Quick Welcome And The Question

SPEAKER_01 0:15

We're good.

SPEAKER_00 0:18

All right, what's up, y'all? I'm James Wilson Jr. with my man JC Fowler today. Uh diving back in. JC, what helps you actually follow through when life gets crowded?

SPEAKER_01 0:32

Do

The Simple Reminder App Hack

SPEAKER_01 0:33

you know I love me a good execution system? I think the game changer for me, if I had to say like one app or one little like tweak, is the reminders app. Yeah, you you love that. Dude, it's amazing. So you I just I can use the button on my phone, I could speak into it, and I'll just say add reminder at 9 a.m. tomorrow, text James the code. That way it is out of my head, things are crazy. I'm moving, I don't have time to type it in to-do note. I don't know if I'm gonna look back at the to-do note, I don't know what's happening, but I actually get a push. And so hack for you guys. Uh, if you add a reminder but don't put a time on it, it won't push you. And so I've talked to be like, oh, the reminder app doesn't work, it just lives in this app and I have to go check it. I'm like, no, no, no, you just add a time to it, and that thing, dude, that thing is game changing. I I love rhythms of like look at your to-do list, week, month, build a rhythmic calendar, all this stuff. But that simple little like someone comes up to you and says, Hey, can we talk about this thing? And you're like, uh, yeah, I'm not gonna remember that. We're in a crowded room right now, but to get it, and then you really start following through.

SPEAKER_00 1:44

So that's good, man. No, that's that's perfect. That's exactly where we're going today.

Execution Is A Rhythm Not Urgency

SPEAKER_00 1:48

Um, last episode was about why clear plans still stall. Today, we're talking about how execution actually happens, right? So execution is great because it's not just about starting strong, and most leaders do that. We do that well, like you said, we've got the rhythmic calendars, we've got the plans, all those things. They get excited, they make the plan, they call the meeting, and take the first step. The harder part though is returning to the work when things get crowded, messy, or boring. I feel like I need this for myself. So today we're asking, how will I get this done? We're keeping it simple, and here are the three questions that are kind of guide our time. It's what's the next move? What could get in the way, and when will we return to it?

SPEAKER_01 2:35

Yeah, that's the rhythm. Execution is a rhythm, it's not a burst of adrenaline. I feel like leaders have a million things on their plate, and so we love to execute through urgency. It's like the deadline's coming, the pressure's really high, or or the people are frustrated, and now I have to do something about that problem. Yeah. Or somebody quit. Oh man, that was a real wake-up call. Yep. Or the numbers aren't right. Yep. The donor isn't coming through, whatever it is, right? Good. And so we need a sustainable rhythm that helps us keep the moving, the work moving forward before everything becomes urgent. We can't avoid urgency, right? Like we don't want to live in this whatever Pollyanna in the cloud space where it's like, nah, it's fine. You just gotta be chill as a cucumber. No, sometimes there are urgent things, but if everything is urgent, it's probably because we're doing something wrong. We don't have a good execution rhythm.

Tactical Meetings That Protect Progress

SPEAKER_01 3:24

So we talked about it uh as far as like the three moves, but I almost want to even pull us back from that and say that one of the most important rhythms, and some of you guys are gonna like cringe at this, is to have a meeting. Yeah. Whoa. If you have a team, if it's anyone other than just you and you do not have a tactical meeting on the board, a weekly or bi-weekly meeting where you meet and talk about executing, yeah, it it'll it saves so much time. We think sometimes more meetings means more time and work. And I would say it's better to find meetings, more intentional meetings that save us a ton of time and work. And so to have a rhythm where we come together and we're saying, okay, what's the next move? What could get in the way with that, and when will we return to it, which is probably gonna be your next meeting, but people need to hear that, right? And know it. And to and to make sure we protect a meeting like that. And if you're alone, you could just get with yourself, block out some time, and work through that too. But sometimes what is supposed to be a 45 minute, and some of you are laughing about that because you're like, yeah, right, that's never happened. What's supposed to be a 45 minute or an hour meeting turns into an hour and a half, hour 45, two hours. Yeah. And that's because we're trying to combine a planning meeting with a tactical meeting. We're trying to invine a meet a meeting where we're trying to get clarity around the direction

The Parking Lot That Actually Gets Emptied

SPEAKER_01 4:47

of the organization or the team with an execution meeting. And so we were just talking about the um the utility, the the great gift that is what we call the parking lot. When you're in this execution meeting, you're talking about how do we get it done, when are we gonna do it, who's gonna own it. Uh, someone inevitably is gonna say something like, Well, what if we launched a new product line? And that might be a million-dollar idea. Great idea. Needs to be a team. I probably would even suggest that. Probably James is the one that said we needed it. However, we don't have the time and attention to do that now. So here's what it looks like. Yep. Okay, we know we got things to get done. Someone offers this new idea. A couple people have opinions on it, so they talk about it. That's 10 minutes past, and then uh things keep going in the meeting, we keep talking about it, and then finally we say, Oh, we're not gonna be able to finish it, so we'll table it. So we just spend 30 minutes on something that is half done and we're not gonna return to uh soon, if ever, hopefully. And then all the other things that we are supposed to get done. Well, now everyone's checking their watch because they have another meeting after this meeting, or they got other work they got to get done.

SPEAKER_00 5:54

Yeah.

SPEAKER_01 5:54

Uh, and then so everyone says, Okay, well, you guys know what to do. We'll see you next week. It's like, ooh. So we need a rhythm. We need a rhythm.

SPEAKER_00 6:03

And we need to that's all good. We need to actually live in the world. That that line the parking lot is so powerful, man. Um, I think that you that's something that's been helpful for us. Um, let's just put that in the parking lot. Let's just, hey, let's put it. And and I think the challenge though, I would say, is that sometimes things can be buzzwords. And so we have to make sure that the parking lot doesn't become crowded, right? It's so so you ever walk or pull into a place and there's no parking spots, like you actually need to make sure that if you're gonna have a parking lot, that you do have this rhythm of a meeting where, hey, we can't talk about it right now, but we'll talk about it then. I just as an idea guy, if if all of my stuff just is living in the parking lot and we never get a chance to actually talk about the parking lot. Now I'm deflated. Now I'm just like, well, you know, I ain't offering no more because listen, the parking lot's full. Go go find somebody else to put something in the parking lot.

SPEAKER_01 6:55

I love that. We've seen it happen where work pretty well with maybe you have it monthly or every six weeks, you have a strategic meeting, which is like the parking lot meeting. But I like tell me, tell our listeners what you were just telling me about, like almost a designated parking lot meetings.

SPEAKER_00 7:11

Yeah, yeah, yeah. So I had a uh friend was just talking to, and one of the things he does with his board is uh they'll meet uh probably six times a year. And one of the things he does is, hey, we're gonna actually have one of those meetings be designated for policy. So when you're in those meetings, naturally you've got a board, you've got these, you know, these uh leaders, this team, this core team, and there are things that are gonna come up that really feel pressing. So the engineer is gonna be looking at things like when are we gonna have these systems in place? So now to say to the engineer, hey, we're gonna get to it, let's put it in a parking lot, but we'll handle that meeting on in June when our policy meeting is, right? So whenever that is, you you do need to have a place. Like there's gotta be a time where the parking lot gets empty. Otherwise, we just got a crowded parking lot.

SPEAKER_01 7:58

Right. I I feel like policies are one of those things that comes up a ton in these tactical meetings.

SPEAKER_00 8:04

Oh, yeah, yeah.

SPEAKER_01 8:05

Like, well, we need a policy or procedure around that. And sometimes you need that ASAP. Most of the time you don't. Yep. It's just a good thing moving forward.

SPEAKER_00 8:13

Yep.

SPEAKER_01 8:13

So here's the rhythm. Okay. Have a weekly or bi-weekly meeting where you're actually talking about the tactical stuff, the work you're doing now and getting done. Then we need it every four to six week meeting or time, designated time, one, two, three hours, depending on where you're doing that time, where you're actually going to revisit these things in the parking lot, these bigger ideas, these policy discussions. I like to lay it out where actually one time a year, if you can if you can map it out like this, you have the bucket where you talk about maybe it's a new initiative. Yeah, you know, whatever it is. I love that. But then if we drill down, so we have the tactical meeting, we have the strategic planning meeting, great. Yeah, sounds like more meetings, sounds like getting more work done. Trust us. But then there are these three moves, and we want to

Name The Move With Lead Measures

SPEAKER_01 8:56

unpack those. We talked about them last episode, but we want to dig deep on this because this this really moves the needle. We want to name the move, clear the block, yeah, and return to the work. So why don't we start with name the move?

SPEAKER_00 9:08

Let's do it, man. So execution begins when the outcome becomes a concrete action, right? So as we name the move, giving it language, leaders often stare at outcomes and we often call them next steps. I am so guilty of this, right? So grow the revenue, launch the program, fix the system, develop the leaders, build the cultures are not next moves. They they're they're outcomes. They are, and even that they're desired outcomes. But we actually have to take a step back and say, how do we actually make this more specific? So the move has to be specific enough that someone can do it, right? Like it's can't it's like, oh, build the culture. Okay, and that I'll I'll probably qualify to your language. It the move has to be specific enough that someone can do it by the end of the week. Like that, that's the right, that's the whole thing. Like, we can't build culture by the end of the week, but what it looks like, let me give some examples.

SPEAKER_01 10:07

Well, I would say let me just add this because it's kind of implicit in what you're saying, is we can also measure it. It's measurable.

SPEAKER_00 10:14

That's really good. So if I'm naming it, it's it's it's got a face, it's got to measure it. It's got, oh, there's they're they're five nine, or they're they're five and a half, they're they're five eleven, you know, whatever it is. It's six. I've got to be able to name it.

SPEAKER_01 10:26

They're five nine on a good day. Come on in a good day, man.

SPEAKER_00 10:29

So so and and if we can name it, I that's a whole nother conversation. But if you can name it, you also are naming the problem and things like that. And we'll get to that in a little bit. I love that. But as we think about this, grow revenue now becomes make five warm follow-up calls. Oh, now we're getting some movement.

SPEAKER_01 10:48

Hey James, did you grow the revenue? Uh did you make those five calls? Yes, yeah. I love it. Give us more. Give us more. This is so good.

SPEAKER_00 10:55

Launch the program becomes finish the outline by Thursdays. Get your thoughts, put them on paper. Oh, does this actually make sense for a program? Develop leaders becomes let me actually schedule two development meetings or conversations with my so I've got my rhythms of weekly meetings. How do I make out with my one-on-ones if I'm leading a team? Like, how do I make out with my key leaders? Those are important.

SPEAKER_01 11:20

That's wild, dude. If someone asks you, like, hey, how are you developing your leaders? Most of the people, when we ask them that question, are like, uh, you know, I um well, we I'm like, huh. Yeah. It's like, oh, I have we'll have these development meetings on the calendar. Again, it's not that there's a like a formula, but it's it's real. Okay.

SPEAKER_00 11:40

Yeah, because it the idea that there are things, you know, we know that in in leadership uh spaces, there are things that are taught and then there are things that are caught. Yep. And so you have to be able to be with people in that, especially uh depending on where they are in the organization, but fix the system becomes, and you're great at this, document the process, document the current pro no, the sky is not falling. Let's just follow the plan we set out. Let's just actually document it. And finally, like you said, building the culture actually now becomes okay, when do I have that hard conversation about policy, about about you know, performance, about you know, feedback, conflict. When do I have this hard conversation that I've been avoiding? So we we gotta think through some of those things.

SPEAKER_01 12:25

Build the culture. I I I love that because that's like a buzzword. Like build the culture. Like one, this just came to me, like one concrete action would be like uh reward what you want repeated. That's right. So, okay, build the culture, execution. Um at every meeting, celebrate a win in the category of what you're trying to promote. So maybe it's like um uh excellent customer service and a great customer review. Now you share in that meeting, oh uh Susie went above and beyond and did this thing. It's like becomes very and I'm building culture, right? It becomes very executable.

SPEAKER_00 13:07

And in those meetings, man, we're we're creating heroes and villains. Like that in those spaces where actually, oh, the more I celebrate, the more it's replicated, right? The more it's celebrated, it's more replicated, and it's like, oh, I'm celebrating this right here. Okay, great. But I'm also addressing like, nah, we don't do that here. Yeah, we don't do that, right? So you you create those things, and we need heroes and villains.

SPEAKER_01 13:26

Yes, that's that building the story brand stuff, man. That that's so good. Yeah, it's great, it's great. So what I feel like you named, you kind of named it a little bit, but I was like, okay, what makes a move too vague? I feel like one thing, so it's specific so we can measure it, um, but we also set a deadline. Like, if it doesn't have a when buy, it's like build culture, buy when, and how do you measure it? Now we can say over the next six months we're gonna build culture, but that's more of a plan. That's a plan. That's not an actual thing we execute.

SPEAKER_00 13:55

We need some, we need some goalposts, we need some. Oh, like I I love walking on the track and running on track, and it's like it's helpful to see oh, you're at uh one-fourth of a mile. Okay, great. All right, you're at whatever. And so we need those things. I love this the four disciplines of execution. I love it. Phenomenal stuff. They talk about the difference between lead measures and lag measures, and you can't fully control every outcome, but you can commit to actions that make the outcome more likely. Right? So we we actually have a sense of agency that no, we can't control the future, and no, I can't control what'll happen six months from now, but I can commit to some things, some actions that'll actually move us closer to that.

SPEAKER_01 14:38

Right, like lag measure, yep, profit, lead measure, sales calls. Correct, correct, right? It's like, oh, okay, there's there's the execution. Gotta name the move. Yep. I love that. Can't execute now, come. Can't do it. You can execute the next move, though. Yep.

Clear The Block Before It Wins

SPEAKER_01 14:55

All right, so we got name the move, then we want to clear the block. Good execution names the obstacle before the obstacle owns the process. And y'all, obstacles will own the process, and people will get frustrated, then you will spend more time trying to do damage control or not, and then they'll just be damaged. That's it. Like, uh, and then well, they're all adults, they'll figure it out. Like, uh, they're gonna figure it out right out the door. That's right. Once the move is clear, we want to ask what could get in the way, and this is best done in like a brainstorm, like a team setting, because uh the things that feel like obstacles to you, depending on how you're wired and your personality, might not feel like obstacles to someone else. Also, there's the curse of knowledge. We can't remember what it's like to not know what we already know. So it's like, well, of course, you just plug in the code for the door, and your teammates like, there's a code for the door. Well, that would have been instead of a whole whatever.

SPEAKER_00 15:50

You're pointing at something, man. I want to make sure we highlight too is even as we're talking, a lot of the stuff that we are promoting, it's saying it's probably better to do this with someone else. With someone. And so if you are even a solopreneur or you are in this solo role, whatever it is, it's probably a great idea for you to find some type of uh peer, some someone that you can collaborate with. Like we've talked about it, uh, just hey, you set that meeting time, and maybe it's just you, but there is a system of accountability that happens when you have these people like, oh, how's that going? Let me give you a little bit of insight here. So having another person uh is gonna be gonna be transformational to to your to your life and your leadership.

SPEAKER_01 16:34

Yeah, and as you seek to give more than you get, you will get more in return. Like maybe don't just look for someone to help you grow your business, but uh say, hey, let's help each other grow our businesses and and or whatever it is, or help each other manage our teams. I mean, that's gonna be awesome. And you'd be so surprised how people just want to be in those conversations. That's it, because their wives, husbands are sick of talking about it, and they're like, somebody else take this. My wife is like, you need to talk to James about that because I don't know. I might put in the parking lot. Oh man. All right, so here's some common blocks. Like, just to just to get your wheels spinning. No time is protected, so there's no there's no time allotted for it. Common block. Where's the time gonna come from? There's no clear decision maker. Yeah, or another way to say that is like no one has the authority to actually do that. Yeah, there's too many competing priorities. So sometimes uh, you know, if you've ever had a boss, which I'm sure you have, if you're listening to this, someone says, Hey, I'd like you to do this. And you're looking at your list and you're like, okay, so what am I not gonna do if I'm gonna do this? Or what do you want done first? Right? So competing priorities, you might not have enough information. Everything is always clear in my head. It's not always clear to James. I don't know why, but everything is clear. It's very clear in my head. I mean, I arrived at that conclusion right away and had a big conversation with myself. My wife can attest. Oh, not enough information, but unless you ask, like, hey, is that clear? Do you have all the information you need? Great. Uh, you could have the wrong person owning the work.

SPEAKER_00 18:08

That's true.

SPEAKER_01 18:08

It's like uh James is uh a great strategic thinker, but if we have him just stuck down in the details for too long and in the weeds and putting in the numbers in the spreadsheet, it's just gonna take longer and he's gonna be annoyed next time I see him. Yep, I'm gonna check out. So we just gotta we gotta make sure. Like, and there might be someone else who would love to do that.

SPEAKER_00 19:05

Yeah, for sure.

SPEAKER_01 19:07

Like, oh, I would love to do that, but you don't really know until you until you open that up.

SPEAKER_00 19:10

We just hired a guy, right? Oh, do some social media stuff, and although you are uh effective at it, and I could maybe figure it out. Uh this guy actually is like, oh man, that that's an awesome video. That's great, real. He's done some great work.

SPEAKER_01 19:24

He's done great work, yeah. And he's I would love to do that. And I'm like, thank goodness, because I would not love to do that. Yeah, you know, yeah, yeah, yeah. That that's amazing. Love it, man. This one to me is the biggest one, and it's emotional resistance. And that sounds a little soft, and I'm I'm I'm guilty of this because I'm I'm I always move past like kind of the if we go head, heart, and hands, I always kind of move past the heart, but but I'm learning, and I think I think it the coaching space has really helped me in that to see like why are they not getting this done? I was talking with a young entrepreneur over the weekend, and he has this huge following. Huge, huge following. Yeah, yeah. And he wants to monetize it and not in like a you know, we always say, Oh, that's like slimy. You have this organic following. He's like, no, he has this deep passion about what he's built this following around. I'm gonna stay pretty vague. And I'm like, okay, well, we need to start testing out some offers. What do you think you can offer? Oh, I think I could teach about this thing, and I would love to do that. Great. I'm like, well, okay, so very simple to me. Like, I could we can construct an offer for you, and then you make the ask and you use your language, and so it's not, yeah, well, I got this other idea and this other thing. And and essentially what we came to was the resistance wasn't like uh, I don't know what to say, or I don't know how to do that. Now, granted, there's some strategy around it was helpful. For sure. The resistance was like, I'm afraid that people will think differently of me. Sounds like an identity threshold. Right. That's it. Why aren't you getting that done? It's like, well, we just totally missed. You don't know what they have blocking that. Maybe someone has some trauma around you're like, oh, you want me to go visit the stadium? Last time I was in a stadium, I had a panic attack. You know, whatever it is. Yeah, man. Right? Yeah. And so that emotional resistance, I think, man. I think it's so real. That's really good. So I'd say that's that's probably why leaders end up skipping this question. Like, what could uh what could be the block? Like what's gonna stop us? It's because we either think, oh, I know what it is, it's this, yeah, rather than asking, like, how can I help? Is that question we always want to ask.

SPEAKER_00 21:34

It requires a level of honesty. Um often we're not, we just don't want to do. But that's it's helpful, man. Right.

SPEAKER_01 21:41

All right. So we we name the move, we clear the block.

SPEAKER_00 21:44

Yep. We got to return to the work. So so you've got to navigate. Execution lives in the return. So a lot of leaders,

Return To The Work With Accountability

SPEAKER_00 21:52

we've been talking about it, a lot of leaders love launches, we love vision meetings and rallies and vision moments, we love kickoff meetings, we love grand openings, we love big declarations, but the work moves through the follow-up. And this is something you've taught me, man, that that the check-in matters. The the scoreboards matter, the adjustment matters, the next commitment matters. So the return doesn't need to be complicated, it can actually take about 15 minutes. Like you think about the meeting rhythms, it doesn't have to be this long drawn-out thing, but we do need to get back to the return. And here's some questions for the return. Three questions What progress can we see? Right? Are we making progress? What got in the way? All right, cool. And then what's the next move now? And I love this. This it's action-oriented. It's like, okay, what can we see? What got in the way? Okay, what's the next move?

SPEAKER_01 22:46

And I think the tactical meeting we talked about, this is where this fits. This is it. You do a quick look.

SPEAKER_00 22:52

Yeah.

SPEAKER_01 22:53

Do a quick what's happening right now. Yeah, yeah, yeah, yeah. And then what's happening next week. And you don't go further out than that, right? Like you're really trying to get it. But that's the return. And if you build in that rhythm, you don't have to remember to return. Yeah. Don't remember. You know, if you are, I don't care who you are, whatever you're doing, stop remembering things. Literally, stop build rhythms and systems so you can use that brain power for your highest and best use of your work. Yeah. It's like, man, oh my gosh, when I ask somebody, I'm like, well, how do you how do you remember all that? I just keep it in my head. I'm like, and you can't sleep at night, huh? That's right.

SPEAKER_00 23:23

Or you dropping balls. Whatever it is. It's gonna happen. So, so you you're bringing up something that, and I want to lean in a little bit, the return is not about shame. Yes, right? It's about truth, it's about honesty. It helps us see what moved, what stalled, what needs to shift, and what are we doing next. So, so what here's a question for you, man. What how do we keep accountability from becoming punishment?

SPEAKER_01 23:48

That's an amazing question. I think accountability has gotten a bad rap. And and maybe it's like a corporate cutthroat environment. I don't know. Accountability, all it is, is helping someone live into the standard that they themselves decided to uphold. Helping someone live into the standard that they themselves decide to uphold. Um you're meeting with your direct report. Hey, when do you want to get that done by? I want to get it done by next week. Okay. Their goal, their aspiration is to get that done by next week, hitting these metrics, whatever it is. And then so when you meet with them next week or you have the conversation, hey, did you get that done? That's the accountability piece. You're trying to help them. And then if they say no, it's not, okay, well, I'm docking your pay. It's what got in the way, right? And so I think one of the ways to keep accountability from feeling like punishment is to make it just a regular part. And the leader is accountable too. Yeah. One of the questions we love asking is uh for the leader, the person with the authority in the room to say, what can I do or stop doing that would make working with me easier? To be accountable to your people. And as you set that example, then it doesn't, it feels like, oh, we're accountability is helping us live into the standard we want to uphold rather than, well, you need to hold them accountable. Yeah.

unknown 25:09

Yeah.

SPEAKER_01 25:09

And I would say, no, I'm just man, I'm going, I'm going off. Go for it. I see. I would say we need to fill in the gap generously. Another way to say that is we need to assume the best. Yep. It's like they didn't, they said they were gonna send that email Tuesday and they didn't. I need to let them know that that's unacceptable. It's like you have no idea what happened. Either A, maybe something personal came up, human beings, not robots, right? Um, so maybe something personal came up and you need to attend to that because uh even just from a dollars and cents standpoint, if you want to get real, like uh uh tactical on it, that is gonna produce the greatest return on investment if you tend to your people.

SPEAKER_00 25:47

Yep.

SPEAKER_01 25:48

But also at the same time, like maybe they figured out there was something else that needed to be done that was more important. Yeah, like literally for the work.

SPEAKER_00 25:57

Anyway, what would you think? No, no, you're you're hitting it, man. I think about I'm thinking of the power structure and sometimes the leader just assuming the worst. But the reality is it could very well be they saw something that was a greater opportunity. Not that what you assign or whatever wasn't important, but they actually like, man, I actually want to see the best for the organization and you. And so I'm doing something that may not seem like it's taking something off your plate right now, but in the future it will, especially if you got the right person in the seat. So it's this, it is this, it's this dance, man, that you you're right. I think if we would slow things down a little bit and really look at people, as opposed to just treating them like machines or cogs in the machine and say, no, this is this is actually something I I want to pay attention to. I think we'll get a lot more results, man. So it's great, bro.

SPEAKER_01 26:46

The humble, hungry, smart paradigm of an ideal team player. Love it. We can't go into it too much, but hungry is about people wanting to go above and beyond, not workaholicism, but people really caring and wanting to work hard. And there's two ways to help people become more hungry. One is to help them fall in love with the mission, right? Like, what are we actually doing? And sometimes, depending on where you're working, that could be hard. Yep, because you're like, ah, I don't care that much about whatever it is, fill in the blanks, right? Um, but it's also people can become hungry because they don't want to let their team down. It is. And so I would say accountability is a team sport. The healthiest teams are when the team members hold each other accountable. Now remember, translation when the team members help one another live up to the standard that they all agreed to.

SPEAKER_00 27:32

Yep.

SPEAKER_01 27:33

Right. And then all of a sudden, wow, now it's not just on the leader. It's good. And then people, oh, I don't want to let so-and-so down. We're gonna we talk about these things rather than like the buried resentment. It's not carrying their weight, but I can't say anything about it because yeah, whatever it is.

SPEAKER_00 27:45

I love it, man. That accountability allows us to return to the work. It's the rhythm of return. The meeting, you were hitting it. The meeting is not the execution, the meeting protects the execution, it actually helps us move things forward. It protects the execution.

SPEAKER_01 28:01

Wow, yeah. All right, so how how are you gonna cross the threshold this week? Uh similar, we we kind of hit on this uh two episodes in a row, and that's because um crossing this threshold is about repetition and execution. Um, but for us, it's uh three three questions What's the next move? What's the block or what could get in the way? And when will I return to it? To do that, just just try it out. Try it out on something, try it out with your team, build it into your meetings. Um, we call it like commitment clarification at the end of the meeting. You'd be surprised when uh if you don't have this conversation, you know, one person's like, Oh, I thought we were doing that next week. The other person's like, Oh, I thought that was only for the HR department. Oh, I thought that was only for the managers. And then you talk have this discussion and it gets clear. Oh, wait a second. So you want to name the next move, what could get in the way, and when while return to it.

SPEAKER_00 28:58

Love it, man. Well, closing thought for me, man, is don't just admire the vision or the launch. Move the work.

SPEAKER_01 29:06

Yeah, I would say execution isn't doing everything, it's taking that next step and returning to the work until you start to see that movement and momentum. Speaking of momentum, I think nothing is more powerful in an organization, in a team, in a leader's life than momentum. And so you've heard about it by now. We created the 70-minute leadership momentum accelerator to in just 70 minutes

Momentum Accelerator And Closing Challenge

SPEAKER_01 29:28

help leaders get momentum that actually moves the needle. We sit with you, both James and I. We we go through the six threshold framework. We figure out, okay, what's the sticking point? What's the thing that's stalling the momentum? What's the biggest lever that we can pull to move you forward fastest? We help you create a custom roadmap to overcome it. And then for 30 days, text voice access, we walk with you through it. We don't just leave you and say good luck. We we want you to see this carry it through. And so that accountability on that end is part of that uh rhythm of execution. Uh, we'd love to tell you more about it. We are rooting for you. We want you to win. We know what it's like to carry something heavy, and you don't have to carry it alone. I'm JC. I'm James. Till next time.

SPEAKER_00 30:08

Till next time.