Hello, welcome to our third part in our live series, and we're not live, I'm recording this on the podcast. Live's been life in. So for those of you who are new around here, Sophie, my almost 2-year-old, she stays home with me full-time. And so I have childcare on days where I have client work or programs.
But on my other days. I do things like lives and things like that in nap time, but nap time this week has been. Hit or miss. So we haven't had a good nap in order for me to jump on live on Instagram. I deeply apologize that you guys are going to miss my beautiful whiteboard drawings on this one.
The information is gonna be just as good. And the topic that we're talking about today is the topic that I know. All of y'all have been waiting for, and that is solutioning. We have done the work to understand the first part all about how our team, their performance, how they're operating, whether, they're getting the results we desire or not, their ability to get those results is super chaotic or super simple.
All of that. Comes back to our team's operating system and the four core elements of that system, which is your strategy, your workflows, your teaming, and your culture. That was in part one. In part two, we talked all about how to diagnose our operating system, getting to the root cause of where your gaps are and how to address that is what we're digging into today.
We're not just talking about any type of solutioning, we are talking about how to build solutions that fit into your busy, already overwhelmed schedule. We don't get time to add another giant project to our plate, so how do we create low lift solutions, and also how do we create solutions that actually drive true, meaningful change in our team?
That sticks. That sticks because there is no point in going through all of this work if we just implement the change and revert right back to the status quo. Yet, that is exactly what happens in the majority of change efforts in teams. The corporate Kool-Aid tells us that in order to drive change in our team, we need some big projects, some big transformation, some big change management plan.
That's how you drive change, right? But when you look at the data. Like literally Google how many, transformations, org structure shifts, anything like that are actually successful and the data is awful. I'm talking like 97% of these big, large scale transformations fail. They fail. And when these types of transformations fail, it's not just that we're not getting to the result that we desire, we're not seeing the change we desire.
But when these giant transformations fail, we're also causing mass chaos in our team. 'cause we've just disrupted everything, likely spent months and months of their time, energy, and capacity planning for this thing. And it didn't take us anywhere. In fact, it likely took us backwards because of the chaos.
It's, it caused, and then we've also lost trust because our team just learned that by going through all this effort and putting all this time and energy into this thing, what happened? Nothing. It actually hurt them. One of the biggest challenges leaders come to me with time and time again, is that my team is resistant to change.
My team is resistant to change. And here's the thing, I just don't believe in resistance to change. I think that's just like baseline, normal. It's odd for people to be excited about change at this point for me because think about it. Go ask like the three people nearest to you in your cubes, go ask.
Or if you're working virtually, randomly select three people to, send a slack message right now and say, tell me about a change experience you've recently gone to that was miserable and I bet. The hardest part of that is gonna be selecting the one that was the worst, right?
Like we all have a backlog of stories, of changes, of transformations, of these big projects that promised us like everything was going to be better and then nothing happened, or it made our jobs worse. Now ask them to come up with a change, a transformation, a big project. That actually was successful.
That was an enjoyable experience, and they're probably gonna have a much harder time coming up with something. So the whole thing about my team's change resistant, it's heck, yes they are. Honestly, I'd be surprised if they weren't at this point because what they've been taught time and time again, not saying it was you, but just throughout their career.
What they've been taught to associate with change is chaos, pain, a lot of uncertainty and overwhelm and concern for their job. And likely very little positivity or reward coming out on the other side. So when it comes to these big transformations, these big, change management plans and giant projects or improvement projects, things like that.
We know 97% of them fail, so they're not effective. We know that they have a negative impact on our team and make them resistant to change. So if these big transformation projects are not the answer, what is? And that is small, simple shifts to how your team operates. On a day-to-day basis. Let me give you an example.
So imagine that,, you wake up one morning and you decide I want to become like an Olympic level runner. Like I, I'm ready. I decided that's what I'm going to do. And so what do you do? You spend the next, like couple of months planning, you figure out what an Olympic level runner, eats you research the best, workout plans, the best, equipment, the best shoes.
You start listening to like runner mindset. Podcasts and things like that. , You do weeks and months of research, and you have this big plan,, a notebook full of your notes of this is how I'm gonna eat. This is the routine I'm gonna go through to train this.
I've got all the gear ready and in my closet. And you pick a day and you're like, okay, today's the day I'm gonna become an Olympic level runner. And week one you are gung-ho. Like we are doing it. It's happening. You're all about it. You're following everything to a t. Like things are good. Week two, we still got it.
Momentum's still there. Things are getting a little iffy. It's getting a little harder to, keep track of everything and keep on everything. But like we're doing it week three. Okay, now we're starting to struggle.
You're struggling with the different, exercises you were doing, the meal plan. It's getting really hard to fit in the prep and things like that. It is starting to get really challenging. So you're like holding on by a thread. And then week four, life happens, you get sick, things pick up at work.
Suddenly you're not sleeping as well. Your kids aren't napping, whatever it may be, and you're like, we're done. This plan does not fit into my life. And so the easier option is to revert back to what you know, what you've been doing for the past 30, 40, 50 years. It's your habits. It's how you've continuously showed up day in and day out.
We thought that just by deciding what we wanted our outcome to be, we wanted to be an Olympic level runner, and we did all this planning and we had the perfect plan that suddenly we can make this giant vertical leap. From having never run a day in our life to being an Olympic level runner, because we did the work, we did the plan, and this right there, like it sounds crazy when I talk about it in that lens, but that's exactly what we think.
When we try to apply these giant transformations to our team, it doesn't even have to be a giant transformation, but when we spend weeks, months planning this change and thinking that we're suddenly going to be able to pick a day to implement it, and everything's gonna change and be better. That's just not how life works.
When you are doing change, you are having to decondition years of habits, years of people showing up and doing things a certain way, and suddenly you are telling them no. Forget all about that. Forget about the same lunch you've been having for the past 15 years. Now we're gonna do it this way. And we just expect them to get on board and be gung-ho about it.
And we expect them not to have days where they slip up, where things get hard and they revert back to what they know. Because follow the change plan. We decided the day has come and you should change. That's not how humans work. The second thing that's wrong with these is that it's too much change for any human to process giant transformation projects where we're trying to change, 20 things at runs.
Once we're blowing up, like the entire structure and processes and all these things, it's too much for any one person to process that I have to do. Everything different. Have you ever set, a New Year's resolution of here are my like 10 new habits, or here's my like new 10 step morning routine or night routine, or anything like that.
And it's like maybe you can keep up with one, but everything else falls to the wayside because it's just too much for us to try to get behind. We have been operating from autopilot mode, like things have become second nature and it's fine for maybe us to try and shift out of autopilot mode for maybe one or two of those things, but trying to overhaul the entire thing, that's too hard for us as humans to compute.
I want you to think about like your phone, checking your phone. You check your phone throughout the day without even processing that. Some of you guys pull out your phone and click an app like you, pull it out, click your email, click Instagram, and you're scrolling before you even realize what you are doing.
That's habit. It's become automatic. And our team has these same sort of habits to how they work. It's automatic, it's just how they go about things. And yet we decide that there's a day. That they have to change it all and we expect them not to struggle. We expect it to just happen.
And then it's we finished the change management plan, let's move on with our lives and , never think about it again. Everything's better. That's not how humans work. The second it gets hard, the second things get chaotic. The second the fire drill hits, we will revert back to what we know.
We will revert back to the status quo. Because it's automatic, it's habit, it's easier, it gets us the same result a way that's easier for us to understand. So if we want to truly drive behavioral change in our team, if we want to do it in a way that actually sticks, we have to do it in a way that works with the human mind.
We can't just expect that one day our team is gonna go from never having run to being Olympic runners. We can't just expect that our team who has developed habits of how they operate over years. Can suddenly pick a day and change all of that and not fall back into the same routine. This is why these giant project plans don't work.
Instead, we need to be thinking about small shifts to how our team operates on a day-to-day basis. Those habits that they have built. But when I'm talking about habits, I'm talking about, how they default to, leading meetings in an unproductive way. How we default to, getting caught up in the latest urgent request instead of sticking to our priorities, how they default to handling conflict in a way that's unproductive.
How they default to, staying in their silos versus, collaborating and breaking things down and operating as one team. Those are the habits we're trying to break, to adjust, to shift. And I promise you, by shifting the way that we actually work, what work we prioritize and focus on how we work together in team, how we meet, how we make decisions, all of that.
Is going to make a much more meaningful impact than the giant org structure change or change management plan or three part, transformation, innovation, change project, whatever. I don't know what the latest buzzword is.
I get it. The transformations way the heck sexier. The transformations, they're, a lot easier to. When we're in this place of overwhelm as leaders where it's like things aren't, they're broken. We need to fix it. We go to the extreme because we're like, everything will be better if we just do this.
And it's just so nice to have this silver bullet solution that if we just do this, things will get better. It's easier for us to wrap our minds around because that's what the corporate Kool-Aid Hass been conditioning us to time and time again. And I know this small shifts around, just tweak how you're making decisions.
Just tweak, how you're prioritizing work. Just tweak how you're collaborating together. It doesn't sound as sexy and honestly, it's if it was just that easy, why haven't we been doing it? All along all we have everywhere, except for in corporate teams. In sports teams, this is exactly how they operate
in corporate teams. The corporate Kool-Aid tells us that it's so much better for us to have this massive plan with the fancy name. You gotta have a fancy name and you gotta make sure it doesn't have the latest buzzword that didn't go well. I always loved that when I was in consulting yes, let's do this project, but don't use the word transformation because we did a transformation six months ago.
And now that's taboo word. You know what I'm talking about? There's a word you can't use, but we love a big project. We love a big fancy title. It just makes it feel tangible. It makes it feel sexy. We put some consulting money behind it and it feels like this big, visible, sexy thing we're gonna do.
But now look at any other type of team. A sports team. Let's talk about my son. He just started softball, he's four. My husband decided, he's gonna start softball and I'm gonna start my softball coaching career,
and so he is coaching a team, a four year olds, which is like a great place to start in your coaching career. And so the other day he was like, okay, we've got practice coming up this week. Can you help me? Think about what we need to do drill wise for practice. And I'm like, yes, got this. So apply the same principles that I apply with teams.
Tell me what the core elements, the core skill sets that make a successful softball player. So I think we came up with something like hitting, fielding the ball. Throwing the ball, and then running, like endurance. And so I was like, okay, now let's build a drill, that will improve every one of those core elements.
Because here's the thing, if we help every player become just a little bit better in those core elements, then that's what's gonna create a strong team. And if we're consistently week after week, looking at our team and saying, how are they doing it? Hitting, how are they doing it fielding, how are they doing it?
Catching? And figuring out where our gaps are and where those gaps are continuing to double down. Do more drills practice harder, then we'll get better that's how any coach runs their sports team. But when it comes to corporate teams,
we don't teach the core elements of an effective team and how to understand where you have gaps and address those. We completely skipped that.
But yet that right there is how you actually improve a team. That right there is how you actually drive change. And spoiler alert, if you watch the past two episodes, you know what I'm about to say, that right there. Is your operating system, those four elements that we've been talking about over these past two episodes, it's your strategy, it's your workflows, it's your teaming, it's your culture.
And if you want to know what each one of those is comprised of, go listen to the first episode, or you can click on the link to Liberated Leader. And there's a graphic on that page as well. So those are your four core elements. Of a high performing team. And so when it comes to solutioning, we're not gonna do a giant transformation to try and overhaul them all.
Instead, we're gonna do just like I did for my 4-year-old son's T-ball practice, we're going to say, where are gaps? Okay, this month? What drills do we wanna focus on improving on? And we're gonna get better at strategy. We're gonna get a little better at workflows and at the end of the month we're gonna say, okay, what went well, what didn't?
And then the next month we're gonna do it again and we're gonna get a little better. And guess what? By doing it in that manner, through these small, simple shifts, one, we're gonna create change that actually works. 'cause we're changing how our team operates on a day-to-day basis.
But two, we're also gonna be building trust with our team in the change process because every time we go through a month and we make things just a little bit better, and they see that our efforts actually resulted in a positive shift, not a massive, overwhelmed, chaotic project, they're gonna tuck that knowledge away and they're gonna say, okay.
That wasn't so bad. And slowly as we go through this, we're gonna build their association with change.
This is positive, this is good. In fact, I like it. In fact, I wanna be a part of it. In fact, here's some ideas I have as to how we can improve our team. And next thing , you're not having to go through these massive transformation plans solely dependent on you as a leader, but you've built a culture of improving your team that's low lift, that's enjoyable and that your team actively wants to be a part of.
And that's actually working because it's rooted in what the core elements that drive a team's performance. I want you to think of it just like a sports team has their, conditioning routine, their practice routine. You are a coach. You are a leader, and you should have the same thing for your team every single month.
You should be thinking about where are gaps and how are we improving? Not massive improvements, not massive, big changes, small, simple shifts, slowly building because as we build, momentum builds. The first couple of months you do this, the shifts are gonna be really small. The impact's going to be really small because you're getting the hang of it.
You're testing things out, you're figuring out what works and what doesn't for your team. But as you keep on going through this process, momentum builds. And next thing you know, when you were only making, , three, four, 5% improvements, now you're making 10, 15, 20% improvements in one month.
Because you're starting to get, you're building that habit, you're building that muscle. It takes work. That is why sports teams practice over and over, do drills over and over. It's the same thing with teaming in corporate culture. Okay, so now let's get super tactical.
Based off the past episode, you should have one core element of your operating system that you need to focus on. Whether it be strategy, workflow teaming, or culture.
And then based off of that, canvas that we talked about in the last episode, you also should have a little bit more understanding of what within that, element is your biggest gap. So if we're thinking about strategy, is it lack of prioritization? Is it, constantly getting distracted by fire drills or urgent requests.
Is it, , we have goals, but we tend to forget about 'em. We get caught up in something else and we're struggling to stay on track. Have a little bit of that step down into what's going on. And what we're gonna do next is bring our team together, because again, with them, not to them, and now we're gonna talk about how can we improve this?
And it doesn't need to be complicated. This gets to be a 30 minute discussion, and what we're gonna do is we're gonna put our problem statement on the board. Hey guys, we went through that last activity. We decided that this was our biggest gap that we wanted to focus on this quarter. So I want us to talk about all the ways we believe we could improve this quarter.
I did not say solve this. I did not say, make this go away. I said, the ways that we could improve this, that may be by 5%, that may be by 20%. What are the ways that we can make this a little bit better? And what you're gonna do is you're gonna arm everyone on your team with sticky notes. And you're going to give them about five to 10 minutes to brainstorm.
If you have a bigger team, I would say anywhere, more than four or five, then let's break them up into pairs. Two, three groups of two or three, and let them brainstorm together. But everyone's coming up with ideas. No ideas a bad idea. We are not thinking in the realm of constraints. It can cost a million dollars for all I care.
I want you to ideate. When you start putting constraints on things, people think way smaller than the constraints. It's just human nature. Let's ideate because you know that million dollar solution. If that's the perfect solution, maybe we can get creative about a smaller version of that or something like that.
. So we're going to spend a couple minutes ideating and if you're like, my team's not strategic enough to do this, you would be so surprised. Your team has more ideas than you think they have. They probably just haven't had the opportunity to voice them, or when they have voiced them in the past, they've been continuously shut down to the point where they just don't feel like sharing them anymore.
So there is an element of psych safety to this of I want to have your perspective. I value your opinion. You guys are the ones closest to the work and therefore are best positioned to come up with the solutions that you are then going to have to implement and own.
And then once we have all our ideas up on a whiteboard, now we're going to have them vote. So I like to give everyone on the team one or two stickers so it can be whatever type of sticker you want, and have them vote on the idea that they are most excited about, where they're like, yes, that is the one that's going to make the biggest impact on improving this problem we identified.
So based off of which ones got the most stickers on them, we're going to now talk about what we will do.
And so with this, we're gonna have some constraints. We want to vet these solutions for three things. One, it needs to be something that is in the control of those in the room. So if you can't move forward on it without, participation or a sign off from, a higher level leader or a stakeholder, then I want you to think about it Doesn't mean we can't do that solution, it just means what is the first step or two we could take before we get to that point.
Is there a smaller version of it that you can try? Can you develop a prototype, a minimum viable product, whatever it may be? We wanna think about things that are in the control with the people in the room, because once we get out of that, then we start to find ourselves spending a lot of time doing socializing, things like that.
As we go through this process and you guys get stronger and stronger in it, then we start talking about ways to do this cross-functionally with our other stakeholders in the room, and that's when this gets really good. But right now we're just focusing on what is in our control.
'cause that is where you're going to get those solid wins. The next thing we're going to talk about is can we develop a minimum viable product? So something ready to test, to try in two weeks or less gasp. Everyone's no, it's gonna take me two weeks to develop the project plan. Nope. Don't got time for that.
We are all about taking action because there is no point in spending weeks and weeks in planning something and trying to anticipate everything that could potentially go wrong when you could just test it out on a smaller scale and figure out if it works or not, and if it's worth investing more time in.
So we're talking about small, low lift, minimum viable products. Instead of, massively overhauling this entire process, what is like one or two steps we can focus on? Can we just focus on, the beginning few steps and see the difference that it makes? Can we just focus on, the one or two steps that are the biggest pain in our butts and see what difference it makes?
'cause guess what? A lot of the times that's enough. We would've spent, months overhauling this entire process when really if we just focused in on the area, that was the biggest pain point, that was enough instead of, trying to do this massive thing where we delete all our meetings and decide we don't wanna have meetings anymore.
If we just focused on can we just, take the three to five that are the biggest pain points. And nix those. Can we just take the one meeting that just is a waste of everyone's time and figure out do we need to remove it or how can we make it more productive? Instead of doing like this massive org structure shift, can we just figure out like what's really happening, where we're struggling and create a little bit more clarity.
Instead of, deciding we need to invest in this new shiny tool that's gonna solve all our problems. Let's just talk about what part of that tool, what functionality are we most, excited about? And can we do a smaller version of it, whether working with our tech team or, drafting it up with free tools or what we can find on the internet.
And just test it out and see if it really makes truly the difference. We think it will. So it has to be something you can be ready to test in two weeks or less. And then the last criteria is it has to be safe to try. Now I love this phrase because I didn't say it needs to be perfect. I didn't say you need to have every little possibility planned out.
I said it just has to be safe to try. I didn't say everyone has to agree on it. This is the best solution. It just has to be safe to try. Are we willing to give it a shot over a six to eight week period? I didn't say we're stuck with it. I didn't say you have to commit to doing this for the rest of your career.
I said, can we all agree that it's safe to try over six to eight weeks and safe to try again? Does not mean that you agree with it or that you love it. It means that you don't think something is going to massively break because of it. And if you say, no, it's not safe to try, then we're not just gonna throw it out.
Now. You owe me a way that we could make it safe to try. So if it's not safe to try because you we're worried that it's gonna cause mass chaos because we're trying to do this change over, I don't know, multiple regions or multiple call centers it would be safe to try if we just focused in on one, one team, one region, one call center.
It's not safe to try because. There's too much financial risk if we implemented this with our, high level accounts, but we could do it with a smaller account where there's not as much risk. So we're thinking about what parameters do we need to put on this to make it something safe to try over a six to eight week trial period.
Now, once you do those kind of parameters, those guidelines and adjust your solutions. There's usually one that comes to the forefront where it's this one seems to be the most obvious next step. And so we're gonna pick it and we're gonna go with it. And you guessed it, we're gonna try it over six to eight weeks.
I find six to eight weeks is the sweet spot. It gives us enough time to understand if the change is actually resulting in the improvement we desire, because here's the thing. You'll almost always see a dip in performance in whatever metric you're trying to track. Whatever behavior you're trying to shift before you see an increase.
Again, human behavior, we need time to change, to get used to this new way of working, to break down all of those habits that we have been conditioned to follow and switch our brain over to doing this new thing. And six to eight weeks gives us enough time to do that and then run it enough times to see if it actually is effective.
So whatever solution you pick, you've got two weeks to get it up and running. Doesn't mean you need to take all those two weeks. You got two weeks and then you've got a six to eight week trial period. And then, so once you're trying that, you're just again, following the solution, letting it run its course.
And at the end of your six to eight weeks, you're gonna take one to two weeks to reflect, gather data on what went well, what didn't, and you're gonna bring your team together and you're going to ask two questions. What went well? What would we like to keep and what didn't go well?
What wasn't effective? What, slowed us down, what actually caused more chaos? And then we're going to reflect. If we feel like this, based off of that information, if it's yes, this went really well, there's very little that we wanna change about it. Awesome. We love that. Now we're going to say, okay, any tweaks we wanna make, based off of what we said, what didn't go well, we'll take, a week or two to make those tweaks.
And then we go back again and we trial it again. Maybe this time we're gonna do it a little bit bigger based off of the parameters we put on it. Maybe we're gonna take it one step further. Maybe we're gonna expand it across regions. Maybe, before we were just testing a pilot because that was just what was in our control.
And now we have solid data to take it to, the higher up leadership team and get their buy-in, not based off of some generic PowerPoint deck that we put together over four months about everything we think this solution could do. No, hey, we just tried this over six to eight weeks and here are the tangible results
And now if we put more time, energy, effort, money into it, imagine what results we could get from that. So if it went well, we take it up a notch. If it didn't go well, okay, we didn't really lose all that much. We spent six to eight weeks working on it. It wasn't disastrous because we made sure it was safe to try.
We made sure, we did a minimum viable product in two weeks. So it's not like we spent months developing it. We made sure it was in our control. And guess what? It's still a win because we learned something. We learned parts of it that did work, and what about it didn't work? So guess what we get to do?
That list that you just developed of everything you could try. Remember that list we developed? We're now gonna pull that back out and we're gonna say, okay, y'all, based off of what went well and what didn't go well with this solution, we just tried. What's a solution we'd like to try instead? Again, we get out our stickers and we vote, but now we're making a better educated guess because based off of the solution, we just tried out.
We know what works and what doesn't, and we're able to vet the solutions we developed through that lens. So the probability of us selecting an impactful solution this next go around is way higher. So yes. Was the change effective? Maybe not, but it was still beneficial. Way the heck more beneficial than had we spent months and months planning this giant transformation just to put it into effect and it exploding.
This right there is the power of small shifts. We were able to go. From having our gap to figuring out the different solutions we can try in selecting one that's a 30 minute meeting. We go from having selected a solution to having something to test in two weeks instead of eight months. We go from having something to test, to having tangible data that tells us what went well to what didn't go well in six to eight weeks.
And guess what? That process that I just described to you with the retrospective at the end, that's one quarter, that's three months. So this right here, that's your rhythm. That is your team's improvement rhythm that you do every single quarter. Every quarter you start out and you look at your operating system canvas.
You talk about where your gaps are. You do your 30 minute meeting to figure out what solution you're gonna try, and then you go implement. At the end of the quarter, you assess what went well, what didn't you use that to feed into the next quarter. And if you continue to do this is what's going to allow you to improve every single one of those core elements on your team's operating system.
And as you improve those. You're gonna start seeing those results you're after, you're gonna start seeing your team work together better. You're gonna start seeing them have the clarity they need to step up and be fully empowered. You're gonna start seeing them build that culture that allows them to be strategic problem solvers and feel confident, being innovative and transformative.
You're gonna see them start stepping up and owning their work without having to come to you 24 7. You're gonna start to see them make an impact within your business to where they're constantly being shouted out and you're getting email after email about how awesome it is to have them in the room, to have them on the project.
Why not? Because you're sitting there waiting for things to get better. Not because you did some massive transformation, not because you stole a benchmark from what so and so company's doing and applied it to your team and hoped it work, but because you understood here's the core elements of what makes a high performing team, and you stepped up as a strategic leader, as an informed leader, and you made a plan.
You made a plan based off of your team's gaps tailored to them, and you made intentional improvements involving your team. So those changes actually sticked and you got data based off of that, so you could continue. Quarter after quarter, making better and better strategic decisions, strategic improvements to your team.
And so where in Q1, you only maybe would've been able to make five, 10, 15% improvements. But now it's compounding. And imagine if you continue to bring that to your team year after year.
And this is what you teach your leaders underneath you, and they're doing it with their teams. This is how you build strong freaking teams, not, I'm guessing, not on benchmarks, not bringing in fancy consultants, but by understanding the core fundamentals and by making small, simple shifts to how your team works and embedding that.
Into how your team operates. Improving your team isn't a one-time thing. It's a thing that is second nature. It's just how our team operates. It's habit. It's a rhythm. Now, based on this series alone, I just gave so much information right there that you could take your team and completely transform them just based off of these three parts of this series.
The tools I just gave you. If you implement and you practice them and you strengthen them, have the potential to change your entire leadership career, how you lead. These are core, fundamental tools in your leadership toolbox. So go do the work. Sitting here listening to this and being like, yep, good idea isn't going to drive any change in your team.
Every single episode I gave you tangible things to walk away and go apply. I didn't throw a crap ton of theory at you and say, best of luck figuring out how to apply to your team. I gave you tangible things to go apply. So go do the work, try it out. It's gonna be clunky at first, but commit, keep doing it, and then blow my dms and let me know how it's going, where you're running into challenges.
What wins your team's had. And if you're like, I'm so ready to do this, but I need help. I want more, guidance. I want more tools. I want to know the specific solutions that I should be applying. You need to be inside Liberated Leader. I'm currently enrolling, it's actually extended the enrollment until April 24th.
We've had sick babies. We needed some rest. So you have until April 24th to sign up for the next cohort. It is limited spots and this is exactly what we do inside Liberated Leader, but we take it up a notch. So every single quarter. You are going through the assessment. So every quarter you're building that rhythm, but we're doing it together.
We're looking at your operating system. I'm getting all up in your team's business, we're looking at the gaps, and we're developing your plan together. But instead of you having to figure it out, you've got me. Helping you develop solutions, giving you step-by-step instructions. Here's the exact mural board to use with your team, the exact activity to walk them through, the exact tool, the exact template.
Here's the exact agenda for how I would run that meeting. You are getting everything you need to actually go apply so there's no guesswork. You are also getting. Hundreds of solutions. So when you say, our team's focus area is, teaming and we're really struggling with collaborating, guess what?
You have liberated lab, which is broken down by every core element and then into sub elements. So if you go to teaming and you go to collaboration, you already in the lab have solutions. In there, these small, simple shifts that are pre-built out to try in six to eight weeks. So you can go through and select the one that works best for your team.
'cause all teams are different. Grab it out. It gives you directions on how to do it and go apply. You also get access to the Liberated Leader deck. I'm obsessed with this deck and it is all of the solutions in card form. And because I'm a big fan of doing things with our team, not to them. You can print out the deck and let's say again, your team struggling with teaming and collaboration.
You just pull the cards around teaming. And you let your team, they get to go through them, they lay 'em out on a table, they look through them and they decide, they'll prioritize like, here's the top three that we think are a good idea. And then they'll go through, just like we talked about, what's in our control, minimum viable product, things like that.
And they'll choose one. So if you're like, my team's gonna struggle coming up with ideas. You have the card deck to help you with that so you're not starting from a blank page, but then you also have me in your back pocket as well with hot seat calls.
What's getting in your way? Where are you progress wise? Where are you running into resistance from your team? Where are you running into challenges? How can we adjust? And I'm helping you actually navigate through those so that way as you're moving through making improvements to your team, you have me.
Eliminating any roadblocks, any questions, any mindset, drama that's getting in your way. So you are purely focused on actually implementing. And that is just like the core of Liberated Leader. That's not even talking about Camp Liberated, which is that four week intimate onboarding program where you get put into a small cohort with.
Other leaders who are joining Liberated, leader, for that round. And in those four weeks, it's an intimate setting where I'm getting to know your team. You are getting to understand more about your operating system, and this is really a lot about foundational mindset work, getting out of. All the corporate Kool-Aid you've been fed around, busy culture and performative busyness, versus really focusing on impact and really thinking about restraint and not constantly chasing more about how we've been conditioned that.
Complexity equals credibility and how you're overcomplicated and overthinking the shit out of everything, and how to instead start glorifying simplicity in your team or talk all about, different ways that you are actually disempowering your team without even knowing it. And that your team not stepping up isn't a skill or a will issue, it's really a result of them not having the clarity, the structure, the system, they need to step up.
And then we talk all about culture. I talked a little bit about your team's willingness to actually share ideas and to be those strategic problem solvers. A lot of that can actually be hindered by culture and a fear of failure, a lack of psych safety, and just this, place of not operating from a place of growth culture.
And we talk all about that as well. So if you are interested in this program, like I said, the next cohort opens, April 21st is when we kick off. So now's the time to apply. If you're interested, you can also check the link, and scroll down to the bottom to q and a and there is a letter. If you are wanting to ask for support from your company, you can do that as well.
So go ahead and grab that template and you can go ahead and ask. Them to support you in participating in the program as well. Okay, y'all, I hope you absolutely loved this series and you got so many good tidbits that you're gonna go take away and apply. Don't forget to blow me up on Instagram. I wanna hear all about how it's going and your experience with your team.
Let's go do the work.
