and the top 

822
00:37:37,800 --> 00:37:40,400
management, everybody is 
passionate about what they do. 

823
00:37:40,400 --> 00:37:42,700
Everyone's got their mental 
model about what's important and

824
00:37:42,700 --> 00:37:45,400
what they want to achieve, some 
of the they talk about Out 

825
00:37:45,400 --> 00:37:47,200
explicitly. 
One of the things you start to 

826
00:37:47,200 --> 00:37:49,900
see is the concept of hidden 
agendas to stomachs. 

827
00:37:49,900 --> 00:37:53,200
I'm not even sure if people 
intentionally do that, they see 

828
00:37:53,200 --> 00:37:55,300
that they have goals that they 
want to achieve. 

829
00:37:55,500 --> 00:37:58,100
But they don't have agreement 
across the organization on these

830
00:37:58,100 --> 00:38:00,200
goals. 
And so they fight about these 

831
00:38:00,200 --> 00:38:01,700
things without knowing how to do
it. 

832
00:38:02,300 --> 00:38:05,300
What I say, we want to get an 
organization to do a turnaround 

833
00:38:05,500 --> 00:38:09,100
or a project to do a turnaround 
or we've got issues for me. 

834
00:38:09,100 --> 00:38:13,000
The first thing to do is listen,
I would actually go and kind of 

835
00:38:13,000 --> 00:38:16,300
identify who are the people who 
I need to talk to Stakeholders 

836
00:38:16,300 --> 00:38:18,700
in the broadest sense, not just 
important, managers and 

837
00:38:18,700 --> 00:38:21,100
customers who can helicopter in 
and completely change 

838
00:38:21,100 --> 00:38:22,900
everything. 
But also people who are really 

839
00:38:22,900 --> 00:38:25,100
doing the work, who really 
understand the problem? 

840
00:38:25,300 --> 00:38:27,600
The idea is to get the whole 
picture and then you go and you 

841
00:38:27,600 --> 00:38:30,100
talk to them about what are we 
trying to achieve? 

842
00:38:30,100 --> 00:38:32,600
Why are we trying to achieve it?
What's the outcome? 

843
00:38:32,600 --> 00:38:35,500
We're trying to achieve. 
What's making this difficult? 

844
00:38:35,700 --> 00:38:37,600
We can look at this in a 
motional level. 

845
00:38:37,700 --> 00:38:40,100
What are you afraid of? 
What are you frustrated by? 

846
00:38:40,300 --> 00:38:43,300
And we start trying to build 
this picture at the beginning. 

847
00:38:43,300 --> 00:38:45,200
It's like a mosaic you talk to 
you. 

848
00:38:45,300 --> 00:38:48,200
Each person individually and get
their version of the picture. 

849
00:38:48,500 --> 00:38:51,200
What this does is it helps you 
identify common themes. 

850
00:38:51,800 --> 00:38:54,500
So, like, I had this case, once 
where I was working with a 

851
00:38:54,508 --> 00:38:58,400
start-up, they had some goals 
which I would describe as change

852
00:38:58,400 --> 00:39:01,300
the world, make life better for 
our customers and their 

853
00:39:01,300 --> 00:39:03,700
customers and another version of
it. 

854
00:39:03,700 --> 00:39:06,800
Which was, I want to make a lot 
of money through our exit to a 

855
00:39:06,800 --> 00:39:09,500
different people with different 
focuses because they had 

856
00:39:09,500 --> 00:39:11,900
different priorities. 
When it came to talking about 

857
00:39:11,900 --> 00:39:14,600
what to do, they wanted to do 
different things because they 

858
00:39:14,600 --> 00:39:16,800
did not have it. 
I meant on the priorities, they 

859
00:39:16,800 --> 00:39:18,600
had lots of argument about what 
they should do. 

860
00:39:19,200 --> 00:39:22,400
So what we did is we basically 
help them discover what it is 

861
00:39:22,400 --> 00:39:24,300
that they could be. 
Notice that word could is a 

862
00:39:24,308 --> 00:39:27,700
really powerful word because 
could is an idea that's kind of 

863
00:39:27,700 --> 00:39:30,100
floating out there in space. 
It doesn't really belong to 

864
00:39:30,100 --> 00:39:32,100
anyone. 
Whereas what should we do? 

865
00:39:32,300 --> 00:39:34,600
This is the start of an arm 
wrestling tournament. 

866
00:39:34,600 --> 00:39:36,100
We're going to do my thing or 
your thing. 

867
00:39:36,100 --> 00:39:38,600
And one of us is going to lose 
that actually makes it very 

868
00:39:38,600 --> 00:39:41,100
difficult to have a conversation
about the real problem. 

869
00:39:41,400 --> 00:39:43,900
So we get into talking about 
what we could do. 

870
00:39:43,900 --> 00:39:47,000
What could be important Aunt. 
And then we start to look around

871
00:39:47,000 --> 00:39:50,300
that we can build a consensus 
about what really is important 

872
00:39:50,500 --> 00:39:53,400
and once we've got this common 
understanding this consensus on 

873
00:39:53,400 --> 00:39:56,200
what really matters. 
Now it's possible for us to take

874
00:39:56,200 --> 00:39:59,400
decisions and the decisions are 
all focused in the same way. 

875
00:39:59,600 --> 00:40:03,000
So we call this process creating
alignment, if the first half of 

876
00:40:03,000 --> 00:40:05,500
personal agility is having 
individual, get their act 

877
00:40:05,500 --> 00:40:07,400
together. 
The second half is about the 

878
00:40:07,400 --> 00:40:09,400
interactions. 
By the way, you may have heard 

879
00:40:09,400 --> 00:40:12,000
of this little document, called 
the agile Manifesto which starts

880
00:40:12,000 --> 00:40:14,200
out talking about individuals 
and interactions. 

881
00:40:14,400 --> 00:40:16,900
They got it right? 
100% perfect. 

882
00:40:16,900 --> 00:40:19,200
You get your own act together 
and then, you can start working 

883
00:40:19,200 --> 00:40:20,800
on the interactions with the 
people around. 

884
00:40:20,800 --> 00:40:23,900
You, with that, you can create 
things bigger than yourselves 

885
00:40:24,200 --> 00:40:26,000
that your department really 
becomes a team. 

886
00:40:26,400 --> 00:40:29,300
So the basic approach is to 
facilitate these discussions 

887
00:40:29,300 --> 00:40:32,300
around what really matters get 
agreement on what really 

888
00:40:32,300 --> 00:40:34,400
matters. 
And then it's relatively easy 

889
00:40:34,400 --> 00:40:37,200
thing to get an agreement about 
what to do to achieve our goals 

890
00:40:37,400 --> 00:40:39,400
and you get everyone working in 
the same direction. 

891
00:40:40,100 --> 00:40:43,200
I love the way you explained 
about quote physician Shield 

892
00:40:43,400 --> 00:40:45,100
sometimes we as Leaders 
unconscious. 

893
00:40:45,300 --> 00:40:47,900
SLI, what should we do? 
So, in a way, it is on wrestling

894
00:40:47,900 --> 00:40:50,200
people, right? 
But instead, when we asked, what

895
00:40:50,200 --> 00:40:52,100
could you do? 
We expose ourselves to different

896
00:40:52,100 --> 00:40:55,300
options and different 
possibilities and at the Eddie 

897
00:40:55,300 --> 00:40:56,800
can choose which one is the 
best. 

898
00:40:56,900 --> 00:40:59,800
Be the may be true 
decision-making together or its 

899
00:40:59,900 --> 00:41:03,100
maybe based on leadership or 
maybe some priorities and goals 

900
00:41:03,100 --> 00:41:06,200
that we align together. 
If you could actually drill down

901
00:41:06,200 --> 00:41:09,500
more towards alignment, I think 
one fact that you quote in the 

902
00:41:09,500 --> 00:41:12,100
book as well, you mentioned that
less than 10% organization 

903
00:41:12,100 --> 00:41:15,100
actually could successfully 
execute their strategies. 

904
00:41:15,400 --> 00:41:18,300
Due to this lack of alignment, 
maybe you can explore it a bit. 

905
00:41:18,300 --> 00:41:20,300
What do you mean by these 
alignment? 

906
00:41:20,300 --> 00:41:22,900
How can we actually create 
alignment easily inside the 

907
00:41:22,908 --> 00:41:26,900
organization? 
So that quote comes from a 

908
00:41:26,900 --> 00:41:28,600
correspondent on Forbes 
Magazine? 

909
00:41:28,800 --> 00:41:31,000
I had stumbled on a quote about 
alignment. 

910
00:41:31,000 --> 00:41:34,100
This is back in 2012, that 
started working with Steve 

911
00:41:34,100 --> 00:41:35,900
Denning on his radical 
management. 

912
00:41:35,900 --> 00:41:38,800
I found this interesting web 
page that, you know, alignment 

913
00:41:38,800 --> 00:41:40,700
is a big problem in 
organizations. 

914
00:41:40,900 --> 00:41:42,900
It's kind of the Holy Grail of 
organizations. 

915
00:41:42,900 --> 00:41:45,600
I thought, wow, that's cool. 
Two days later, Later. 

916
00:41:45,600 --> 00:41:48,200
I went to look for that link 
again and I couldn't find the 

917
00:41:48,200 --> 00:41:50,000
tree because the forest was too 
big. 

918
00:41:50,100 --> 00:41:53,000
There was just so much about how
challenging alignment is. 

919
00:41:53,300 --> 00:41:55,900
I've come to believe that the 
reason why alignment is so 

920
00:41:55,900 --> 00:41:59,500
challenging is because most 
organizations first think about 

921
00:41:59,500 --> 00:42:03,600
what who does what by when the 
main objective of a good project

922
00:42:03,600 --> 00:42:06,400
leader is to identify who's 
going to do what by when the 

923
00:42:06,400 --> 00:42:10,000
problem is, the why question, 
what are we trying to achieve, 

924
00:42:10,000 --> 00:42:12,200
what's the outcome? 
There's nowhere near enough 

925
00:42:12,200 --> 00:42:15,200
discussion about that one of the
quotes actually. 

926
00:42:15,300 --> 00:42:17,900
Came from one of our personal 
agility, ambassadors guy named 

927
00:42:17,900 --> 00:42:19,900
PR nights, who's currently based
in Zurich. 

928
00:42:20,200 --> 00:42:23,300
He said it his observation 
coaching is the new management. 

929
00:42:23,700 --> 00:42:26,400
We have conversations first 
about the outcome that we're 

930
00:42:26,408 --> 00:42:29,700
trying to achieve and why this 
is important and then we go from

931
00:42:29,700 --> 00:42:31,700
the outcome to the problem to 
the solution. 

932
00:42:31,900 --> 00:42:34,400
Whereas, the more traditional 
approach is to dive straight 

933
00:42:34,400 --> 00:42:37,400
into the solution, which is 
really easy to do, what is the 

934
00:42:37,400 --> 00:42:40,700
easiest question to answer? 
Why is really tough and who's 

935
00:42:40,700 --> 00:42:42,900
going to buy? 
It is even tougher but so is 

936
00:42:42,900 --> 00:42:45,800
actually, by going after the 
hard questions first First by 

937
00:42:45,800 --> 00:42:49,000
having this clear, understanding
of who would, why this is what 

938
00:42:49,000 --> 00:42:52,100
enables true alignment. 
And once you get this alignment,

939
00:42:52,200 --> 00:42:54,900
then it's much, much easier to 
align themselves around the. 

940
00:42:54,900 --> 00:42:57,600
Why just to give you a very 
short example? 

941
00:42:57,800 --> 00:43:01,200
I heard this in the context of 
SpaceX SpaceX wants to fly to 

942
00:43:01,200 --> 00:43:03,000
Mars. 
So that means we were talking 

943
00:43:03,000 --> 00:43:06,100
about doing something or when 
we're looking at a behavior, we 

944
00:43:06,100 --> 00:43:09,400
can say, how does this help us? 
Get to Mars and if the answer 

945
00:43:09,400 --> 00:43:11,600
is, it's helping, then great 
will do more of it. 

946
00:43:11,600 --> 00:43:14,600
If the answer is, it's not 
helping then we stopped doing 

947
00:43:14,600 --> 00:43:16,700
it, right? 
Out examples of Ellen, Mustang. 

948
00:43:16,800 --> 00:43:19,100
Hey guys, no Kingdom building. 
No. 

949
00:43:19,100 --> 00:43:21,100
Channeling communication through
the manager. 

950
00:43:21,400 --> 00:43:24,100
This is about going to Mars. 
Okay, this is not about building

951
00:43:24,100 --> 00:43:26,100
your kingdom. 
That's a let's stay focused on 

952
00:43:26,100 --> 00:43:29,100
the mission and by having this 
clear, understanding of what 

953
00:43:29,100 --> 00:43:32,200
really matters, this allows you 
to give simple guidance to help 

954
00:43:32,200 --> 00:43:35,200
people move in the right 
direction and this was really an

955
00:43:35,200 --> 00:43:37,900
incredible discovery of ours 
because we initially started 

956
00:43:37,900 --> 00:43:40,300
looking at how does personal 
agility apply for the individual

957
00:43:40,600 --> 00:43:42,900
and when we started seeing the 
results people are getting 

958
00:43:42,900 --> 00:43:44,800
applying the personal agility 
system. 

959
00:43:45,200 --> 00:43:48,000
The context of an organization, 
it blew us away. 

960
00:43:48,300 --> 00:43:51,300
There's one gentleman Walter 
from Switzerland as well, who 

961
00:43:51,400 --> 00:43:54,100
was turning a company around, 
they were pretty close to going 

962
00:43:54,100 --> 00:43:55,700
bankrupt. 
They were able to ask what 

963
00:43:55,700 --> 00:43:59,000
really matters, cut down so many
initiatives that they had that 

964
00:43:59,000 --> 00:44:01,900
were ongoing and say know what 
really matters and turn the 

965
00:44:01,900 --> 00:44:04,700
entire company around to being 
in the green and avoiding 

966
00:44:04,700 --> 00:44:06,900
bankruptcy. 
We have a consultant from Denver

967
00:44:06,900 --> 00:44:09,400
Colorado in the u.s. 
Larry and he was only 

968
00:44:09,400 --> 00:44:13,900
complaining about 24% of 
projects on time 24% is very low

969
00:44:14,200 --> 00:44:17,800
after using the personal The 
system over 90% of his projects 

970
00:44:17,800 --> 00:44:21,000
were being completed on time. 
We look at Ben Seaver, the CEO 

971
00:44:21,000 --> 00:44:22,900
of eBay remedy here in Tampa 
Bay, Florida. 

972
00:44:23,100 --> 00:44:26,200
They had a three-year roadmap. 
They achieved in one year and 

973
00:44:26,200 --> 00:44:28,200
had a thirty. 
Five million dollar valuation in

974
00:44:28,200 --> 00:44:31,100
just a year and a half and 
during a global pandemic. 

975
00:44:31,200 --> 00:44:34,300
And so when you look at what's 
possible, we took his entire 

976
00:44:34,300 --> 00:44:36,700
leadership, team through using 
personal agility. 

977
00:44:36,900 --> 00:44:39,400
We were training them, and doing
coaching calls every week. 

978
00:44:39,600 --> 00:44:43,000
It's absolutely incredible to 
see the results to the bottom 

979
00:44:43,000 --> 00:44:46,900
line that businesses get. 
When they apply this and ask 

980
00:44:46,900 --> 00:44:49,200
what really matters and then 
have that alignment the 

981
00:44:49,200 --> 00:44:51,600
organization. 
So this has really been an 

982
00:44:51,600 --> 00:44:54,300
incredible Discovery. 
A how well personal agility 

983
00:44:54,300 --> 00:44:57,800
scales from the individual to 
the organizational to get real 

984
00:44:57,800 --> 00:45:01,000
results in business? 
Yes, I agree Lima is really 

985
00:45:01,000 --> 00:45:03,200
powerful. 
Once you get to agree on the, 

986
00:45:03,200 --> 00:45:05,700
why the common statement of the 
problem? 

987
00:45:05,900 --> 00:45:09,200
Two people can work out on some 
solutions together but there's 

988
00:45:09,200 --> 00:45:12,200
an element of alignment which 
you also emphasized in the book 

989
00:45:12,200 --> 00:45:15,000
which is about trust, right? 
Because when you want to, 

990
00:45:15,200 --> 00:45:18,200
Together, fully aligned. 
You also have to trust the other

991
00:45:18,200 --> 00:45:20,000
parties. 
Can you also elaborate a little 

992
00:45:20,000 --> 00:45:22,900
bit more about this trust? 
How is it, so important? 

993
00:45:22,900 --> 00:45:26,300
And how we can cultivate trust 
within organizations may be 

994
00:45:26,300 --> 00:45:28,800
using techniques in this 
personal agility system. 

995
00:45:29,600 --> 00:45:32,100
Yeah, so trust is a really 
interesting word because it 

996
00:45:32,100 --> 00:45:35,000
means a lot of things to a lot 
of different people in the agile

997
00:45:35,000 --> 00:45:36,600
Community. 
We talked a lot about a trust 

998
00:45:36,600 --> 00:45:40,000
culture, Google uses the term 
psychological safety to mean, 

999
00:45:40,000 --> 00:45:42,800
basically, the same thing, this 
is what I'll call, one of the 

1000
00:45:42,800 --> 00:45:45,100
basic forms of trust, which we 
often try to. 

1001
00:45:45,200 --> 00:45:48,800
To create an agile environment. 
Now, having said that the closer

1002
00:45:48,800 --> 00:45:51,300
you get to the money to the top 
layers of the company, the 

1003
00:45:51,300 --> 00:45:53,600
harder it is to achieve that 
because there's a lot of 

1004
00:45:53,600 --> 00:45:56,000
competing interests in this. 
There's a lot of winning and 

1005
00:45:56,000 --> 00:45:57,800
losing that goes on in the upper
floors. 

1006
00:45:57,900 --> 00:46:00,800
So how do you do that? 
We talked about a lot of 

1007
00:46:00,800 --> 00:46:03,800
different kinds of trusts the 
term that we've actually coined 

1008
00:46:03,800 --> 00:46:08,000
is what we call alignment trust.
Which is basically, I listen to 

1009
00:46:08,000 --> 00:46:12,400
you, you listen to me and we 
care about what each other is 

1010
00:46:12,400 --> 00:46:14,900
saying notice. 
It doesn't mean that we agree. 

1011
00:46:15,200 --> 00:46:16,400
But it means that we're 
listening. 

1012
00:46:16,700 --> 00:46:19,900
If you go into an organization 
and you look at the discussions 

1013
00:46:19,900 --> 00:46:23,000
that they're having either among
stakeholders to a project or 

1014
00:46:23,000 --> 00:46:25,900
even the Border than c-suites, 
you see how people argue with 

1015
00:46:25,900 --> 00:46:27,800
each other? 
They don't even let each other 

1016
00:46:27,800 --> 00:46:29,700
finish. 
Each other's sentences where 

1017
00:46:29,700 --> 00:46:31,800
they get cut off and they start 
shouting, and what are they 

1018
00:46:31,800 --> 00:46:34,000
trying to do? 
They're trying to be heard. 

1019
00:46:34,300 --> 00:46:36,500
So what do you do? 
We kind of turn this around and 

1020
00:46:36,500 --> 00:46:40,200
it's like Judo Jujitsu, you kind
of turn it around and the first 

1021
00:46:40,200 --> 00:46:41,800
thing that you do is you listen 
to them. 

1022
00:46:42,200 --> 00:46:44,300
You let them not only finish 
their sentences, but finish 

1023
00:46:44,300 --> 00:46:46,600
their thoughts. 
One of our case studies we will 

1024
00:46:46,600 --> 00:46:49,600
Lorenzo in Portugal at the time.
He was working for a major 

1025
00:46:49,600 --> 00:46:52,800
consulting company and he says 
people were practically in tears

1026
00:46:52,800 --> 00:46:54,800
because no one ever listen to 
them before. 

1027
00:46:55,100 --> 00:46:57,200
I mean we totally agree with the
whole issues around 

1028
00:46:57,200 --> 00:46:59,700
psychological safety and 
creating that because that makes

1029
00:46:59,700 --> 00:47:02,600
it possible to have open and 
honest conversations about what 

1030
00:47:02,600 --> 00:47:05,500
the real problems are. 
One of the first ways, what are 

1031
00:47:05,500 --> 00:47:08,500
the first steps to achieving? 
That is what we call alignment, 

1032
00:47:08,500 --> 00:47:10,700
trust, which is really listening
to the people. 

1033
00:47:11,200 --> 00:47:14,000
That's basically our segment on 
leadership is teaching people 

1034
00:47:14,000 --> 00:47:16,900
how to listen. 
How to ask questions that elicit

1035
00:47:16,900 --> 00:47:19,900
real answers but also how to 
really wait for the end of the 

1036
00:47:19,900 --> 00:47:23,300
sentence and then make sure oh 
how I understood you correctly, 

1037
00:47:23,500 --> 00:47:26,100
kind of like the pilot talking 
to air traffic control, air, 

1038
00:47:26,100 --> 00:47:29,600
traffic control, says, 
Singapore, flight 325, clear for

1039
00:47:29,600 --> 00:47:34,400
takeoff, Runway 27 and the pilot
response, Singapore, 325 clear 

1040
00:47:34,400 --> 00:47:37,600
for takeoff, Runway 27, and they
get that confirmation that 

1041
00:47:37,600 --> 00:47:40,800
they've heard each other for 
airplanes that safety relevant. 

1042
00:47:40,900 --> 00:47:43,600
So, in the company, this read 
back this making sure that I've 

1043
00:47:43,600 --> 00:47:45,400
understood you. 
This is also say Safety 

1044
00:47:45,400 --> 00:47:47,400
relevant. 
But the thing is after you've 

1045
00:47:47,400 --> 00:47:50,300
listened to the other person, 
after that person has been able 

1046
00:47:50,300 --> 00:47:53,400
to finish their sentence, that's
the moment where you can start 

1047
00:47:53,400 --> 00:47:55,900
to say, oh, yeah. 
Well, and in my experience, we 

1048
00:47:55,900 --> 00:47:58,700
also need to look at this. 
Oh, what is that? 

1049
00:47:59,100 --> 00:48:02,400
Okay, all you got to do is 
deposit the idea but they've 

1050
00:48:02,400 --> 00:48:05,600
heard you now, you've gotten the
chance to introduce your idea 

1051
00:48:05,700 --> 00:48:08,100
and that starts a new process of
thinking and discussion. 

1052
00:48:08,400 --> 00:48:11,000
So, this combination of 
listening, you know, using Code 

1053
00:48:11,000 --> 00:48:13,400
rather than should this is all 
kind of a collection of 

1054
00:48:13,400 --> 00:48:16,500
techniques that we teach to it. 
For people to have really 

1055
00:48:16,500 --> 00:48:19,800
constructive conversations at 
the leadership level, to figure 

1056
00:48:19,800 --> 00:48:22,500
out what really matters and what
are we going to do next? 

1057
00:48:22,900 --> 00:48:25,200
You're really when you look at 
trust, it's really the 

1058
00:48:25,207 --> 00:48:29,100
foundation of so many things. 
When you look at a dysfunctional

1059
00:48:29,100 --> 00:48:31,400
team usually that is missing, 
right? 

1060
00:48:31,700 --> 00:48:35,000
And so at the foundation, it's 
really understanding it. 

1061
00:48:35,000 --> 00:48:37,200
When you understand what really 
matters when you're in alignment

1062
00:48:37,300 --> 00:48:41,300
that looking go back to that and
when you can assume best intent 

1063
00:48:41,300 --> 00:48:44,600
and reconnect with people, 
listen for understanding, when 

1064
00:48:44,600 --> 00:48:47,200
we can assume, Zoom best intent 
and say, you know what we agreed

1065
00:48:47,200 --> 00:48:50,300
upon what really matters. 
We're both in agreement on that.

1066
00:48:50,400 --> 00:48:54,000
There's some misunderstanding 
here but trusting that someone 

1067
00:48:54,000 --> 00:48:56,800
else is really just doing the 
best that they can. 

1068
00:48:57,000 --> 00:48:59,500
So there must be something 
misalign there must be something

1069
00:48:59,500 --> 00:49:02,300
that's just misunderstood or 
miscommunicated. 

1070
00:49:02,300 --> 00:49:04,800
And so when we have that 
foundational Assumption of best 

1071
00:49:04,800 --> 00:49:09,000
intent and we have that clear 
alignment, it really helps that 

1072
00:49:09,000 --> 00:49:12,200
Foundation of trust to be there 
so that we can get past those 

1073
00:49:12,200 --> 00:49:14,800
roadblocks or miscommunications,
much faster. 

1074
00:49:15,100 --> 00:49:16,500
And move on closer toward that 
goal. 

1075
00:49:17,500 --> 00:49:20,400
So sometimes I see this 
listening is counter-intuitive 

1076
00:49:20,400 --> 00:49:22,500
to trust when people think about
trust. 

1077
00:49:22,500 --> 00:49:25,300
It's like trusting someone who 
can do the work, get things 

1078
00:49:25,300 --> 00:49:28,700
done, maybe in a high quality 
manner so that's how I trust 

1079
00:49:28,700 --> 00:49:30,300
them. 
But actually you brought up a 

1080
00:49:30,300 --> 00:49:34,400
counter intuitive way of also. 
Exhibiting trust while actually 

1081
00:49:34,400 --> 00:49:38,200
listening getting that person 
understood and also at the same 

1082
00:49:38,200 --> 00:49:40,300
time you also convey your own 
message. 

1083
00:49:40,400 --> 00:49:43,600
I think that's also critical. 
I think that's a really 

1084
00:49:43,600 --> 00:49:45,400
important point that you just 
mentioned. 

1085
00:49:45,600 --> 00:49:48,200
I say I'm going to do something 
and I actually do it. 

1086
00:49:48,600 --> 00:49:50,200
We call that commitment. 
Trust. 

1087
00:49:50,400 --> 00:49:53,800
I do what I say I'm going to do.
That is the basis of everything.

1088
00:49:53,900 --> 00:49:57,800
If you say you're going to do 
something and you don't do it or

1089
00:49:57,800 --> 00:50:00,100
better still you say, you're 
going to do something and then 

1090
00:50:00,100 --> 00:50:03,000
you go do something else. 
This undermines the trust. 

1091
00:50:03,400 --> 00:50:04,900
So let's come back to those 
interviews. 

1092
00:50:04,900 --> 00:50:07,600
One of my favorite techniques 
is, you know, I'm trying to 

1093
00:50:07,600 --> 00:50:10,500
build a lineman trust. 
The first thing I do is I look 

1094
00:50:10,500 --> 00:50:12,100
for a way to build commitment 
Trust. 

1095
00:50:12,200 --> 00:50:13,700
First, I'll ask the other 
person. 

1096
00:50:13,800 --> 00:50:15,800
Is there anything I can do right
away to help us? 

1097
00:50:15,800 --> 00:50:17,900
Get started. 
Oh, could you send me a link to 

1098
00:50:17,900 --> 00:50:19,000
this book? 
Yeah, sure. 

1099
00:50:19,000 --> 00:50:21,300
I'll send you the link to the 
book and then the first thing I 

1100
00:50:21,300 --> 00:50:24,100
do is send the link to the book 
that's helpful. 

1101
00:50:24,100 --> 00:50:25,900
At two levels, what? 
It gives him the information 

1102
00:50:25,900 --> 00:50:28,700
that he's asked for, but it's 
also sent him a message. 

1103
00:50:28,800 --> 00:50:31,400
I'm trustworthy, okay? 
I'm going to pay attention to 

1104
00:50:31,400 --> 00:50:35,100
him and because of that, he's 
going to be more likely to trust

1105
00:50:35,100 --> 00:50:37,600
me and he's also going to be 
more likely to fill his own 

1106
00:50:37,600 --> 00:50:40,400
commitments. 
This very simple tools like this

1107
00:50:40,400 --> 00:50:43,700
that you can use to start 
building If we take this to the 

1108
00:50:43,707 --> 00:50:47,400
level of agile, teams, one of 
the big challenges that many 

1109
00:50:47,400 --> 00:50:50,700
agile teams have is they don't 
produce something that works 

1110
00:50:50,700 --> 00:50:53,200
every Sprint. 
So where are we on commitment 

1111
00:50:53,200 --> 00:50:54,500
trust? 
We're nowhere. 

1112
00:50:54,700 --> 00:50:57,100
And so their poor management 
that says you told me that all 

1113
00:50:57,100 --> 00:50:59,700
this was going to get better 
when we do scrum and it's not 

1114
00:50:59,700 --> 00:51:01,700
better. 
Sorry, I'm getting excited but 

1115
00:51:01,700 --> 00:51:05,900
I'm just doing a role play here.
So, one of the things that agile

1116
00:51:05,900 --> 00:51:10,400
teams can work on is to say our 
first goal as an agile team is 

1117
00:51:10,400 --> 00:51:13,900
to create commitment, Trust. 
The we say, okay, we're going to

1118
00:51:13,908 --> 00:51:17,100
create something that's done and
my definition of done is 

1119
00:51:17,100 --> 00:51:20,700
something you can use in real 
life test in real life, or 

1120
00:51:20,700 --> 00:51:22,900
better. 
Yet tell in real life, so use 

1121
00:51:22,900 --> 00:51:25,300
test or sell. 
Not something that you pass on 

1122
00:51:25,300 --> 00:51:28,400
to the Q&A Department, something
you can use something you can 

1123
00:51:28,400 --> 00:51:30,700
test in real life. 
They do think SpaceX. 

1124
00:51:30,800 --> 00:51:33,100
Let's put that rock it up, light
it up and see what happens. 

1125
00:51:33,100 --> 00:51:36,300
That's test in real life, even 
if it's only a little, tiny bit,

1126
00:51:36,300 --> 00:51:38,200
a lot of teams their 
stakeholders, their managers, 

1127
00:51:38,200 --> 00:51:40,600
they want the moon tomorrow, and
it's hard to resist that 

1128
00:51:40,600 --> 00:51:42,700
pressure. 
But even if they Liver a little 

1129
00:51:42,700 --> 00:51:46,200
bit and they deliver that little
bit every two weeks that creates

1130
00:51:46,200 --> 00:51:48,700
this commitment. 
Trust and then all of a sudden, 

1131
00:51:48,700 --> 00:51:50,800
the pressure goes away. 
So I know I might not get at 

1132
00:51:50,808 --> 00:51:52,200
this bread but I can get it 
next. 

1133
00:51:52,200 --> 00:51:53,800
French build commitment. 
Trust. 

1134
00:51:53,800 --> 00:51:55,600
That would be one of my tips for
the road. 

1135
00:51:56,400 --> 00:51:59,000
So yeah, I mean like I'm also 
looking back to my own team, 

1136
00:51:59,100 --> 00:52:01,700
sometimes we run a gel doesn't 
actually necessarily mean. 

1137
00:52:01,700 --> 00:52:04,800
We will deliver incremental 
working product at the end of 

1138
00:52:04,800 --> 00:52:06,400
the Sprint based on what we 
commit. 

1139
00:52:06,500 --> 00:52:08,900
So thanks for reminding. 
All of us here to actually look 

1140
00:52:08,900 --> 00:52:11,800
back and how you actually run 
your sprin, you're on your a 

1141
00:52:11,800 --> 00:52:13,700
job. 
I'll also emphasize on the 

1142
00:52:13,700 --> 00:52:16,300
outcome. 
So in real life, not just finish

1143
00:52:16,300 --> 00:52:18,600
development of finished testing,
it has to be deployed in 

1144
00:52:18,600 --> 00:52:20,900
production. 
Thank you so much for spending 

1145
00:52:20,900 --> 00:52:22,700
your time. 
I think it's really a pleasant 

1146
00:52:22,700 --> 00:52:25,600
conversation, but we are going 
to reach the end here. 

1147
00:52:25,900 --> 00:52:29,400
Normally before I let my guests 
go actually, I ask this one last

1148
00:52:29,400 --> 00:52:32,100
question, which is what I call 
three technical leadership 

1149
00:52:32,100 --> 00:52:35,000
wisdom. 
So today I will get six in total

1150
00:52:35,000 --> 00:52:37,600
technical leadership wisdom. 
So maybe either one of you can 

1151
00:52:37,600 --> 00:52:40,100
start. 
What do you want to leave our 

1152
00:52:40,100 --> 00:52:43,300
listeners here to think about, 
as a Learning maybe from you or 

1153
00:52:43,300 --> 00:52:46,100
maybe some kind of gist of your 
career Journey so far. 

1154
00:52:47,000 --> 00:52:49,600
You're so looking at three 
takeaways as a leader. 

1155
00:52:49,800 --> 00:52:53,100
First thing I would say would be
lead by example, so that you can

1156
00:52:53,100 --> 00:52:55,500
really maximize your results in 
agile too. 

1157
00:52:55,500 --> 00:52:58,600
Often we see leaders say, oh, 
agile team go, get trained, you 

1158
00:52:58,600 --> 00:53:01,900
go do the agile, but they don't 
necessarily get that as well as 

1159
00:53:01,900 --> 00:53:03,900
a leader. 
And we've seen time, after time,

1160
00:53:03,900 --> 00:53:06,700
when leadership really gets it. 
That's where huge transformation

1161
00:53:06,700 --> 00:53:08,400
happens. 
There's several different 

1162
00:53:08,400 --> 00:53:11,100
examples and case studies that 
we have read, this really is 

1163
00:53:11,100 --> 00:53:13,700
impactful. 
So actually understanding agile 

1164
00:53:13,700 --> 00:53:16,200
and that's why personal ability 
as a leadership framework. 

1165
00:53:16,300 --> 00:53:19,200
Is so incredibly important and 
Lisa Adkins even talks about 

1166
00:53:19,200 --> 00:53:20,800
this. 
The benefits you can get as a 

1167
00:53:20,800 --> 00:53:23,300
leader by understanding 
concepts, like limiting work in 

1168
00:53:23,300 --> 00:53:26,000
progress and understanding what 
it's like to have. 

1169
00:53:26,000 --> 00:53:29,400
Not a sustainable Pace in your 
own backlog or priorities map 

1170
00:53:29,700 --> 00:53:31,800
second. 
I would say, listen with empathy

1171
00:53:32,100 --> 00:53:34,300
and connect with people too 
often. 

1172
00:53:34,300 --> 00:53:37,100
We hear the team's the running 
into roadblocks are trying to 

1173
00:53:37,100 --> 00:53:39,200
escalate impediments, but 
nobody's listening. 

1174
00:53:39,500 --> 00:53:43,400
So if you can truly listen, with
empathy, and truly, look for 

1175
00:53:43,400 --> 00:53:46,600
opportunities to connect with 
people, and listen for Being 

1176
00:53:46,600 --> 00:53:50,400
help them feel heard actually 
follow up on the things that are

1177
00:53:50,500 --> 00:53:53,000
in their way. 
That's going to help your team's

1178
00:53:53,000 --> 00:53:56,400
Thrive, but it really does start
with yourself as a leader to get

1179
00:53:56,400 --> 00:53:58,700
those optimal results in your 
organization. 

1180
00:53:59,100 --> 00:54:01,900
And then, third, I would say 
watch your blind spots. 

1181
00:54:02,400 --> 00:54:06,000
Your teams often have the 
answers and you aren't 

1182
00:54:06,000 --> 00:54:08,500
listening. 
We see this time and time again 

1183
00:54:08,500 --> 00:54:11,700
when we go into organizations 
and I just had this a couple 

1184
00:54:11,700 --> 00:54:15,000
weeks ago, I doing it on, psych 
consult the team members, they 

1185
00:54:15,000 --> 00:54:17,600
know exactly. 
Where all the bodies are buried.

1186
00:54:17,600 --> 00:54:20,300
They know where the 
inefficiencies are, they know 

1187
00:54:20,300 --> 00:54:23,900
where the opportunities lie and 
the leaders are listening. 

1188
00:54:24,300 --> 00:54:27,700
And so really, to be able to 
listen to your team's watch 

1189
00:54:27,700 --> 00:54:31,200
those blind spots that can 
really make a huge difference. 

1190
00:54:31,300 --> 00:54:33,700
And the results that you get 
with your teams in your 

1191
00:54:33,700 --> 00:54:37,100
organization and help you really
lead, by example as an 

1192
00:54:37,100 --> 00:54:40,100
inspirational leader. 
So one thing you've already 

1193
00:54:40,100 --> 00:54:43,200
heard from me, is Hill 
commitment trust, get good. 

1194
00:54:43,200 --> 00:54:45,500
At making small promises and 
delivering on them. 

1195
00:54:45,900 --> 00:54:48,700
This process increases your 
credibility and just make your 

1196
00:54:48,700 --> 00:54:51,700
life so much easier. 
In fact, if you're an agile team

1197
00:54:51,800 --> 00:54:54,500
and you can deliver something 
that works every Sprint, most of

1198
00:54:54,500 --> 00:54:57,300
your problems with the 
stakeholders just go away if pit

1199
00:54:57,800 --> 00:55:00,200
because they're so stunned. 
We've talked a lot about 

1200
00:55:00,200 --> 00:55:03,400
listening. 
I phrase it as listen before you

1201
00:55:03,400 --> 00:55:06,500
talk. 
Ask before you tell, and when 

1202
00:55:06,500 --> 00:55:09,900
you ask clarifying questions, 
There's a big difference between

1203
00:55:09,900 --> 00:55:12,700
a clarifying, question, and an 
inquisitive question, or a 

1204
00:55:12,700 --> 00:55:15,400
confrontational question. 
There's no such thing as a 

1205
00:55:15,400 --> 00:55:19,400
healthy debate, debate, drives 
people in their Corners, it puts

1206
00:55:19,400 --> 00:55:22,300
the emphasis on winning rather 
than the emphasis on coming up 

1207
00:55:22,300 --> 00:55:25,300
with a good answer. 
So as I say, listen before you 

1208
00:55:25,300 --> 00:55:28,600
talk, ask before you tell, and 
when you ask clarifying 

1209
00:55:28,600 --> 00:55:31,500
questions, I think the last 
thing is also something that 

1210
00:55:31,500 --> 00:55:35,500
you've heard today is remember 
focus on what really matters. 

1211
00:55:36,100 --> 00:55:38,300
If everything matters, the 
nothing matters. 

1212
00:55:38,900 --> 00:55:41,800
So figure out what really 
matters and use that kind of as 

1213
00:55:41,800 --> 00:55:44,500
a guide to help you make 
decisions about pretty much 

1214
00:55:44,500 --> 00:55:45,900
everything. 
But certainly how you use your 

1215
00:55:45,908 --> 00:55:48,700
time, how your team's use your 
time, how your companies, use 

1216
00:55:48,700 --> 00:55:51,900
their time, make sure that what 
you do is aligned with what 

1217
00:55:51,900 --> 00:55:54,000
really matters. 
And if you do, then you will 

1218
00:55:54,000 --> 00:55:57,200
almost surely become that person
or company or product or 

1219
00:55:57,200 --> 00:56:00,600
whatever that you want to be. 
I really left how you wrap it 

1220
00:56:00,600 --> 00:56:01,700
up. 
I don't know whether it's well 

1221
00:56:01,700 --> 00:56:04,000
rehearse or not but you wrap it 
up. 

1222
00:56:04,000 --> 00:56:06,600
But yeah, you know, emphasizing 
the most important question. 

1223
00:56:06,600 --> 00:56:08,700
So what really matters? 
But where is your job? 

1224
00:56:09,600 --> 00:56:12,700
Thanks so much for sharing your 
concept about personal agility 

1225
00:56:12,700 --> 00:56:16,000
system, really appreciate that 
for people who want to learn 

1226
00:56:16,000 --> 00:56:17,900
more about this. 
I know you are publishing a 

1227
00:56:17,908 --> 00:56:19,600
book. 
Where can they find it online? 

1228
00:56:19,600 --> 00:56:21,400
Maybe you can share a little bit
about this. 

1229
00:56:22,100 --> 00:56:24,300
We are excited to be publishing 
the book through the business 

1230
00:56:24,300 --> 00:56:28,100
agility Institute and it will be
available on Amazon for purchase

1231
00:56:28,400 --> 00:56:30,900
and you can also get a link to 
that from our website at 

1232
00:56:30,900 --> 00:56:34,300
personal agility. 
Institute.org one of the things 

1233
00:56:34,300 --> 00:56:37,500
I'd like to say we're really 
excited about the launch because

1234
00:56:37,500 --> 00:56:40,800
we're going to be working with 
With Partners world today is a 

1235
00:56:40,808 --> 00:56:43,600
network, they need value, and 
they produce value. 

1236
00:56:44,000 --> 00:56:46,000
What the Network's can do is 
they can help each other. 

1237
00:56:46,000 --> 00:56:47,600
Remember, that question who can 
help. 

1238
00:56:47,800 --> 00:56:50,600
So, what we're looking to do 
with the launch of our book, is 

1239
00:56:50,600 --> 00:56:53,900
basically help people in their 
Network and they're helping us 

1240
00:56:54,200 --> 00:56:57,200
so we could reaching out to our 
partners asking them for free 

1241
00:56:57,200 --> 00:56:59,900
gifts, for buyers of the book. 
Now, we don't have enough free 

1242
00:56:59,900 --> 00:57:01,500
gifts for all the buyers of the 
book. 

1243
00:57:01,500 --> 00:57:03,200
Do we have enough? 
Free gifts for the first buyers 

1244
00:57:03,200 --> 00:57:04,700
of the book. 
We're still building that 

1245
00:57:04,700 --> 00:57:06,800
network but we've already got 
some commitments for several 

1246
00:57:06,800 --> 00:57:09,500
thousand dollars worth of gifts 
that are worth Two dollars of 

1247
00:57:09,500 --> 00:57:11,200
each. 
So the book is probably going to

1248
00:57:11,200 --> 00:57:14,300
be around 20 or $30, depending 
on the version whether it's 

1249
00:57:14,300 --> 00:57:16,400
Kindle or whether it's hardback 
or something like that and 

1250
00:57:16,400 --> 00:57:17,800
they'll probably be some sale 
prices. 

1251
00:57:17,800 --> 00:57:20,500
But the key thing is, you spend 
your twenty or thirty dollars 

1252
00:57:20,500 --> 00:57:22,500
for a book. 
Be sure you're the first one 

1253
00:57:22,500 --> 00:57:25,000
because then you'll be the first
one to get a token to claim a 

1254
00:57:25,000 --> 00:57:27,500
free gift and that free gift 
could be worth hundreds of 

1255
00:57:27,500 --> 00:57:29,300
dollars. 
So, we're really excited about 

1256
00:57:29,300 --> 00:57:31,200
that Steve doubting. 
By the way pioneered, this 

1257
00:57:31,200 --> 00:57:34,200
concept with the age of agile. 
And so, we appreciate learning 

1258
00:57:34,200 --> 00:57:37,200
from the Masters Steve Dunham by
the way, is also one of three 

1259
00:57:37,200 --> 00:57:38,700
agile. 
Thinkers, who has written 

1260
00:57:38,800 --> 00:57:41,400
Introduction for our book next 
to Lisa, Adkins and Alistair, 

1261
00:57:41,400 --> 00:57:44,600
cockburn something that we're 
very just beyond delighted about

1262
00:57:44,600 --> 00:57:45,800
that. 
We're getting this kind of High 

1263
00:57:45,800 --> 00:57:48,700
Caliber support. 
So anyway, the book is available

1264
00:57:48,700 --> 00:57:51,400
for another couple weeks, as 
kind of a pre beta test. 

1265
00:57:51,400 --> 00:57:54,000
Download, for early adopters, 
who want to participate in the 

1266
00:57:54,000 --> 00:57:56,100
launch will be taking it off the
website. 

1267
00:57:56,100 --> 00:57:57,900
I think we said the 6th of 
February. 

1268
00:57:57,900 --> 00:58:00,800
So, basically a week from Sunday
and then after that, the launch 

1269
00:58:00,800 --> 00:58:03,200
will probably be somewhere 
between two and three months 

1270
00:58:03,200 --> 00:58:06,200
later, depending on how the 
promotional program goes, we're 

1271
00:58:06,200 --> 00:58:07,600
hoping for something really 
exciting. 

1272
00:58:07,600 --> 00:58:11,100
So mark, your And get into the 
early Reader Program so that you

1273
00:58:11,100 --> 00:58:14,200
can participate in this and 
there's an invitation, you know?

1274
00:58:14,200 --> 00:58:16,700
Hey if you're out there hearing 
this, wow I'm not quite sure 

1275
00:58:16,700 --> 00:58:17,900
when we're going to be 
broadcast. 

1276
00:58:17,900 --> 00:58:20,300
But you know, if someone's out 
there saying gee I like to 

1277
00:58:20,300 --> 00:58:23,100
participate in this program 
would certainly be open to new 

1278
00:58:23,100 --> 00:58:26,400
participants who are looking to 
leverage their Network to profit

1279
00:58:26,400 --> 00:58:29,100
from the entire network of all 
of our partners to generate 

1280
00:58:29,100 --> 00:58:31,400
business Factor them. 
So this could be a fun thing. 

1281
00:58:32,200 --> 00:58:33,800
Thanks. 
Good luck for your launch of the

1282
00:58:33,800 --> 00:58:36,700
book and also with your 
experiment with this network. 

1283
00:58:36,900 --> 00:58:38,700
Hopefully you get to save 
people. 

1284
00:58:38,800 --> 00:58:42,400
Has life and also transform 
their lives to be more happy and

1285
00:58:42,400 --> 00:58:45,100
do more important things. 
So thanks be then Maria. 

1286
00:58:45,900 --> 00:58:48,300
Thank you, Henry. 
They took pleasure to be here. 

1287
00:58:50,900 --> 00:58:54,100
Thank you for listening to this 
episode and for staying, right 

1288
00:58:54,100 --> 00:58:56,700
until the end if you highly 
enjoyed it. 

1289
00:58:56,800 --> 00:58:59,100
I would appreciate if you share 
it with your friends and 

1290
00:58:59,100 --> 00:59:02,100
colleagues who you think would 
also benefit from listening to 

1291
00:59:02,100 --> 00:59:04,100
this episode. 
And if you are new to the 

1292
00:59:04,100 --> 00:59:07,200
podcast, make sure to subscribe 
and leave me your valuable 

1293
00:59:07,200 --> 00:59:09,700
review and feedback. 
It helps me a lot. 

1294
00:59:09,700 --> 00:59:11,700
In order to grow this podcast 
better. 

1295
00:59:12,200 --> 00:59:15,000
You can also find the full show 
notes of this conversation on 

1296
00:59:15,000 --> 00:59:18,800
the episode page at technology 
Arnold death website, including 

1297
00:59:18,800 --> 00:59:22,100
the full transcript, Interesting
quotes and links to the 

1298
00:59:22,100 --> 00:59:24,400
resources mentioned, from the 
conversation. 

1299
00:59:24,800 --> 00:59:27,800
And lastly, make sure to 
subscribe to the shows mailing 

1300
00:59:27,800 --> 00:59:31,600
list on pack leader dot f to get
notified for any future 

1301
00:59:31,600 --> 00:59:33,900
episodes. 
Stay tuned for the next 

1302
00:59:33,900 --> 00:59:37,200
technology, no episode. 
And until then goodbye.