So I've got the microphone on and I'm recording, and I'm gonna be uploading this to the Liberating Teams podcast as well. So if you guys want to listen to that, uh, there. You can do that as well. Um, okay, so what we're gonna be talking about today is why the heck do you feel so chaotic and overwhelmed and exhausted when it comes to leadership?
And I am so passionate about this topic because I fundamentally believe that. Corporate culture is doing us a massive disservice when it comes to preparing us as leaders, and they are even further perpetuating this problem of. Leadership's supposed to be chaotic. It's supposed to be overwhelming. It's supposed to be exhausting.
It's supposed to require us to sacrifice our entire lives. Like you've probably heard things like you've just gotta put in your time. Like just put in your time, get through it, climb the corporate ladder, um, and it will get better, right? We've all heard those things. But that's not really how it works, right?
We perpetuate this leadership culture of it being chaotic and we almost make it something like we bond over, right?
Like, how many times have you sent that meme, um, to your fellow peers? You know, the dog sitting in the flame of fires and it's like, it's fine. We're like, yep. That's just life. This is just leadership. This is just the way it is. Like we're all cross comparing how many times, you know, um, we were up late, how many times we spent, you know, working after hours on leading.
We think that this is just normal, but I want you to think about like your car.
If you ever got into your car and you know it was making weird noises, it like never started. You constantly were late because you were spending, you know, hours trying to get your car starting. You wouldn't just say like, Hmm. Well, you know, that's just how cars are. I guess I'm gonna get out and just push my car, right?
No, we wouldn't do that. So why in leadership do we accept that?
This is just the way it has to be. Like if you are constantly operating from this place of endless fire drills, that's not just leadership. Your system for leading is broken. If you are operating from this place of constantly having to be in the weeds, physically holding your team together to push work across the finish line, that's not just leadership.
That's a broken system. If you are in this place of your team, spends more time in meetings talking about work than actually doing the work. That's not just leadership. It's a broken system. If you are in this place of your team is spending more time trying to navigate their processes, they are getting work done in.
Spite of their processes instead of their processes, helping them get work done faster, better, easier. That's not just leadership, that's a broken system. Those are all red flags that say something's not right here and it needs our attention. So we're no longer going to accept this is just leadership. We are going to see it for what it is, which is these are giant red flags that we need to do something about.
And this is where I think leadership education dramatically fails us. So let's be honest, half of you guys didn't get any leadership education, and that's probably being generous by saying half majority of us don't get any education. We're simply. Learn from leaders that we, um, had previously to us. And some of us were lucky enough to have good leaders where we learned good lessons.
A lot of us learned what not to do, right? But if you were given leadership education, it usually started off with basic people management, right? They taught you basic things about how to lead a person, like, um, giving feedback, good communication, active listening skills, things like that. Super basic. Um, and then it's like they jumped all the way to like senior leadership.
They just start talking about influencing networking. Um, managing up. It's like, you know, how to build a strategy deck, things like that. We just go from like basic people management to, um, let's do this personality assessment and like learn more about your leadership style. But the massive gap in leadership education that no one's talking about is right here, which is like how to actually get.
A group of people with different skill sets, different personalities, different opinions, and how to get them together, aligned and working towards a common goal in a corporate culture that is constantly shifting, constantly changing. Demands are constantly coming at you. We don't talk about that. We're like, here's some basic people management skills and oh yeah, let's talk about you and your leadership style and your leadership personality and your archetype and your whatever.
No one's actually talking about the meat of how to bring our team together and allow them to actually achieve a result, and that is what I call teamy What Instead they give us, if you think about like. What you were taught about how to bring people together and align them to achieve a common goal. What did they tell us we need to do?
They said, well, you take your people, you develop roles, give 'em a job description, and you put them in an org structure. That's how we get work done, right? It's through org structures. Everyone has their role. Everyone knows who their leader is. Everyone has a defined function on the org chart. Like that's how we get work done is through org charts.
So this is corporate's answer to this massive gap in leadership education. If you want to improve how your team's operating, look at the org chart. If something's not working, hmm, it's probably something to do with the org chart. We need to shift roles. We need to shift our structure, whatever it may be.
Go back to your org chart. The problem is. This isn't how work gets done. An org chart is great for showing who reports to who. Um, but beyond that, it tells me nothing about how work gets done. It doesn't tell me how decisions are made. It doesn't tell me how work flows through the organization. It doesn't tell me, you know.
Who needs to consult with who, um, before moving forward on something. It doesn't tell me where the major handoffs are between teams. It doesn't tell me, you know, who needs to be consulted, um, before making a decision. It doesn't tell me how we come together and collaborate on a body of work and org chart doesn't tell me anything like that yet.
We think that this is the answer to improving how our team operates. We just need to shift the structure. We just need some better job descriptions. Maybe we need to add some functions. Maybe we need to centralize some things. Maybe, you know, we need more management layers like that will fix it. No, because that's not actually how work gets done.
Work gets done in between the lines of our structure. That's how work gets done. It's in between all of the sticks and boxes and that right there, that chaos is what I call your team's operating system.
Your operating system is the collection of unspoken norms and rules and systems and agreements for how work is actually achieved on your team. How we make decisions, how workflows from person to person, um, how we come together and collaborate, what the expectations are. And for most of us, those are things we just inherited.
We just let them happen naturally. Majority of you guys, you, you didn't just create this team from scratch. Some of you guys did, but the majority of us didn't. We inherited this team and therefore we inherited layers upon layers of this operating system that were developed by the leaders previous to us and for some of the US we, we inherited a good operating system for others, not so much.
In fact, we know that the longer, you know, our team operating system, it's not stagnant. Work is constantly changing and therefore, if our operating system is stagnant, it's getting more and more outdated and it's starting to fail us. So your operating system is how work actually gets done, and for most of us, we're not even talking about it.
We're simply talking about our org structure. So when I say operating system over working with teams over a decade, hundreds of teams across many functions, I've really consolidated it down to four major components. So when we're talking operating system, we're talking about your strategy. Strategy is not some fancy 75 page deck or giant dashboard with 72 metrics.
Strategy is saying we know here's the one thing our team exists to achieve over the next, you know, one to three years. Here is what we need to prioritize to get there, not 15 priorities, three to five, and here is what we are going to trade off. In order to prioritize those things. So that is what I mean when I say strategy.
We're not talking about some fancy, fluffy decks. We're making clear where we're going, what we're gonna prioritize to get there, and what are the trade-offs we need to make to prioritize those things. So that strategy, we have a direction, our team knows where we're going and what we need to prioritize, and then we have our workflows.
So workflows are how we're at, like what is the work that we need to do to achieve this strategy, and how is that work actually going to get done? So what are the processes we have in place to actually get that work achi accomplished? Are those processes simple or are they riddled with a bunch of complexity, sign-offs, bureaucracy?
That makes it very, very hard for our team to get anything done. Um, and then it's also talking about who is doing what to achieve those workflows. So it's talking about roles, um, it's talking about handoffs between roles. So who's owning each body of work and how does that body of work shift from one role or one team to another?
A lot of that we leave up to chance, like, do you really know where one rule stops and one rule starts and how that handoff happens? Truly how that handoff happens. Most of us, we don't define that. And so what happens is there's a lot of, um, lack of clarity. There's a lot of stepping on toes. Who really owns what, where do we start?
Stop. There's a lot of throwing it over the fence, like, oh, I'm done with this. Throw it to the next team. Your problem now, not mine. Um, and then it creates. Duplicative work. 'cause now they're having to do rework. Like handoffs are an absolute nightmare and we don't talk about it. 'cause why? Well, that's not on the org chart.
Why would we talk about it? But it is critical to us actually achieving our strategy is understanding who's doing what and how. Workflows from team to team. So that's workflows the next part. Of our operating system, how work actually gets done is teaming. So actually defining how we work together to achieve this strategy.
So where workflows is more about processes and you know, how work's moving through the team. Teaming is more about. How we're meeting, how we're sharing information, how we're actually collaborating. How many times have you been in cross-functional team meetings where we just talk for hours and hours and we achieve nothing?
Heck, half the time we don't even know why this cross-functional team meeting is still on the calendar. We just keep showing up because somebody put this reoccurring meeting on. We know this project's important, and so we're just make a reoccurring meeting about it and it will get done. Right. No, that's how we spend more time talking about work instead of actually doing work.
Most teams suffer from one, um, end of the spectrum, either. We are massively over collaborating. We think everyone needs to be a part of everything. So we mass invite people to every meeting. We include everyone in every decision. We cc everyone and their mother on every email because like. Collaboration.
Right? It's great. No, it's slowing us down and it's a giant distraction because we are so focused on collaborating that we're not actually getting work done. So it's either we're over collaborating or we're completely siloed. We don't, we're not even aligned around a strategy. We all are just going after our own version of success, and we're kind of hoping you, as that higher level leader are somehow in the background, taping it all together and making it work.
But instead, what really happens is we're competing for resources. We're a lot of the times actually stepping on each other and working against each other. Instead of working towards one common goal. So typically when it comes to teaming, we're on one of those two spheres. So teaming is something that we mostly leave up to chance, but again, really dictates how we get that work done.
The last piece is culture. So again, when people think of culture, it's usually very. Floofy, you know, oh, we gotta build team culture. Let's like have a team offsite. Let's do a pizza party. Let's, you know, do some recognition points or something like that. Great. Doesn't build team culture like when I'm talking about team culture, I'm talking about those unspoken norms and beliefs that truly guide how your team shows up.
Like, is there fear of failure? Are they terrified to move forward anything because they are so scared of making the tiniest mistake that it's going to blacklist them for the rest of their career. And so they operate in this space where they have to get your approval and everyone else's feedback before they move, even the tiniest thing forward because they're so terrified.
Are we operating from a place of, um, conflict is just something we don't talk about. We don't have conflict like, no. Meanwhile, like we all know under the surface, there are things that are irritating the crap out of us about each other, but we're not gonna talk about it. There are things about how our team's operating that irritates the crap out of us, but we're just going to grumble about it.
To each other and we're not gonna do anything about it. That is psych safety and the ability to actually come forward and say. Here's what we're experiencing. Here's like, how do we actually address it? So when I'm talking about culture, I'm talking about those unspoken norms and beliefs that are truly guiding your team's behaviors, not pizza parties, not fun team activities.
Truly, what are those beliefs that are driving your team's behavior and um, are they actually helping or hindering our ability to achieve our strategy? Okay, so when I talk about operating system, all of this chaos happening, you know, in between the sticks and boxes of your org structure, that is what I mean is your strategy, your workflows, your teaming, and your culture.
Now, the reason why an operating system is so important is because your team can only perform at the level of your operating system. So I want you to think about like a race car driver. Bear with me. I know nothing about nascar, but this, this is gonna make sense. So think about a race car driver. Best driver in all of, I don't know what this is a league of, of all of the sport.
Uh, so if you took the best race car driver, like the most skilled has been through it all, like knows what to do, has that mindset. Like has the strategy, but you put them into a system where they have a broken down car, their pit crew is like a disaster. They're all fighting each other like no one's getting work done.
It's very unclear. Um, are they gonna be successful? No. Even though they're the most skilled driver. We've dropped them into a system that is hindering their ability to perform at their fullest potential. So your system, those four things we just talked about, your strategy, your workflows, your teaming, your culture, that is dictating the level at which your team is performing right now.
We, I'm gonna move my camera a little bit. Checking on my kiddos. We're good. We are conditioned as leaders to think that if our team isn't performing the way we want to, it's something about our people, right? Our people don't have the skillset. Um, our people just don't, they're not taking ownership over their work.
Um, we don't have the right people. We don't have enough people. We don't have enough management. We never look at the system that our team is operating in yet. Your system is the biggest driver of your team's performance. If your team is not owning their work. It's likely a result of them not having a clear strategy and direction about what to prioritize, what they're supposed to be doing.
It's likely a result of your workflows are so freaking com complex and convoluted with bureaucracy and signups that it's impossible for them to own their work. Uh, they're teaming is like they're stepping all over each other. They can't own their work because they need you to come in and like. You know, play therapist and like help between all the different teams to clarify who's doing what and solve all the disagreements.
It's likely not your people, it's likely the system. Your system drives your team's performance and your team can only perform at the level of the system they're operating in. And it doesn't mean that we have a really good culture. But our strategy is non-existent. We're stepping all over each other when it comes to teaming.
Our workflows are clunky as crap. That culture doesn't matter. Again, it's the lowest level to which the elements are operating. So even if you have a great workflows, great teaming, great culture, but your strategy's non-existent, your team, again is being hindered by their system. And now let's talk about you as a leader.
So the other thing that happens, so not only is our lack of system impacting our team's ability, perfor to perform, it's also impacting you as a leader. I wish I had a blue marker. You know what? We're just gonna work with it. Okay. So I want you to picture we're doing purple water, because that's what I'm working with.
So we've got water, right? And then we've got. You're gonna see my expert drawing skills. So good. Y'all. Okay, so this is going to be our beautiful, very lovely boat. Good, right? Can you see it? Um, okay. So the fact is for you as a leader, if you team does not have an operating system, they don't have a clear strategy, they don't have simple workflows.
They don't, um, have empowered teaming and they don't have that growth culture. This is your operating system. This is what keeps the boat afloat.
And if you don't have an operating system, guess who needs to be it? You. You, as the leader, become the operating system, so you. Spend all of your time below the waterline, you're in the weeds, you're in the minutiae, because we don't have a strategy. So guess what? Your team needs you to tell them every single day, every single week where we're going.
And because we live in this beautifully complex and ever changing world that is corporate culture today, that changes every single day, if not every minute. The thing that was a priority yesterday. Is now at the bottom of the list today. And so you are spending every single day having to help your team re-clarify where we're going, reprioritize all our priorities, telling them what we're gonna focus on and what we're gonna trade off.
And oh, by the way, they all have different opinions. If you ask one of your teams compared to the other, what's a priority? It's constantly changing, and so you are having to bring that alignment and you are running around all the time chasing clarity because you don't have that strategy and that clear system to keep your team focused.
And then when it comes to workflows, if you don't have clear workflows that we have continuously done the work to simplify down to their simplest form, removing the complexity, removing all that clutter, those steps that have built up over time. The bureaucracy, the signoffs. Guess who has to be in the weeds 24 7 helping their team navigate it.
You've created a giant, um, obstacle course. For your team between where they are and where they're trying to go. And so you have to be in the weeds helping them through it. You have to be signing off on everything. You have to be quality checking everything. You have to be monitoring everything for errors, not because your team isn't capable, but because we've made the, the processes so complex where errors and poor quality are, they're a given.
If our processes are so convoluted, if handoffs are unclear, if roles are unclear, of course errors are gonna happen. Of course, the quality of our team's performance is gonna be poor. Of course, you as the leader are constantly gonna have to be in the weeds trying to force it and make it work because we don't have the clear operating system.
You've become it. The same thing happens for teaming and culture. If your team doesn't know how to work together. Guess who's in there playing therapist 24 7 trying to get everyone on the same P page. Trying to, Hey guys, you need to be talking to so-and-so. Hey, did so-and-so sign off on this? Hey, play nice.
Everyone get in a room together. I. You have to do it, not because your team's not capable, but because we don't have a clear system, clear structure around how we need to come together and work as a team. Same thing happens with culture. You become the system and because you are spending all of your time down here below the waterline, guess what's not getting done.
I really wish I had better lines, uh, vision strategy. Innovating, um, big picture, problem solving,
having a freaking life,
all of that happens above the waterline. So if you are spending all of your time being your team's operating system, holding them together, all of this, the true, leading, developing your team. None of that's getting done. No one's on the deck steering the ship. No one's directing, no one's looking at, hey, where's our gaps?
What do we need to address to work better? Um, where do we need to adjust course? How do we need to, you know, develop our team? Heck, half of us are over here canceling one-on-ones every week because we're in some, you know, politics meeting, you know, playing to some exec's, ego like we don't have time for true leading because most of us are spending our time down here below the waterline holding our team to together.
Lemme look at my notes. Until you put an operating system in until you've done the work to get your clear strategy, to define out those workflows and simplify them, to put together structure around how your team's supposed to get, come together and work together, how they're supposed to meet, how they're supposed to collaborate, and the type of culture you need to support this, you will be stuck down here.
Your team can only operate at the level of the system they're performing in. And guess what? If you are the system, your team can only perform at the pace at which you can keep up. Let me say it again. If you are your team's operating system, your team can only perform at the pace at which you keep up.
That is why you wake up every Monday, dreading. Going to work because you know you are about to have to spite tooth and nail to keep your team aligned, to keep the work getting done. That is why you're operating from a place of overwhelm. That is why you can't even think strategically, because you don't have the mental clarity, the space.
To do. So you know what I'm talking about? Those moments where like your brain is so in firefighting mode that like taking a step back and thinking strategically, that's just not an option. There is no way that our brains can think strategically, innovative, creative, creatively whoa, words. If we don't give it the space to do so, if we don't take the time to rest and recharge, so that can happen.
Hi, pepper pepper's. Coming to say hi. Yes. Oh, thank you for the kisses. Okay. Okay, that's good. Thank you. Uh, nope. I'm gonna get back to this. Thank you pepper. Okay. Um, you need that if, if you don't have the space and capacity. This doesn't get done. The version of leader that you want to be, that strategic leader, that, you know, influencer in your company, that leader who's building that culture that everyone wants to be a part of.
Like, you know, that team where you're like, holy crap, have you seen what they're doing? Like they, that leader has the ability to where people go to their team. They reach a potential that they didn't even think is possible. Like everyone who steps into that team becomes top Talent becomes the bench for everyone else.
You don't have the space to do the strategy, the prioritization, the improving all of those leaks, you know, are happening in your boat, but you don't have time to fix beyond putting a, you know, patch in it, a bandaid on it and hoping it sticks. So of course we're not able to make that big impact within the business.
That's getting us recognition to the point of where like exec can't even keep our name out of their mouth, like our team and what we're able to achieve keeps coming up over and over and over and people are sick of it. We don't have the time to do that because we're being the system. We have become the operating system holding our team together, and therefore our team can only perform at the level that we're keeping up with.
So if you feel like you are in that spot where you're like, I've either become the operating system. Or I know that one of those four elements of my operating system, either my strategy, my workflows, the teaming or the culture is not operating at like a heck. Yes, this is propelling my team forward level.
Then what I've got for you, I'm going to, um, drop it in the link of this live. Or also you can DM me if you don't see it. Um, I have a free team, um, operating system assessment and it's super freaking cool 'cause I'm a data nerd. Um, and what it does is it's like it takes like three minutes. Um, you fill out a few questions and it gives you a full assessment.
A pie chart. Yeah. Told you data nerd, um, of your team's operating system, where your strengths and weaknesses are. And it actually gives you a prioritized list of where you need to be focusing. 'cause it gives you percentages a grade for every single one of those. So it will say like, your strategy is a critical gap at 15%.
You know, your workflows are a core strength at 75%. So why love this so much is because. In leadership, a lot of us are drowning to the point where we are desperate for any life raft. So we spend our time, um, reading every book, you know, taking every piece of advice, listening to all the podcasts, and we're like, maybe that'll work.
And we start throwing, um, bandaid fixes at our team. It's not a great use of our limited time because I know you don't got a lot of time on your plate. So when we're improving our team, we want our improvements to be targeted and we want to be able to track if they're making progress over time or if they're not.
And we need to do the same thing with our operating system. We continuously need to be monitoring its health. Just like you would a car engine. You wouldn't just say like, oh, bought a car. I'm done. I'm never gonna maintain it. Like, of course you're gonna start having problems down the road because we've never actually done the work to maintain the car.
We've never changed the oil, we've never put any work into it, so of course it's going to start, um, failing on us. The same thing happens when our, with our operating system, arguably at a much faster rate because we're working in a constantly changing business environment. So our operating system has to adapt with it.
So if we don't have a maintenance routine, if we're not constantly, um, assessing the health of our operating system, which is the main driver of our team's performance, then of course it's going to start failing on us. And when it fails. It comes back to you. You have to get more in the weeds. You have to do more work to try and physically hold it together, which is keeping you stuck down here and not up here doing that strategic leadership.
So we need to be continuously maintaining and monitoring our team's operating system over time. So check out the, um, operating system assessment because you can take it as many times as you want. Heck, I would take it every single quarter at least. So go ahead and today, take it, get your baseline. What's going on with your operating system, where's your biggest gap?
And later in this um, series, we're gonna talk about how to do little tiny 1% improvements that you can start this week. So we'll talk about that. Um, but go ahead and get your operating system and then every single quarter we're gonna go back and reflect are we moving forward or are we making moving back?
Let me look at, uh, we got a comment, Annette. Is our operating system equal to our org structure or one of the elements? Ooh, such a good question. So, um, Annette, you may have joined, uh, towards the back half. So we talked about the very beginning. Your operating system is everything that happens in between the sticks and boxes of your org structure.
So where an org structure is. Roles and who reports to who. It's not actually how work gets done, how work gets done is everything in between. So it's your strategy, your workflows, your teaming, and your culture. So if you, I would recommend going back and listening to the beginning, 'cause I'll go about it in depth.
Um, but it's definitely separate. And if you guys have any more questions, go ahead, drop them in the chat and I'll answer those at the end as I wrap up. So go ahead, take your operating system assessment and then what I want you guys to do is make sure that you are coming back and checking out the next lives.
So tomorrow. We're gonna go into how, um, corporate has conditioned you for each one of these elements. So your strategy, your workflow is teaming and culture to make it 10 times harder and put you in a place of overcomplicating, overthinking, and overworking. So we're gonna go into what I call the corporate Kool-Aid, um, and the next one we're gonna talk about how complexity is building up in your operating system and slowing your team down.
And then next week we're going to get into how to do those 1% improvements for your operating system that I alluded to, and how to get into that maintenance rhythm for your operating system. So we're covering it all in this two week series. So make sure that you come back and watch the next lives, um, because by the end of this, you're gonna have your operating system.
Assessed, you're gonna have figured out where some of your major gaps are and you're going to have been able to start making some 1% improvements to your team. Now if you have missed it, we also are, are in the enrollment period for Liberated Leader, which is my six to 12 month group coaching program.
Where we go deep into every single element of your operating system, plus your leadership mindset and detoxing from all of that corporate bureaucracy that is fed to us from the beginning, that we step into corporate culture. So within Liberated Leader, a change that I have recently made that I'm super freaking excited about y'all is gonna be so good, um, is once you step into Liberated Leader, you first will start with, um.
Sorry, I got distracted by my comments. Um, camp Liberated. So Camp Liberated is a four week, um, deep immersion program where you and a small cohort will go through a four week program with me, where we are going to cover setting up your basic foundation for your team's operating system in four weeks, or keeping it radically simple.
I'm teaching you in every single one, strategy, workflows, teaming, and culture, how to detox, all of the corporate complexity that's currently building up and distracting your team and keeping you stuck in the weeds. And I'm teaching you simple systems for going ahead and setting each element up. So week one, we're going all in on strategy.
You're gonna walk away week one, you're gonna have a clear vision, not a fluffy statement of a bunch of buzzwords that tell us nothing. No, it's going to be specifically, this is the one thing our team, the biggest impact our team's going to have this year. We're gonna talk about what we're gonna prioritize and trade off, most importantly, not 15 priorities.
Three and the trade-offs we're gonna make to achieve that. And then I'm going to give you my simple rhythm for making sure that your team stays on track in our world of constantly changing priorities and shiny object syndrome. So that's just week one. Week two, we're going all about, um, detoxing your workflows from complexity.
So I'm gonna teach you how to strip out. All of the complexity, the bureaucracy, the sign-offs and everything that's slowing your team down from actually achieving that strategy that we set. Week three is probably the one that most of you guys love the most, which is the empowered team. We're talking about how to actually build out what your team needs to truly own their ish.
We're keeping this PG because my kids are around. Um, so it's oftentimes not a reflection of your team. And the fact that they're not stepping up and owning their work and solving their problems, it's often a result of the system and us not giving them the clarity and the structure they need to do so.
So in week three, I'm gonna talk to you all about that. We're gonna start implementing that Empower team, and then the fourth one we're gonna talk about what behaviors your culture are actually serving your team, what's holding them back. We're gonna start making some culture shifts. One of the things that I love the most about week four is we also start to talk about.
You know, I want to create that culture in my organization that's different. You know, I, I work in an organization that's super hierarchical, super old school, like they're moving at the pace of molasses. Like, it, it's not what I want to create for my team. So how do I actually start to challenge and push back and create a culture?
Within my organization that is healthy, that is not based off of hierarchy me pushing down on my team, but me working with my team, I. And you know, that allows us to work with other people in the organization that may have a different culture than us. So I'll teach you specifically how to start challenging and shifting the behaviors both on your team and outside.
So that is just camp liberated. So that's the four weeks. Me, you and an intimate cohort in the onboarding program. Once we're done with the onboarding program, you already have the foundation for you to be able to step out of the weeds, and then you move into six to 12 months of Liberated Leader, which is the full group program.
You're getting two hot seat calls a month, one where we're continuing to go deep and refine your team's operating system. The other one is all about your leadership mindset because. We've been being fed corporate Kool-Aid about like hustle culture and constantly being on and valuing busyness over impact, like all those things have been constantly fed into us and we don't even understand that they're driving our behavior and how we're leading.
And so that's why once a month we focus specifically on the mindset drama that has been conditioned into you and what is kind of messing with your mindset to be able to lead in the way that you want. So we talk about that you also get access to all of the mastery programs. Um, so those are deep dive curriculums that are action focused.
We cut the theory. I got a master's in IO psychology. I took the tiny pieces that were actually important for you to know, but I kept it actionable 'cause you guys don't need a bunch of theory shoved down your throat. You need things that you can apply in your team today. So they are tools, templates, activities, mural boards, um, to actually start making changes in your team.
So you get the mastery programs, you also get the Liberated Lab, which I ugh, so good. It is a lab of, for every single one of these operating system elements that I covered, I have a section on it and it goes over education. So the courses I have on it, it has articles, podcasts, whatever you want. Like if you're a super nerd like me, it has books that you can go deep on.
Um, depending on, like if you are like, I obsessed with culture, I wanna go into all in on this. I've got it all laid out for you. Um, then it has the actual experiment tab. So for strategy, it has specific small shifts solutions that you can go apply in your team tomorrow to start building and simplifying every part of your team's operating system.
So let me grab this. I'm gonna show you. I have it in card form, which you also get access to these. Um, but for example, so these are cards of solutions that you can apply in your team. And I teach you how to use these with your team so they can start to pick solutions. But for example, um, we have culture.
So this talks about a user manual to me. Um. We talk about how to, in different ways you can improve teams' processes and get your team identifying where buildup is happening in your team. We have different ways like um, agile roll cards to actually start to improve role clarity. We have different ways to start to shift your team's culture, um, things like that.
So this is these, there's over 120 different small solutions that you can start applying within your team in the Liberated Lab. And then you also get the Liberated Card deck. So this is a really cool tool that you can use with your team. To develop, um, out where there's gaps in your operating system, they can actually work with you to figure out what solution do we want to try?
Because guess what, the best change management is not a communication plan. It's doing the change with your team, involving them in the solution. Um, and that this card deck, the liberated card deck, is the answer to that. So all of that is what happens inside the Liberated Leader program. Like I said, I'm currently enrolling that it's going, the next cohort kicks off April 14th.
Once that cohort kicks off, or spots are filled, doors are closed until the next time that I decide to open and bring in another cohort. So if you are interested in getting more information about that, just DM me, um, and we can chat about what's going on with your team where you are struggling. What feels like is keeping you in that place of chaos and overwhelm and if liberated leader is the right fit for you.
Okay, that's a wrap on today's live. Don't forget, this is gonna be a two part series so we have more coming, um, about how to start to identify where those things in your team's operating system are keeping you the leader in a place of. Holding your team together and how to start making shifts to improve your team.
So come back and we'll kick off the next part of the series tomorrow. Bye y'all.
The why leadership keeps us in this culture of glorifying that leadership is supposed to be chaotic and overwhelming, and why it's ass backwards. The massive gap that is missing in your leadership education that's keeping you in this place of overwhelm the system
that actually drives your team's performance. Yeah. It's not your org structure.
And how you've become the system holding your team together.
