Strategic Doing: Closing the Gap Now
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[00:00:00] Welcome to the Liberating Teams podcast. I'm Holly Breeding team psychology practitioner and org effectiveness consultant. Every week around here, we dismantle the outdated hierarchical leadership systems that keeps leaders like you stuck in the weeds and break down how to build a self-managed team that thrives without you at the center.
Because when your team has the clarity systems and ownership, they need to lead themselves. You finally get to lead strategically. It's time to liberate the way you lead.
Hello. Hello. Welcome back to the podcast. Today I am super freaking pumped 'cause we are starting a new series all around the strategy gap. And if you're like, what the heck is that? Don't worry, that's exactly what we're going to be talking about today. But the cool part about this series is that I'm going to be doing little mini episodes on the biggest offenders of strategy gaps [00:01:00] that I'm seeing.
With the leaders that I'm working with today. So I'm gonna be breaking down what those are and how we need to be thinking about solving them in these little mini episodes. So instead of just doing one big giant podcast a week, I'm gonna be releasing these mini episodes throughout the week, which means I'm going to have to cut down my nerding out, and that's gonna be very hard for me.
Y'all, I love a good nerd out session, but I'm gonna do my best to keep these to many episodes. And so in the vein of that, we're going to dive right in to talking about what the heck do I mean when I see a strategy gap? Because every single one of you guys listening to this podcast has one right now. So when I talk about strategy gap, I'm talking about the difference between the intentions for your team.
And what they're actually able to produce where they're at right now. So every single one of you has some [00:02:00] sort of strategy for what you want your team to achieve by the end of this year. Now there is a gap between that thing and where your team is today.
If there's not a gap, you're not thinking bold enough, we need to push further. Because if there's not a gap, then essentially it's just like a to-do list. That's not a strategy. We need to push the edge. Here's what we're trying to achieve, to drive more value, to be a better version of ourselves as a team by the end of this year.
I always tell my clients if it doesn't feel scary, then we haven't gone far enough. It should feel a little scary. It should feel a little daunting. So the gap between that end state, that strategy you've outlined and where you are today, that's your strategy gap
and yet we don't talk about this in corporate culture today, right? Because corporate culture is obsessed with strategic planning. When we think about strategy, we think about planning. Let's all get into a room.
[00:03:00] And we're going to talk about all this data. We're gonna talk about what exec wants and what shareholders want and what competitors are doing. And then we're gonna create this big fancy strategy deck. You know, this list of smart goals, these OKRs, these target metrics, and then that's our strategy.
And the problem is that in reality, that's one third of strategy is the planning part. The other two thirds of strategy that very, very many people skip is what we call strategic doing. It's actually operationalizing your strategy, bringing it to life, so your team is actually enabled. To execute on it.
And no, I am not talking about developing out more plans because that's what most people think about when they think about strategy execution. Oh, well, we gotta develop out the milestones, the timelines, the Gantt charts, the waterfall charts, the dashboard, the status [00:04:00] tracker. That's not strategic. Doing that is just more planning with a focus on execution.
We haven't changed anything by doing those things. We haven't moved closer to achieving our strategy by doing any of those things. What I mean when I talk about strategic doing, we talk about this in Liberated Leader, is being your strategic doing system, and it comes down to three critical pieces that every single strategy should have in place.
The first one is we should understand the specific obstacles between our team and that outcome that we're trying to achieve, and we should have a clear plan as to how we're going to tackle them. Two, we should actually be looking at how our team operates on a day-to-day basis and saying, does this actually help us deliver on our strategy or does it work against us?
I'm talking about your workflows. I'm talking about decision rights. I'm talking about ownership. I'm talking about collaboration. I'm talking about [00:05:00] meeting rhythms. Every single one of those things either enables or hinders your strategy. And then the third piece is we should have a strategy rhythm.
Strategy is not something that lives on paper. It's not a static plan, especially in today's environment, which is that VUCA environment we talk about. It's volatile, it's uncertain, it's complex, and it's ambiguous means, and the nutshell means it's really freaking chaotic. It, there's a lot of moving parts.
It's constantly changing, and there's no right answer anymore. If you are planning at the beginning of the year and just executing against that, you are already way behind because what was the priority in Q1 is I can almost guarantee not gonna be a priority in Q2 because the world is constantly shifting.
And so where strategy has to shift with that, and that's where that strategy rhythm comes in place where we have a set rhythm for how we're saying where do we need to adapt and adjust, and then [00:06:00] making those adjustments and actually learning from that. And now I'm gonna go into each one of these more in depth here in a minute, but I wanted to give you an overview about what I mean when I talk about strategic doing, because I wanna spend a minute talking about what happens when we skip this step.
Most of corporate culture is focused on the one third of strategy, the strategic planning. We develop out the strategy, we go do the strategy offsite. We build out these goals and OKRs and metrics. We cascade it down to our team and then we say, go do, and we ignore the other two thirds of strategy.
And the problem is that when we ignore that, it doesn't just go away. Every single one of you guys has a strategy gap. So if we as leaders aren't taking the ownership to actually address that strategy gap through the strategic doing guess who we've just offloaded that responsibility on to our team.
They're the ones who get [00:07:00] stuck with it, and we see this happen time and time and time again. Is teams who are doing their dangest to execute on the strategy, but it's everything's working against them. It is things like, you know, they're spending all of their time trying to figure out what the heck they should be focusing on, where their capacity should be going because the priorities shift every five seconds.
And let's be honest, everything was a priority to begin with. And when there's 15 different initiatives and 15 different OKRs and and core metric goals that we're trying to hit, it doesn't tell them where they need to focus. And so we've put the onus on them, figure it out. It is the years of built up process and approvals and workarounds and complexity that has been built into our ways of working that make it impossible for them to actually get anything done and drive value for it to drive the strategy forward.
Because our ways of working are so complex that it makes it, IM. I [00:08:00] see this a lot with things like, we wanna be more innovative, we wanna be more strategic, and we put the onus on our team. How do we build those skill sets, those capabilities in our team? That's not what we should be focusing on right here.
We should be talking about everything about our system that's designed to hinder that behavior. It is about the fact that they can't be more strategic because all of our processes are super cumbersome, super built out, you know, rigorous SOPs and templates and frameworks that they have to spend out on the nitty gritty tactical work.
So they don't have any time to be strategic. They can't be innovative because every single time they come up with an innovative idea. It is like a, a four month process of building a deck and getting a proposal and getting this sign off and getting that. So then it's, it's hindering the behavior.
So we have teams who have this strategy, but their system is actively working against them. It's the fact [00:09:00] that their capacity is getting eaten up by all the meetings trying to coordinate the work. If we don't have a clear understanding about how we're gonna overcome these barriers, about how we're going to actually drive this thing forward, well then guess what?
Our team's gonna spend all of this time trying to figure it out. So they're in meetings, they're trying to figure out how are we gonna do this? Who's doing what? They're spending all their time planning the work, talking about with the work versus doing the work.
Corporate culture loves big, sexy, bold visions that we just kind of pull out of thin air. Like we're gonna hit this, you know, sales metric this year because it's, you know, 5% bigger than last year. And then that's what we're gonna do. We're gonna make it happen. But how are we gonna bring that to life?
But how are we going to address all those obstacles that got in our way last year? We just pull through, this is where we start all those sayings. You know, [00:10:00] the, we're gonna build the plane while we fly it. We're just gonna make it work. We're gonna cross the bridge when we get to it. That's not strategy.
That's an inspirational speech, and honestly, that's what a lot of leadership resources out there teach is inspiring your team to take action, inspiring them, motivating them, you know, aligning them to do all the work. It focuses on our people as the problem, but here's the thing. Our people aren't the problem.
It's the system that they're operating in. We can have the most inspired, the most empowered, the most high performing strategic GoGet, our talent out there, but drop them in a system where you've given them a strategy that's bold and ambitious, but we have a million barriers that we haven't addressed in the way our system is actively preventing them from achieving it.
And we're not regularly doing the work to stop and reflect and seeing if we're [00:11:00] heading in the right direction, what we need to change, and like having this real living, breathing strategy system. They're not gonna be able to achieve it, and it has nothing to do with them or their talent or their motivation and everything to do with the system that we put them in.
This is what we're talking about. When we say strategic doing, and now I know what you're thinking right now is like, Holly sounds great. Love that. I don't got time for that. I, you know, pulling together the strategy was enough. We don't got time for all of that. It's not that you don't have time, it's that you don't have the right system.
Because you are thinking in terms of what this looks like in traditional corporate culture, which is, okay, now we need to do this massive, you know, risk analysis and, and you know, build out these PowerPoint decks and plans about how we're gonna address every single one. And that's gonna be a ton of different initiatives that we're gonna have to sign all this capacity tube on top of BAU work.
But that's not what I'm talking about. [00:12:00] I'm simply talking about having a simple system for. This is just how our team operates. This is how we run. It's just part of who we are as a team. It's not decks we're building and initiatives we're launching on top of BAU.
It's simply how we execute. So I'm gonna walk you through an example of how we would think about this if you came into Liberated Leader and how we develop these systems out. So let's say you are a. Leader who leads a sales department. Okay? And right now, your strategy, your everything about how you operate is built around the business model of, maintaining existing accounts.
So you have these super large legacy accounts that you are focusing on schmoozing and maintaining, and you know, upselling. And that's where your sales comes from. But you are now under immense amounts. What are [00:13:00] words? An immense amount of pressure to scale your sales, and based off of that, you've decided that you are gonna be focusing on small to medium business acquisition.
So how can we start getting a higher quantity of these SMB accounts? And so the first thing that we're going to do based off of that strategy is we're going to do a strategic gap audit. And so we do this working with your team. And the reason why we do it with your team is because they're the ones closest to the work.
They know it better. They're the ones that are going to have to execute on this strategy at the end of the day. So they're the ones we're gonna be doing it with. And two, this is your change management, not in the forms of a comps plan. Those very rarely work. It's in the form of actually doing change with them, not to them.
This is one of the biggest core values we have here at Liberating Teams is we do things with our team, not to them, because [00:14:00] people own what they help create, and so the first thing you do is you step in and you're going to do this strategic gap audit using the canvas. Then I provide you.
It's super simple. It's about looking at your operating system, about how your team works on a day-to-day basis and saying, what is getting in our way?
Versus what is helping us move closer to achieving this strategy. And so the Canvas does a really good job about getting your team to look at different lenses of how your team works. So it talks about, you know, what gets prioritized and what captures focus. It talks about workflows and how we get work done.
Where those clunky processes and why work takes forever is too slow. It talks about roles and role clarity and accountability and who has what decision rights. It talks about how we collaborate and work together. I love this process because every single time, no matter what function the leader leads, they always come back [00:15:00] and say, the team really enjoyed that.
So if you are like, my team just doesn't, we hate those types of conversations. Everyone's quiet the way, like I've run this workshop with so many different functions and so many different personalities, the way that it's structured.
It's going to get good information, it's going to get to the root. And that's because of the intentional design behind it and how we utilize this canvas. And so you immediately, the second that you step into liberated leader is you take this canvas and you go do this activity.
And so based off of this canvas, we actually prioritize where those biggest barriers are to achieving that strategy. So you come out with a specified list of your biggest barriers, and you know exactly where you need to focus first. And every single thing that I'm teaching you is a repeatable process.
So this audit that we do, this is something that my [00:16:00] leaders typically run at least twice a year at the middle of the year and at the end of the year. And it, once your team gets used to it, you can get it done in 30.
It's just simply saying, okay, are we still designed? In a way that's going to allow us to achieve our goals. Because here's the thing, we think about improving our team as like a nice to have, like we are in this ship trying to get to our end destination, our strategy, and it's like the ship is sinking, like there is holes everywhere.
Half of our capacity is like scooping buckets of water out and over the ship. And it's like we want to be this, you know, super leading edge team that's super innovative and strategic and doing all of these cool things. And so what we do is we keep scooping water out of the boat, but then we launch all these initiatives about like how we can upgrade the boat's engine and you know, for it to go [00:17:00] faster and it's like not gonna help.
We talk about strategy in terms of growth horizons. So in order for you to get to the point where you are, delivering more value, more transformative work, more like leading edge work, you gotta get through growth Horizon one, which is just optimizing the foundation, getting really good at doing the basics, because that's the bread and butter of your business, no matter what department you lead.
So if you are that sales leader, we're focused on how can we convert sales really, really well? Because if we have that foundation down pat, then we can use that to execute different strategies, right? We can apply that to a existing accounts. We can apply it to new, small, medium business accounts. If your basic ways of working.
Our all over the place are full of a bunch of [00:18:00] bureaucracy and built up processes that are overly complex and, roles are confusing and decision rights are confusing and everyone's stepping all over each other and your team spends more time talking about work and meeting about work than driving work forward.
And handoffs are a mess. Collaboration doesn't work like, feedback doesn't happen unless it's coming from you at the top. If these basic foundations, how we strategize, how we prioritize, if everything's a priority, if these foundations are broken, then your boat has holes in it, and it doesn't matter if we upgrade the engine to go faster, it's still taking on water.
It's not gonna work. We've gotta fix the foundation first. And once we fix that, the, the foundation, then yes, this canvas becomes a whole lot more fun because then we start talking about it through the lens of how can we push it further, faster, better? How can we, really start innovating on how we work.
How can we spend more time on the sexy, transformative work. So the canvas applies in all, all of those different [00:19:00] scenarios, but we start with the foundation
so we have our prioritized list of what we need to address in order to bridge that gap between where we are today, our team's current reality, and where we're trying to go. The next thing we need to do is we need to start taking action on those things. Now, a lot of people is they get this prioritized list and they want to say, let's go build out this massive plan about how we're gonna address each and every one of those things and all these milestones, and let's build out, different teams around each and every initiative and, and let's go do.
But not only does it sound really freaking exhausting, but you don't have the time or capacity for that. And also it's, we know that's not effective. These massive change transformations and initiatives a result in a ton of planning and PowerPoint decks and you know, things like that. But no true change to the actual work.
While those big transformation initiatives seem sexy and they're [00:20:00] fun to talk about really where we see the most change happen, the most impact happen is when we say, how quickly can we start shifting how we work? Because when we shift how we work, we shift the results and that's what gets us closer to strategy.
And so the way that we do this inside Liberated leader is we use what we call the unblock loop. And this rhythm, this tool becomes a core process that your team owns. They are constantly finding where are those barriers or even where are those opportunities and how can we immediately. Put them into production and see the impact they have.
So instead of spending all of this time planning and talking about what we will do and what could happen and what might work and, all of that, and spending, like months developing out these solutions that we don't even know what the impact's going to be. [00:21:00] We just say, how fast can we test it?
How fast can we take action on it? So an example here is maybe one of the biggest barriers we saw in this sales scenario was, the process as to how we acquire, convert, and retain, new sales. So right now, you know, we've been focused on legacy accounts, existing accounts, so we didn't really put a whole lot of thought into the fact that we don't generate a lot of new leads.
And then when we do generate those leads, they don't really convert well. And then we're not able to retain them well. But now that we're switching more to a volume game with the small to medium businesses, that process becomes really, really critical. And so based off of that, we decide we're gonna focus on the last part, right?
Because if we can't retain customers, well then it's a waste of a lot of time and effort trying to bring in more. So the first thing in the unblock loop is [00:22:00] identifying the tension or the opportunity. The second thing that we're going to do, we're gonna generate some proposals.
So what do we think could change this? So if we know that our customers aren't staying, what do we think can fix that? So maybe it's the fact that they don't have a dedicated customer service team. You know, we spend a lot of time, we have dedicated support for each of our massive legacy accounts.
But these small to medium businesses don't have a direct line. They don't have, you know, easy access. And because this is like their first time experiencing us, they are still learning the process. They have a lot of questions. So maybe we decide that we want a dedicated call center to them. Now, here's where our process differs from legacy corporate culture.
Legacy corporate culture mindset is telling you, let's go build a PowerPoint deck. Let's go do a proposal [00:23:00] for getting this call center developed out. Let's go start figuring out how, like what talent we need. Let's start building out processes. Let's start hiring talent. Let's go get the budget for it.
Let's, you know, go socialize this with a million people. And I know this firsthand because I was guilty of it, this exact same process. We plan, we propose, and we go to the extreme. But the problem is that we have now just spent eight months getting buy-in and budget and planning out this whole process, and we don't even know if it works.
We don't even know if this is gonna be the thing to solve the problem. We don't even know if all of the effort. And money that goes into, building this call center and maintaining it is worth the impact it's going to have on these small to medium businesses. We have a hypothesis, but we haven't tested it.
And meanwhile, over the last, you know, the eight months it took to do all of [00:24:00] this work. Because we're doing it off the side of our desk because nobody's got capacity for this with BAU. , We're losing all of those customers 'cause we haven't actually changed anything about how we work today. We've done a whole lot of talking and planning, but nothing shifted.
And that is the, core difference. In strategic doing versus strategic planning. And what we do inside Liberated Leader with the unblock loop is we're focused on how quickly can we start changing how we work. In a smaller controlled environment, we always say, let's do radical things at a small scale.
That way we can learn from it, we can test it out, we can see if this works, if it's even worth putting the effort into scaling it. So let me give you a real example is instead of developing out this whole call center, we're gonna say, what can we do over the next eight weeks that's within our [00:25:00] control.
Because building out a call center isn't within my control. Even if I'm the SVP of the department, I need budget, I need sign off, I need headcount. That depends on other people. So instead I'm gonna say, Hey, where can we, you know, get crafty and get capacity of, you know, X amount of hours a week from somebody?
And we're going to just create a mini small scale, call center for this small to medium business. And maybe we don't even do it with all the small to medium businesses. Maybe we just say, you know, these five people that we just converted, we're gonna give 50% of this account manager here, and they're gonna act as the call center.
We're gonna pretend it's gonna be a controlled trolled scenario and experiment. And we're gonna do it for eight weeks. We're not gonna spend a ton of time developing out processes and all of that things. We're gonna say, use your exact process. You already know you're an account manager, you know how to hus handle [00:26:00] customers, and you're just gonna do it for these small to medium businesses for eight weeks.
The risk is very, very low. It's controlled. We're not, you know, taking up a whole ton of capacity. We're not spending a whole time a lot planning. We're just testing it out. And you know what happens every single time, y'all, we learn more in those eight weeks than we ever would've had in those eight months, because in those eight months, we're just guessing.
We're sitting in conference rooms, in that reoccurring monthly meeting called, you know, call center initiative or insert some sort of fancy title here. And talking about what we could do and what we need to account for and where it's gonna go wrong and trying to plan for that.
And this could happen or that could happen. And debating and dialoguing and building PowerPoint decks and proposing. In these eight weeks, we learn. We know this is what worked, this is what didn't, this is the result. It [00:27:00] either did or didn't help these people are or, or are not staying with us.
Here's what they hated about it. Here's what they liked, we surveyed them after. Here's what they said they wanted more of. Here's what they said they could do without. That's the information that we need to determine whether we should scale it or not. And so what happens is after we do the experiment, we look at the insights and we use that to guide what we do next.
So let's say the experiment was a raging success. Great. We're gonna say, what did we learn from this? What do we wanna do different, if anything, next time? So maybe this is the point where we say, let's start putting in a, a standard process. Not like build out a million SOPs, but maybe we just create a standard process for this one thing.
Maybe we need to shift the hours, may that, whatever that shift may be, we go ahead and we make that, and then let's scale it a little bit. Let's add, five more people in. Let's get capacity of one other person in. [00:28:00] And we say, let's try it again. And then we see what happens. And then maybe at this point we're getting real gung ho about it and we scale it, you know, five times bigger.
And that's how we build, we do radical things at small scales and we use that information, that data to propel us further faster. 'cause we're not spending all that time talking about work and planning work. We're strategic doing. Now, let's say this completely blows up in our face. It was awful. Everyone hated it.
The customers didn't get anything from it. Account manager was miserable. It was a giant waste of their salary that we were paying them. Okay, cool. I'm sure as heck glad we didn't just spend eight months developing this proposal and hiring all this headcount we debunked it immediately.
And sometimes it's, it's not a right now thing, it's something down the road A okay. Sometimes it's like, actually this just sucked. They just really needed an [00:29:00] FAQ page on the website. Or they just really needed a chat bot. And then we can say, based off of that information, we can go now test those things out.
How can we create a low lift way of doing this over the next eight weeks? And let's try it. And so this is that unblock leap. And the cool thing about this is. Right now, it, it, it's a much more controlled process when we're just starting out, right? You as a leader, having to facilitate people through it, having to focus their attention on these certain barriers and things like that.
But what we see happen over time and what the goal is for this to become is a team. Living process where every single quarter your team is already, they're biting at the, what is the, what's the saying? Chomping at the bit where they're like, I've already found the barriers in my work. I've already found opportunities.
I saw this thing that so-and-so's doing, or they're a peer of mine's doing and I'm really excited about [00:30:00] bringing this forward. And they've already written the proposals up and by written a proposal, I have a template that literally takes 10 minutes to fill out. It's super simple. It gives everything that you need, they need.
And then as a team, you are voting as to which ones we're gonna focus on over the next quarter based off of what we believe is gonna move us closer to achieving that end sta state strategy. And this becomes that strategy rhythm. At the beginning of the year, we set that long-term goal. Where are we trying to go?
What's that big, bold strategy? And every single quarter we're saying, okay. What shifts do we need to make to get there? And we're running this loop, and this is how you build team led integrated strategy rhythms. It isn't this external process that's pushed down from the top. It's something that your team owns and they're excited about.
And there's no change management because they're in it. They [00:31:00] developed it. What they create they own, they're pumped about it. And you're like, oh, my team's not strategic enough, or they don't think in that way, that's not your team's fault. We haven't given them the process. We haven't given them the opportunity to build that muscle.
It's just like going to the gym. The first time you show up, you feel really sure as heck outta place. You don't know what those machines do. I don't know what that guy over there is doing. That looks terrifying. You feel like everyone's staring at you and it's uncomfortable and it, it feels, it feels awkward.
But guess what? You keep showing up and by month two, month three, now you see that newbie over there and you know what you're doing and you're the one going over to say, actually, this is how you do it. Let me help you build the muscle through repetition, and that is the beauty of liberated Leader is that we're, we're running these experiments every eight to 12 weeks, so some people run a little bit of a longer cycle, especially as they're just starting out, and that's [00:32:00] great, but every eight to 12 weeks.
We're all running these together. So you're seeing other people identify their gaps and run their experiments. You're learning from what they're doing, what they're trying. You're getting in inspired by the people who have, you know, they're not running experiments just to solve problems anymore. They're innovating, they're pushing the edge, they're pushing what's possible.
You are doing this together. And then of course, you got me on those hot seats every other week where I'm in it with you. I'm saying, here's exactly what you're gonna try. Have we done this?
Let's think about this. I'm ideating those proposals with you because yes, the first couple of times you do this, the proposals, they're gonna be uncomfortable. They're gonna be awkward. Your team hasn't been asked to think in this way, and that's why you have the hot seat calls with me. 'cause I'm on there.
I've solved problems like these and I know how to help guide you there. I can give you those ideas and how we can go about that. But not only that We have what's called the strategic edge vault, which is [00:33:00] literally a vault of different barriers and different experiments and, and proposals and solutions that you can run based off of past leaders in the program.
Based off of my experience, based off of what I'm seeing, pulling from, you know, leading edge companies. So like, this one's a very specific one to sales, but a lot of the things are, you know, how do we handle everyone stepping on each other's toes? Um, constantly shifting priorities, constantly being a reactive mode.
You know, really crappy meetings that go nowhere, things like that. These are simple shifts that you can get inspired by, or you can literally plug and play in and test out through your experiment cycles to figure out if it works for your team. And we can adjust and evolve it based off of what we learn.
So it's literally a live lab where as a cohort, we are tackling that gap between where you are today and where you're trying to take your team. And we're building these [00:34:00] muscles. And that's what is so important to me about this program. After having spent, you know, a decade as a corporate consultant, the thing that frustrates me the most about that model is.
We, we depend on those outside of us to help us do our job as leaders. Strategic planning. We have McKenzie, we have all these fancy consultants. We have internal strategy functions helping tell us where we need to focus. And then we bring in more consultants, more talent partners and HR partners and things like that.
And org effectiveness partners like I was in order to help execute those strategies. And I'm not saying that's a bad thing. I think there's scenarios where that is needed, but I firmly believe we as leaders should have these skills and should have the process embedded in our teams.
We we're figuring out where we need to be focused, and we're actually within our team addressing those gaps and coming up with the solutions because I [00:35:00] promise you, I was the one who had to clean up all of those PowerPoint decks that the fancy consultants gave and said, this is what you should go do.
And then guess what? We had no idea how to put it into action, and then we put it into action and that, you know, off the shelf process didn't work for this team. 'cause it didn't take into account their unique culture, their unique ways of working, all of that good stuff. And so it, it didn't get us anywhere.
Versus actually learning how to unblock your team through this loop and building the capability yourself and building that capability in your team. So if that's something you're interested in. We're currently enrolling in the next cohort of the Liberated Leader Lab. It is kicking off March 2nd, and the next two leaders in are also getting a bonus call is a 45 minute strategy call with me, so before this cohort even starts, we can be on a call literally tomorrow, [00:36:00] brainstorming, ideating me, you on our virtual whiteboard. Identifying those barriers and then pulling together those first proposals that you're gonna try.
Me helping you identify out this is exactly how we're gonna put it into plan over the next eight weeks. Here's exactly the steps we're gonna take, and actually go from idea to taking an action on it. Just like that. So I'm gonna put the information down below if you're listening to this after March 2nd.
That's ao. Okay, go ahead and click the link. You'll see at the top, it will tell you when the next cohort is kicking off. Or as always, DM me over on Instagram and I'm happy to chat . Until then, take something you learned today and go do the work.
Thank you for listening to the Liberating Teams podcast. If this episode hit home for you, don't forget to share it with another leader. Or if you've got 10 seconds, drop a five star review and it would mean the world to me so we can liberate more teams together. And if you try something for today's episode, come tell me how it went.
DM me on [00:37:00] Instagram over at Liberating Teams, and I'd love to chat more about it. Now. Let's go change the world of work. One liberated team at a time.
