Signs You Are Hitting A Wall

SPEAKER_00 0:14

What's up, y'all? This is James Wilson Jr., and I am here with the man, the myth, the legend, my co-host and business partner, JC Fowler. Uh, and we're here with Crossing the Threshold Leadership Podcast. Um, want to dive in today, man. What's the telltale sign that you're hitting a wall?

SPEAKER_01 0:35

Telltale sign that I'm hitting a wall. Well, before I answer that, I have to say I would appreciate, you know, if you would share that introduction with my wife. You know, when I when I got you when I come home, it sounded really nice coming from you. So I just want to listen, baby. If you're listening, don't kill me for this. Got you covered, man. Telltale sign that I'm hitting a wall. There's a there's definitely more than one, but I'm gonna say I am uh impatient. And and the the volume of the things that tests my patience, like it it spikes. Yeah. Yeah.

SPEAKER_00 1:20

What about you? Yeah, yeah. For me, it is the uh a couple signs. For me, it's it's the I would say scattered. Um, it's more like, all right, cool, I'm gonna do this, I'm gonna do that, I'm gonna do that, and and distracted. Um, I would say another one my wife would agree is I usually will go towards uh a shutdown more. So I'm gonna turn inward and and shut down, like uh, I just don't want to be bothered anymore. Right.

SPEAKER_01 1:47

Yeah, yeah. That's what a great lesson for everybody. And for me, just hearing that. It's like we respond differently to the same uh issue, yeah, if you will. So it's so interesting. Yeah, yeah, yeah. Cool. So last episode we were digging into the capacity thresholds and we tried to present you guys with a dashboard that involved these these two dials, the energy dial and the engagement dial. When the energy dial is turned up too high, we lean towards burnout.

Burnout Versus Boredom Dashboard

SPEAKER_01 2:14

When the engagement dial is turned down too low, we lean towards bore out. Or in this way, it's burnout or boredom.

SPEAKER_00 2:23

Yeah.

SPEAKER_01 2:24

And that comes and we end up hitting a wall again, whether it's burnout or boredom. And so this week we want to talk about okay, why does that wall seem so often to keep repeating? And even more importantly, how do we break through it?

SPEAKER_00 2:37

Yeah, yeah, yeah. So I love this. If you keep hitting the same wall, it's usually not because you lack discipline, it's because you're stuck in a pattern. Demand stays high, recovery stays low, and the same leaks keep draining you. So your capacity never fully comes back. So today we want to walk through and help you break through the cycle with three moves dig, design, and distribute. So I love this too because the research kind of gives us this insight that when demands stay high and recovery stay low, that strain accumulates over time. So again, this what we're talking about today is not an immediate fix, um, but it's a process. It's something that happens over time.

SPEAKER_01 3:22

Yeah, and just the idea that strain accumulates over time seems so obvious. Uh, but how you feel three months from now carrying the same stuff in the same way that you're carrying it with the leaks that you're carrying it with is going to feel very differently than today. And to me, that's just been something as we were kind of researching for this topic. I was like, yeah, there are these macro things that happen, you know, micro moments, but sort of like macro seasons and rhythms of oh, these longer term things. I'm like, man, I'm my capacity really is in question here. Okay, that's great.

SPEAKER_00 3:55

Cool, cool. Yeah, man. So I was thinking about this as we were prepping for it. Uh, there was this time where I was leading and I shared uh pretty public about my own burnout experience. And I remember some of the telltale signs getting up to it. I was hitting a wall and I didn't realize it. It was uh going to therapy, therapy therapist was saying, hey, you've got some adjustment disorder with some anxiety and depression. And what I kept trying to do was again adding more things

Why The Wall Keeps Repeating

SPEAKER_00 4:24

to my calendar. And so I'm like, all right, cool. If I can just get this on my calendar or talk to this person or get to there or get this engagement, I would solve everything. Wow. And what happened was I remember at the time I had um uh a colored coded weekly rhythm that I learned. I had that, gave that to my folks. I had the full focus planner by Michael Hyatt, I had a daily planner by uh Donald Miller, I had another thing on my phone that I was doing, and I kept adding things to my calendar, but I kept hitting the wall. And that's the the thing that was like, oh, maybe it's not a calendar issue, maybe it's actually I'm hitting a wall and I need to go a little bit deeper.

SPEAKER_01 5:07

What was what was some of the cost to that? And I don't even I don't even mean like when you hit that moment and you had that anxiety attack and and you felt like wow, this is like the wall hit you and you were on the back. Yeah, yeah, yeah. That's a different thing. I mean like if you look back on some of the things leading up to that, what was some of the cost?

SPEAKER_00 5:28

I think what it cost was uh there were some relational costs for sure. Um, as I think back in that time in my own life, my marriage, like we were we're good, but I remember us going through some things and I assume that things were at a nine in terms of like, why is this not working? Why are we like I I remember calling a mentor, like, we're just like this, I don't know what's going on in my marriage. And it's like, wait, wait, what's what's going on? I couldn't see it then that I was hitting a wall. Like the normal things that we would normally, you know, get frustrated with each other about it's like, oh no, this is really making me upset. And it wasn't that. And then the other thing that it caused was I just was more passive in my parenting. That's a big deal for me. Like, I want to be an engaged dad. Uh, and then the other thing I noticed was at work, I just I really, man, I remember this. At work, I would show up, I'd smile, I do bare minimum, I keep moving. And so here's the here's a challenge where I know that my work um actually I can do good work. Yeah, and so I know that hey, I can just pull this lever, I'll just do this thing and move on. But the cost was I wasn't fully engaged, so I'm putting work in, but not being fully engaged. Does that make sense? Yeah, yeah.

SPEAKER_01 6:41

No, for sure. It'd be interesting to almost talk to your wife and see.

A Personal Burnout Story And Costs

SPEAKER_01 6:50

I was listening to Craig Rochelle, again, just a leader that we have a ton of respect for, and he said for him, it's hard for him to say when he's kind of approaching that space. And he said, if he says uh if someone says, Hey, how you doing, and he says, Not great. That's like uh uh five alarm fire, whoa. If you say not great, and so just we need those people in our space. No, it's kind of that's so good, man.

SPEAKER_00 7:21

And and I because not to dive into a rabbit hole, but I listened to that same podcast and it I resonated with it. And so I remember telling my wife when I got to the spot and she said, Well, how did you know? It's like when I say I'm not okay, right? I'm it's I'm not just like, oh, I stubbed my toe, oh, you know, uh man, it's a bad day. No, no, like like when I'm telling you or telling my circle or telling I'm not okay, it means that it's it's an emergency. It's something, and it's hard for me to get to that place. So yeah, man, I don't know where we're going in this episode, but it feels like we're we're we're dancing on something.

SPEAKER_01 7:54

No, I love it.

SPEAKER_00 7:55

But go for it, man.

SPEAKER_01 7:56

Yeah, let's go, let's go back to that wall idea because I think that's an image that'll be helpful for people. So we're calling it a wall because it's a repeating point, it's something that we keep coming up against. And and that can be unknowingly or even knowingly. You're just man, I keep hitting this wall, or I'm not sure what's going on. I think the example of kind of like, man, we're getting in these arguments that used to be, you know, little like, oh, we'll figure that out. And they're there are these bigger things, different walls in different areas. Yep. And here's the hard part is you can push through once, you can push through twice, but if it keeps repeating, it's not a motivation problem, it's not an effort problem. Yeah, it's a design problem. Yeah. Which in our line of work, we say, good news. Good news. Why is that good news? Because it isn't just well, you need to be more motivated. Good news. Well, you need to try harder. It's no, it's a design problem. And here's the deal design problems have solutions.

SPEAKER_00 8:44

Yeah, you can fix it, you can move forward. Um, so so let's get into it, man. So we we laid out some of the framework of dig, design, and distribute. So I'll let me start with dig. This one is so big because often leaders assume that in order to get forward or move forward, it's about elevation, but it's actually about excavation. No, it's actually about digging, right? And and this, dude, I've worked with enough leaders and I've worked myself enough to understand that this

Dig For What Is Underneath

SPEAKER_00 9:14

is one of the biggest issues. We don't like digging because one, we're afraid of what we're gonna find, right? Like, I don't want to dig visit because I got to look in the mirror.

SPEAKER_01 9:24

Hey, I buried some stuff down there a couple of years ago, and I'd like to keep it buried. That's so real.

SPEAKER_00 9:29

So, so so when we think about the leader that needs to dig, dig is not therapy, right? That's that's I so let me let me make the distinction. Digging itself, it's not therapy. And we sometimes say, oh, I answered the right question. I I'm I'm going to therapy. Cool. No, no, digging is about doing the work of therapy, right? It's doing the work. So, so what that looks like, it's being honest with myself and it's actually making adjustments. It's asking what's underneath the wall. And so, most leaders, what we do is that we fix the outside. Like I mentioned, we fix the outside. I'm gonna adjust my calendar, I'm gonna adjust this, I'm gonna try to do better, I'm gonna do what I did before to try to get ahead. And we never understand what's actually driving us. Right. What are the what are the scripts that I've been running in my head? What are the things I've been avoiding? What's the resentment I've been carrying? What's the grief that I haven't processed? That's why the wall keeps repeating because we keep building it with the same stuff and we haven't addressed, hey, there's something underneath, there's bodies underneath, and we need to address that. So, so I think there's three questions that we need to ask as we think about digging. And I love these questions. Number one is what am I avoiding? What am I avoiding? That was a question that's so because you don't, as a leader, you don't often think that you're avoiding. You're the one, hey, I'm the first one in the danger. I'm the first one leading the charge, I'm the one that's gonna step into the vacuum and lead this thing. I'm not avoiding anything. But when you peel back the layers, what's that conversation that you've been avoiding? What what's the hard conversation that you've been avoiding? What's the truth that you're not willing to tell?

SPEAKER_01 11:07

And I think avoiding shows up oftentimes as distraction. And so, because well, I don't sometimes I don't know I'm avoiding it, but it's like, hey, why are you like you smoked a cigar every day this week? Like, that's not yeah, you don't do it or you yeah, you spent an hour at the bar every afternoon. What's going on? Yeah, or man, you've been holed up on your phone or or scrolling. This is your 12th Netflix episode, dog. Like, what's going on here, right? So what's going on? Okay, what are you avoiding? That's great.

SPEAKER_00 11:38

Okay, but what's the conversation you're avoiding? What's the decision you're avoiding? This is so big. It what's the decision I'm stalled on? What's the boundary I'm avoiding? Yeah, sometimes I don't know that I I'm enforcing boundaries on someone that they don't even know is a boundary of mine, right? So we have to understand what am I avoiding? Second question would be what emotion is riding shotgun? I like this one. This one's funny because sometimes it's not riding shotgun, sometimes it's in the front seat. Sometimes it feels like it's in the driver's seat. This one is hard because underneath some of those emotions, it's not just me being annoyed, but it might be fear under it. It may be some grief under it that I haven't. So so you I'm I'm not a therapist, but sometimes our present circumstances are really cues of some things that happened in the past that we haven't grieved yet. Right. Right. So grieving, what haven't I grieved? What's the resentment I've been carrying? What's the pressure I've been allowing to drive my decision? Um, what what is it? Here's another one we don't like to talk about as leaders. What am I angry at right now? Right. Like, what am I truly angry at? Not not the person, not not this, not the system. What am I really angry at? Right.

SPEAKER_01 14:21

Yeah, I heard John A. Cup say, uh, you can't let your emotions drive the car, but you also can't lock them in the trunk. Come on. Yeah. It's like, okay, we need to get in there. That's so good.

SPEAKER_00 14:33

They're great indicators, but they're terrible decision makers. We need them. We need them. Um, the other question I would ask, you've got what am I avoiding? What emotion is riding shotgun? And what script is running? Speaking of John A. Cuff, he says something that's so powerful. We wrote a book on soundtracks, right? And so this idea of what are the things that we constantly are having in our mind, what are the soundtracks we're constantly listening to? If I don't, then this. If I have to, or I can't, or I should, and and and this should happen, and that should happen. And I I love, I forgot, uh, I think it's a book, Managing Leadership Anxiety. And he says, uh, you've got to stop shooting yourself. Yeah, I love that. And it's just it's so powerful because we've got these soundtracks in our head as leaders, oftentimes. And so we just gotta address that. We've got to begin to dig because what I love about it is that the the when you do excavation work, the the deeper you dig, now the wider you can go.

SPEAKER_01 15:31

Yeah. Wow, that's good. The scripts really resonate. And I'm just wondering, maybe we could pull out a couple. I'm thinking some of the leaders I've been working with lately. Uh one of the scripts is, and this will get to the kind of distribute places uh no one can do this as well as I can, so I have to do it. Yep. I'm like, well, the company has doubled.

SPEAKER_00 15:54

Yeah.

SPEAKER_01 15:55

So what's gonna happen to you?

SPEAKER_00 15:58

Yeah.

SPEAKER_01 15:58

Um, another one, another leader we've been working with, is uh just the shame spiral of like uh I'm not organized, uh I'm not good at this, I'm not cut out to be a leader. In the face of revenue growth, even even some team cohesion, like team loves her. Yeah, yeah. Uh but when balls are dropped or uh she's faced with either conflict or or or just like a uh a deficit, which isn't a bad thing. We all have them, just is it's like oh I'm terrible at this. What about you? What excuse?

SPEAKER_00 16:34

Yeah, no, I I think that's it. It's that I, you know, especially when you're talking about founders, it's that man, I built this, and so I like nobody else cares about it as much as I do. And that might be true, right? But the reality is there are some people who want to be a part of what you're doing, and so the script is well, nobody else cares about it, so I've got to do it. Or nobody else cares about it, they must not uh like it the way I do, or they must must not want to be in they they something is wrong with them, right? That's what I've noticed.

SPEAKER_01 17:02

So mine is uh just thinking if I slow down, then I'm weak. Not even like I failed. Yeah, yeah, yeah. For me, it's that weak, that weak that's different, yeah. That's interesting.

SPEAKER_00 17:13

Yeah, yeah, because and that's so wow, man, because failure is an event, right? But weakness almost speaks to character, it speaks to internal, speaks to me as a person. Something wrong with me.

SPEAKER_01 17:24

Yeah, I'm not, I don't feel guilt, I feel shame, right? That's good. Yeah, I thought I thought this was an important idea. Some of the research we pulled out is that mental detachment matters, like true mental detachment. If your mind keeps looping, you're not resting, you don't actually get a reset. Yep. And so sometimes you're like, oh, I was home. Like, yeah, but you were you were distracted, you're on the phone, you have an email, and you you never really got out of it.

SPEAKER_00 17:47

And so there's a song, and I won't sing it. Uh, it's something like your your mind is here with me, but your your body's on the other side of town, right? Or your body's here with me, but your mind is on the other side of town. Uh that's just so real, man.

SPEAKER_01 18:00

Yeah. Yeah. All right. So we got dig. The I love that. The we don't need just elevation, we need excavation. Now we're into design. So we talk about design, we're talking about structure and purpose. You can think about design is like building a trellis. Uh imagine a trellis is something that like a vine or a plant can grow on. It's building a trellis so the mission doesn't just depend on your adrenaline. Yeah. Putting some structure in place to protect some of those boundaries. The truth is, you can't

Design A Trellis For Capacity

SPEAKER_01 18:27

inspire your way into sustainable capacity, right? You need structure that's going to protect your pace and recovery. And as your responsibility grows, and we believe that if you're here listening to this podcast, uh, then you are growing. You're trying to grow as a leader. Your responsibility is going to grow. You can no longer just rely on your gut instinct or, oh, I just have this, I'm a high capacity leader. So I'll just get all this stuff done. I'm charming. I'm charming, right? Oh, I'm I I have I memorize things really easily. I can hold a lot of it's so funny. I was talking to uh this ex-chief of staff and State Department, and she said uh she was dropping these balls and and super organized, very detail-oriented. And I'm like, Why are you dropping these balls? And she said, Well, all right, so how what's your capture system? Like, where do you put all the tasks and how do you organize it? And she's like, Well, I kind of just keep it in my head. Yeah. Okay, here's the issue. What got you to where you are isn't gonna get you to where you want to go. And so now your capacity is being threatened because you're all scattered and you're in this space, and it's like, hey, we could put some structure in a system in there, and you're gonna feel great about it. You're gonna have to learn something new, but you don't got to carry it all on your shoulders. Yeah. I think that's really good. So we can get we'll get a little practical on this. Uh, some examples. One thing that we love uh that we have in our own lives is uh uh we can call it a weekly capacity rhythm. I often call it a rhythmic calendar. Uh and this is a spot, it could take you 15 minutes, but it's like, hey, okay, I want to name my top three priorities because some of that capacity stuff is about okay, what you know, what's meaningful, what's purposeful, what am I really getting done? So I want to name my top three priorities. And then we have recently coined the term, I'm not saying it's original, but the say no list. It's like, what will I not do? Yeah, what is gonna get dropped, what's gonna get delayed? Let's talk about it. Um, I think the say no list as our leadership and influence and business and relationships grow is arguably just as important as the say yes list. Yeah. I heard someone once say that being an adult is just saying no multiple times a day. Oh my gosh. Yeah, that's just like interesting, you know. When you're a kid, yeah, yeah, yeah. More cake, more. Let's go here in this place. All right, so and then so we got name your top three priorities, what's on the say no list, what gets dropped, delayed, dropped. And then finally, uh, what's one recovery block of time that is gonna be protected? Yeah, and when I say protected, and and you and if you know me, I'm not a big rule follower. Get legalistic about this. I am radically unavailable during this block of time. And guess what? Crazy. Sorry to tell you this. I had to learn it myself. The world is gonna keep spinning without you. If you ain't the one keeping in orbit, it's dangerous. Better, stronger. Yeah, it's gonna be awesome. Yeah, so that's the that's the weekly capacity rhythm, top three priorities, what gets dropped, delayed, uh, and then one recovery block protected. Uh, so that's for the week, but we also we think about this in terms of like days, weeks, months, years. We won't get into all of it, but just to give you a daily one, call it a daily shutdown. Yeah, we need a ritual. And uh, science again and again talks about the morning, the nightly ritual, and you know, every influencer in the world can tell you about how you're gonna crush your day before 5 a.m. and drink the mushroom coffee and whatever. That's right. You know what? I love that stuff. It's awesome. It's great. Do it. If I told you my morning ritual, which maybe one day I will, you would laugh at me. Yeah, I'm not drinking mushroom coffee.

SPEAKER_00 21:51

I'll tell you disgusting.

unknown 21:52

Yeah.

SPEAKER_01 21:54

Here I am switching coconut oil in my mouth and brushing myself with a dry brush. Anyway, we can talk about it. Um, but you want to close the loops, yeah. Right. Uh, this is kind of part of what I was saying with that chief of staff. It's like, we think we can hold stuff in our head, but psychologically, when we have these unclosed loops, it drains our energy. It's like these leaks that we were talking about. Yeah. So it's like, oh man, so we want to close the loops. So it's like, all right, what am I gonna do tomorrow? What's my first move tomorrow? What's gonna get me started? I just can't carry this in my head. And if you have stuff in your head, close the loop. Write it down on a list, put it in your note in your phone, whatever your system is. If you don't have a system, get a system and get it out of your head. That's the that's the daily shutdown.

SPEAKER_00 22:36

I think I think one thing I I want to add to that, man, is this is, you know, we often in our culture talk about so much self-care. Yes. And this one is hard for me, but when I frame it correctly, it's like, oh, this makes sense. This is actually a form of self-care. This is actually what I'm doing is I'm caring for my future self. I'm actually saying, I want to be able to get here and I want to be able to do this. So I need the trellis in order to do it. I I love that trellis example because um I love to garden. And one of the things I love to do is I love, I love to see uh tomatoes and cucumbers. We love them as a family. The the thing about it though is as they're growing and they're in the infant stage, as they're really developing, they start going wild and they start going wide. But you have to actually put a trellis there to train it so that you can actually allow it to live and do better and for its future, right? So, so the trellis is not there for the present self as much as it's there for the future self. It's there to say, hey, there are gonna be some things that are gonna come up. Be some there's gonna be some wind, there's gonna be some some rain, there's gonna be some animals, some birds. We've got that. There are gonna be some birds that are gonna try to throw you off, but you've got to actually have this trellis there for your future self. And so, as you were thinking about the chief of staff, that made me think of it. It's sometimes this is this one is a hard one to adopt because we want to be creative, because we want to, you know, shoot from the hip, because we're like, oh, I don't want to, I don't want to lose the the magnetism or the charm or my spontaneity. And the reality is this one is so hard. This is one that you and I often probably wrestle with the most in internally because it's like, well, I'm not a trellis guy. I'm not a I I know the value of and the importance of it. Right. Um, but I also as I think about my future self, it's like, okay, this is why we do it. So if you needed to know why, that's why.

SPEAKER_01 24:31

That's so good. No, I I'm also thinking, like, we don't want our emotions to drive the car, we can't lock them in the trunk. And if they're riding shotgun and you know, they're uh whatever backwheel, was it what's that called? Uh back wheel driving. Yeah, yeah, yeah. Backseat driving, backseat driving. Yeah, yeah. What am I talking about? If your emotions are backseat driving, you're probably not gonna make depending on what emotions are there, you may not make the decisions that you really want to make. That's good. And so some of this trellis has. That's good, man. It's good. Bring us in the distribute.

SPEAKER_00 25:03

Well, let's bring it home, man. It's so this idea we talked about dig, excavation, you've got this design of the structure and then the distribute is community. Oftentimes when we hit a wall, our assumption is that okay, cool, I hit the wall, so I gotta figure it out. I hit the wall, so I gotta figure it out because I've always been used to just doing it on my own. And so we talked about self-care, but what's so interesting is that you can't out self-care a workload that was meant to actually be

Distribute The Load Through Community

SPEAKER_00 25:31

shared, right? So there are some things that we we keep trying to do the same stuff. But I get massages every month. Yeah, they're great, great. Go take a bubble bath and a massage bag. Those are great, but there's some things that you just don't need to carry anymore. It's some things you actually need to share. And I think that again, high capacity leaders, this is a hard one because we don't know what is ours to give away and what is actually ours to keep. So what happens is we carry things along and we actually become the bottleneck and the emotional regulator. And that's why we keep hitting the wall. We keep saying, oh man, there's a fire here, there's a fire here, there's a fire here, there's a fire here. And every time there's a fire, you jump to go try to put out the fire. And the reality is you should have given those people a hose. Or maybe you shouldn't even have built this thing right now, like because it didn't need to be, and that's why it's on fire.

SPEAKER_01 26:21

But but that's a that's a different conversation for a different cary Newhoff said that uh a lot of times leaders burn out because they respond to needs. And here's the dirty little secret about needs there's always more of it. Always a need. That's so okay. Wow.

SPEAKER_00 26:37

Always a need. There's always a need, there's always a fire, there's always a problem, there's always something. I I just man, I anyways, I I I would go uh down a rabbit hole, but there's always going to be something. So, how do we how do we uh move forward in this? It's number one, is realizing that the load you're carrying was not meant for you to carry alone. And so I say that to actually talk about sometimes the emotional load that we carry, sometimes the relational, the spiritual, the mental load, physical load that we carry. What you need to do is find at least one person to tell the truth to. Man, even as I said it, that was such a game changer for me. As I've had to be able to get through the wall or get under the wall, is tell somebody, hey, I'm not okay. Here's and not just I'm not okay, because that's a blanket statement. Here's what's feeling heavy right now.

SPEAKER_01 27:30

Yeah.

SPEAKER_00 27:31

The the challenges, and what I realized is that it wasn't just about work that was feeling heavy. It was actually some other things. Like, hey, I'm afraid, I share this and I won't dig into it. But when I had the panic attack on the bridge, what got me, um, my wife said, Hey, what's wrong? Um, this was after all of the things I said to her, I couldn't even get my family across the bridge. Right. That statement was so loaded, it was so deep because I'm an achiever. I'm gonna do this and I'm gonna go here and we're gonna do this, and we're gonna do there. And the reality was my body was speaking words that my mouth couldn't at the time, and it got me to a spot to actually be able to tell the truth and say, you know what? I think I'm I'm disappointed. I'm carrying some unmet expectations. Um, and it's not even just with these people out here, it's actually what's going on in me. I thought I'd be further along than this. I thought I'd be here. So I just think about those things, man. It's you've got to find one person to tell the truth to. This could be a trusted friend, this could be a counselor, it could be a therapist, uh, it could be a coach. Um, hey, we're we're we're helpful. We'd love to help you with that too, but you've got to tell one person the truth. And then the second thing is uh you've got to delegate outcomes. This is so cool because it's not just tasks. Hey, do this, hey, do that. Like for me, the fix wasn't just, hey, I need to adjust my calendar and I need you to add this to my calendar. I need you to do this task for me. The fix was, hey, I'm carrying something heavy, and I need to actually invite you into this to say, what can we carry together in order to reach our mission? Like that was what I had to have with my my wife, with my team. It's like, hey, here's our mission. Yeah, here's what we need to carry together. And then we as a team, we work through, okay, what are the what's actually success? Let's define success together. Right. Let's actually define what the success is, the outcomes, the deadlines. Let's actually delegate, uh delegate the outcome and not just the task. And so those are big things. If you're leading an organization, if you're hitting a wall, the idea is community is your best friend. Community doesn't move the mission, it actually allows you to distribute the weight.

SPEAKER_01 29:46

Yeah, doesn't remove the mission, allows you to distribute the weight. That's really good. Yeah, yeah. All right, man. Take us, take us home. The we said the wall usually repeats because one of these is missing, right? Yeah. Design or distribute. And oftentimes we start asking, okay, what's wrong with me when I think we need to be asking? All right, which move am I skipping?

SPEAKER_00 30:06

Yeah, yeah, yeah. So here's how we cross the threshold this week. This is the smallest rebuild. I love this, y'all. This is the smallest rebuild. Here it is. Don't rebuild your life. Rebuild One Piece. Write that on your mirror, put it in a card, allow that to be your soundtrack, allow that to be your script. I'm rebuilding one piece at a time. Don't rebuild your life, rebuild one

Rebuild One Piece And Close

SPEAKER_00 30:31

piece.

SPEAKER_01 30:32

So choose one. Yep. Are you gonna dig? You're gonna answer those three dig questions that we lifted up. You see them in the show notes. Are you gonna design? You're gonna install one structure. Is it gonna be that that weekly capacity rhythm? Is it gonna be a daily shutdown? And are you gonna distribute? Are you gonna make one ask, uh, delegate an outcome or tell one person the truth? And we're saying choose one. Choose one. Choose just one. One.

SPEAKER_00 30:59

Any closing thoughts? You're not broken, you're in a pattern. And that means patterns can be interrupted. That's good news.