Iterative Leadership in the Digital Age

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Hello, everyone, and welcome to another episode of the Leadership Growth Podcast.

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I'm your host, Daniel Stewart, along with my brother, Peter Stewart.

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And we are especially excited to have a fantastic guest with us today.

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Boo Boucousis, welcome to the Leadership Growth Podcast.

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Daniel, Peter, thanks for having me.

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Very excited.

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Absolutely, especially to talk about such a fantastic topic,

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iterative leadership in the age of this digital, digital factor, digital front,

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digital marketplace, digital world that we live in.

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As we, before we dive into what leadership looks like in this digital age,

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I just want to share a little bit of background around Boo.

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So some of you may not even know his first name.

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So Christian “Boo” Boucousis is the CEO of Afterburner,

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a leadership company that has spent the last 30 years

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bringing fighter pilot precision and execution into business.

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His latest book, The Afterburner Advantage, is an Amazon bestseller

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in the leadership category and shares how this mindset

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has helped over 3,500 organizations

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and more than 2 million leaders,

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including two NFL teams that went on to win the Super Bowl,

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perform under pressure and lead with intention.

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I love it.

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So Boo, welcome again to the Leadership Growth Podcast.

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Thanks guys.

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This is going to be awesome.

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So give us a sense.

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I know I had mentioned to you, we might be diving into iterative leadership,

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but before we do that, give us a sense of your background, if you don't mind.

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I see you are well suited physically, already in your background.

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Give us a sense of that background and what that has led to,

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to help kind of define how you support and build leaders today.

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Great.

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I've got to be very careful with this question because I can literally

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talk nonstop for 45 minutes from now.

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So I'll try and give you the abridged version.

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So let's use the way fighter pilots think, which is all about the destination, right?

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So we always start with the target, the destination where we're going.

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So right now I'm the CEO of an organization that's on a mission

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to build what we call flawless leaders.

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And we're looking to build 2 million leaders in that five year period.

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And a flawless leader is a leader who transcends overwhelm

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and moves into a world of impact

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where they're driven by impact, they create impact,

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and if you look at modern era, leadership is a force for good in the world.

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And being a good leader at the moment is actually pretty hard to do.

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The...

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Why am I passionate about this?

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Because my life has been very, a random cataclysm of events

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that have got me into this seat right now.

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So I'm obviously, if you're listening to this, you're not going to see it,

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but I'm wearing a flight suit, right?

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And, and for 2026, I've made a decision to wear a flight suit all the time.

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All right.

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Cause I need to try and embody this brand

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as deeply uncomfortable as that with that, as I am.

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Uh, and, and catching airplanes and wearing this thing.

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I appreciate that part of this journey and leading this journey

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is to be ambassadorial in what I do, right?

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So that also connects me to my core DNA

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and how that feeds into flawless leadership.

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So when I was five, I went to an air show in Australia and I was in a, in a state

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that we call Queensland, which is like Florida,

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you know, we have crocodiles instead of alligators.

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And, and at this air show, I was kind of introduced to this idea of fighter,

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fighter, fighter flying jets, the whole deal, right?

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And I was at this air show, watching these jets fly past and seeing the pilots

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in the cockpit and walking around in their flight suits and patches

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and these helmets and masks.

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And, you know, this was back in the late seventies.

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So star Wars was a thing.

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And I felt like, wow, this is like the movie, you know, brought to life

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and then the noise and, and probably the most memorable thing is the jet fuel.

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Just the smell of that, that the potency of, of the jet fuel

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and what that actually means in these, in these airplanes that are really engineered

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for combat and embody the warrior's creed.

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And for me, it was just, I was going to be a fighter pilot.

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You know, that was it.

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I decided that was, that was my destiny.

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And that drove everything I did from that day forward.

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So I, a few years ago I was diagnosed with chronic ADHD,

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sort of 99.6 on the self-assess scale.

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And I did that because my son was struggling at school

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and the school wanted me to take a test

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to see whether it was hereditary and sure enough.

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And that explained a lot because during school, I really struggled academically.

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I loved sports.

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I was an athlete.

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I rode, I ran track, I played volleyball.

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Uh, and anything that required like effort really,

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that was really focused into something tangible,

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I was really, really good at.

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But get me in a chemistry lab or understanding the fundamentals of physics

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and I was tuned out, right.

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But because I had this passion of this destination to become a fighter pilot,

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you know, it motivated me to do the things that as a jock at school,

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I didn't want to do.

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Go to the nerd...

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the, the, the kids that struggled at school, the lessons after school,

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uh, and doing the, the extra yards.

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And that one-on-one time really helped me.

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And I was so bad at school that I repeated my final year of high school.

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So I, I didn't get the marks that I wanted in the first time around,

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and I did it again.

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Uh, and I still struggled.

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And I got just the bare minimum marks that I needed to become a fighter pilot.

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And in Australia, we have a direct entry pathway to be a fighter pilot.

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We don't have to have a college degree to be a pilot.

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Uh, we can just join straight from school.

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And I'd already started flying.

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You know, I was flying at high school at nighttime.

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I was going to a community college and doing all my aviation subjects.

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Uh, I flew first solo in an airplane when I was 15 years of age,

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I had my private pilot license at the age of 17.

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And I was flying around the country and holding down three jobs

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at a video store at a bar, um, and mowing lawns to pay for that.

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Uh, and whilst at school,

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I was applying to be a fighter pilot from the age of 17.

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Uh, so, so I was, I was in the system.

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I was there all the time.

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I was learning, I was learning.

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And eventually, you know, I got to the final hurdle,

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which is an officer selection board where there's four people assessing you.

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There's like a psychologist, a recruiting officer,

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and then there's a pilot, right?

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Uh, uh, a, um, Lieutenant Colonel pilot.

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And he sort of said to me, he goes,

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“Look, you know, you're, you're barely getting through on the academics here.”

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Um...

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“But your passion for being a fighter pilot and for, for the job is, is very real.”

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And he said, “You got, unfortunately you scored on the math assessment here,

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0.1% below the benchmark.

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Technically shouldn't be in the room with us right now.”

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So he asked me this really simple question, which was, you know,

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“You're flying at 200 miles per hour,

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and an airplane next to you is flying 300 miles per hour.

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Which aircraft gets to the airfield first?”

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And I said, the 300 mile per hour, he goes, yep, there's your 0.1, away you go.

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So, so for me, what I've learned in my DNA

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is that often we create a self-limiting belief, which I've never had.

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I've never suffered that.

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Uh, I've, I've always been free of that burden, which,

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which is very, I'm very grateful for that.

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But at the same time, as I moved from being a fighter pilot into business

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and now into being a bit more of a coach,

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I'm very aware of this self-limiting belief

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that most humans are run as their internal program.

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So through that, I, you know, I went through pilot course,

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I was selected to be a fighter pilot.

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I was a fighter pilot for about nine years.

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I was in the air force for 11 years.

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And then I was diagnosed with an autoimmune disease.

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Uh, and that autoimmune disease was arthritic in nature.

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And when you're pulling seven and a half G in a fighter jet and you've,

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you've got compression of the spine every day,

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it was very, it was deeply uncomfortable.

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And I was diagnosed because effectively my neck froze, I couldn't move.

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And anyway, so, so then I went into business.

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And I started a business in Afghanistan in a post-war reconstruction.

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And that business was very successful.

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It grew rapidly.

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Um, we had nearly 6,000 staff when we sold it

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and I didn't know what I was doing at any point in time.

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Uh, all I kind of had was the fighter pilot stuff

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that I was unaware of that I was using.

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Then I went into property development, built a, we, we, we set a world record

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building a 17 story tower in Australia

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using totally unique construction methodology.

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And then when I finished that, I found out about this company called Afterburner.

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And a friend of mine was running it in Australia and he invited me to an event

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and I went and watched it.

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And when I watched this keynote of a fighter pilot on stage helping business,

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because I'll be honest at first, I was like, this is just a gimmick.

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Like what could a business possibly learn from a fighter pilot?

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I was struck by something and it was like, it was like this mass synapses occurred

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and I was like, oh my gosh, I didn't realize that the successful side

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as the business founder was fueled by the mindset and ways of working

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as a fighter pilot, which is what the presentation was all about.

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And at that point in time, the universe creates a pathway for you, right?

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This, this mate of mine had been running the company for 11 years.

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And after that keynote, he said, you know what?

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I want to join the air force.

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Do you want to take over?

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And I was like, yeah, I like this.

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And I came to America.

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I met the founder, Jim Murphy.

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I went to some events and, and I ran this business in Australia

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and throughout Asia for eight years.

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And then three years ago, I was on a telephone call with the founder

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and I'm like, dude, you sound tired.

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Like, you know, he's been running the company for 27 years.

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And he goes, man, I'm so over it.

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I'm done doing this too soon.

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And as a joke, I said, I'll buy the company off you.

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He's like, give me an offer.

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And I gave him an offer and I was on the plane three months later.

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And within eight months I was living in the U.S. where I am now.

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So, so there's a lot of destiny in, in where I am now and what I do.

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There's a lot of discomfort for me in, in what I do as well, because

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there's a lot of very smart people in the world.

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There's a lot of ideas.

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There's a lot of leadership.

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There's a lot, there's a lot of opinions, but I just really believe that

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the way fighter pilots are trained to lead, the way we're trained to work,

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the way we're trained to think

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is...

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without doubt

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—and I've worked with nearly 400 businesses over the last 10 years—

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is without doubt, the most powerful system that a human being can use

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to not just be a good leader,

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but to actually live the life you want and not to bust through

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a lot of the myths you're telling me about.

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And that's the fundamental nature of iteration.

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So when we talk about iterative leadership,

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when we talk about that word iteration,

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all it means is what I am today,

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I can iterate.

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I can grow a little bit tomorrow.

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That's a free pass.

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No, one's going to stop me from growing.

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There's nothing in the world that stops me from trying something new.

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But what I don't know how to do because no one's shown me is

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how do I do that structurally

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in a way that I just improve a little tiny bit each day rather than,

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“Oh, I want to lose weight.”

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“I want to run a marathon.”

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“I want to start a hundred million dollar business.”

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“I want to run a unicorn.”

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That's all great intention.

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-Yeah.

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But as a fighter pilot it's...

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we have this really unique microcosm where we turn

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really big complex things into utterly simple focused execution

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each and every day in an environment that's high speed,

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that's overwhelming,

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where you're constantly distracted,

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but yet we managed to successfully win 99% of the time.

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In life, we successfully achieve our life dreams 8% of the time.

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In business strategy sits somewhere between 20 and 50%,

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depending on what you read,

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and the missing link to get from 50, even if it's just up to 70%

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is just

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reprogramming

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your brain a little bit.

244
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And through that reprogramming,

245
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you automatically update what you do each day,

246
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how you see the world, how you bring curiosity into your life.

247
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So like I said, to be careful with that question, because there's a big answer.

248
00:13:07,625 --> 00:13:12,916
But I, but I love it, Boo, in what you're sharing, because in many ways as,

249
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as you're sharing the backstory of how you really got to this point,

250
00:13:19,000 --> 00:13:21,708
you're illustrating this principle of iterative leadership,

251
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you know, as you think about the kids smelling the, the jet fuel at that air show

252
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to the scrappy teenager working three jobs,

253
00:13:31,208 --> 00:13:33,375
trying to figure out a way, how do I get into pilot school?

254
00:13:34,000 --> 00:13:37,208
To all of the iterations to eventually where you're at now,

255
00:13:37,916 --> 00:13:40,291
as a CEO of a business teaching leadership,

256
00:13:40,625 --> 00:13:44,958
you didn't just wake up one morning and say, all right, here I am.

257
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It was all of those little steps that have led you and looking at opportunities

258
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that changed or challenges that occurred and forcing a pivot,

259
00:13:55,541 --> 00:14:00,416
but then taking advantage of opportunities and working your tail off the whole way.

260
00:14:01,000 --> 00:14:02,958
Um, so I love that, that story.

261
00:14:02,958 --> 00:14:06,666
So let's, let's dig into this concept of leadership a little bit more,

262
00:14:06,666 --> 00:14:13,166
as you've alluded to these principles of how do you see leadership really changing

263
00:14:13,375 --> 00:14:15,708
or being different now in this digital age?

264
00:14:17,583 --> 00:14:19,958
You've got to look at what, when we talk about digital age,

265
00:14:19,958 --> 00:14:23,666
what we're really now talking about is creating a parallel consciousness,

266
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like that's, that's where we are with AI, right?

267
00:14:25,916 --> 00:14:30,708
So, so we're historically, we've always needed human consciousness

268
00:14:30,708 --> 00:14:33,708
and intelligence to make decisions, to drive strategy.

269
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We're moving into an era where there's going to be platforms

270
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that do that much better than we do,

271
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not, not just cause it's AI, but because it's got a wonderful contextualized memory

272
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that we just forget stuff as human beings that AI never forgets.

273
00:14:46,875 --> 00:14:52,166
So if you think of the way we lead today is a slightly refined model

274
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of how we used to run a village back in the medieval times.

275
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You know, we, we have a village chief, a CEO, uh, we have warriors,

276
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we have sales teams, we have hunter gatherers,

277
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we've got the support and contracts teams.

278
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Uh, the way we replicate that in life, we have a mother and father

279
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that's got disassociated a bit with two, two people working.

280
00:15:10,708 --> 00:15:13,916
You look at a football team, any charity organization,

281
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everyone's in service to the chief is, is how we kind of operate.

282
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And that's fine when you've got time,

283
00:15:22,166 --> 00:15:25,458
when you've got time to take some information from the frontline

284
00:15:25,458 --> 00:15:28,666
and go through all the different layers to get it to a leader,

285
00:15:29,041 --> 00:15:31,125
and then for them to make a decision and come back down.

286
00:15:31,708 --> 00:15:34,666
So, so this model is wonderful for the industrial era.

287
00:15:35,333 --> 00:15:38,666
It's wonderful for steady static businesses that do the same thing

288
00:15:38,666 --> 00:15:43,333
each and every day, but it is certainly not equipped for this new age,

289
00:15:43,333 --> 00:15:49,375
which is in service to outcomes, in service to destinations, rather than an individual.

290
00:15:50,333 --> 00:15:53,958
And in the world of fighter pilots, that's the system we operate in,

291
00:15:54,416 --> 00:15:57,083
in that we have a hierarchy in how we operate a squadron.

292
00:15:57,083 --> 00:15:59,041
We have a commanding officer that looks after everything.

293
00:15:59,041 --> 00:16:02,916
You've got a, an executive officer that looks after the flying and operations.

294
00:16:02,916 --> 00:16:03,708
You've got an admin office.

295
00:16:03,958 --> 00:16:07,333
So you've got a hierarchy, which is the nice, safe, bureaucratic,

296
00:16:07,500 --> 00:16:08,291
you know, makes you fit.

297
00:16:08,375 --> 00:16:09,625
That's the human side of leadership.

298
00:16:10,500 --> 00:16:14,916
But every day we decouple from that and we create mission objectives

299
00:16:15,291 --> 00:16:18,166
and the commanding officer might be a wingman for me on that day

300
00:16:18,500 --> 00:16:20,625
and on that day in service to the objective,

301
00:16:20,875 --> 00:16:22,958
the C the commanding officer is in service to me

302
00:16:23,458 --> 00:16:28,208
because I've been given the gift of leadership on that mission to execute.

303
00:16:28,833 --> 00:16:30,458
And that's what we try and create in business.

304
00:16:30,458 --> 00:16:32,916
We say, we need to missionize everything that you do.

305
00:16:33,416 --> 00:16:37,541
You can't just have a KPI that sits there and we, we measure it,

306
00:16:37,916 --> 00:16:39,583
you know, at the end of the quarter.

307
00:16:40,291 --> 00:16:44,500
That KPI has to be able to be broken down into a daily outcome.

308
00:16:44,500 --> 00:16:45,875
And if you think of it in terms of...

309
00:16:46,541 --> 00:16:51,416
we need to shift leadership and teams from what do I need to do today

310
00:16:51,416 --> 00:16:53,041
to what do I need to achieve today?

311
00:16:53,583 --> 00:16:57,375
And that just shift in mindset around achievement versus doing

312
00:16:58,125 --> 00:17:01,750
sets you up to be free of the digital distractions,

313
00:17:01,916 --> 00:17:03,833
to be free of the reactive notifications,

314
00:17:04,666 --> 00:17:07,791
to, to really start to invest in what do I need to do

315
00:17:08,125 --> 00:17:09,750
to achieve what I need to achieve today?

316
00:17:10,583 --> 00:17:10,833
-Yeah.

317
00:17:10,833 --> 00:17:15,125
-So that, that fundamental difference in terms of,

318
00:17:15,125 --> 00:17:20,083
I call it the digital vortex, speed, overwhelm, and the battle of attention,

319
00:17:20,958 --> 00:17:27,375
is something that legacy leadership models just are not equipped to deal with

320
00:17:27,375 --> 00:17:33,916
and all traditional leadership models create in the speed of digital is chaos,

321
00:17:33,916 --> 00:17:36,000
disconnection, disengagement, confusion,

322
00:17:36,583 --> 00:17:38,750
because the world is moving much faster

323
00:17:38,750 --> 00:17:41,333
than the decision-making that's occurring in the hierarchy.

324
00:17:44,166 --> 00:17:48,250
So keep talking in terms of this iterative leader idea.

325
00:17:48,666 --> 00:17:54,208
If you could paint the picture of what an iterative, iterative leader looks like,

326
00:17:54,541 --> 00:17:55,916
what are the kinds of habits?

327
00:17:56,291 --> 00:17:57,375
What are the activities?

328
00:17:57,666 --> 00:17:58,666
What are the outcomes?

329
00:17:58,791 --> 00:18:05,041
What's the mindset versus what are the things that is not an iterative leader?

330
00:18:05,500 --> 00:18:08,500
Because I think that's also a tremendously helpful,

331
00:18:08,708 --> 00:18:12,875
and you've already begun talking about kind of the command and control idea,

332
00:18:12,875 --> 00:18:17,416
the unilateral, the one voice without a communication.

333
00:18:18,250 --> 00:18:20,166
What is that iterative leader?

334
00:18:20,500 --> 00:18:25,208
What, what are the practices that we want to pursue to achieve that, that mindset?

335
00:18:26,791 --> 00:18:29,875
Well, the first thing is to be aware of this concept of iteration for starters.

336
00:18:30,375 --> 00:18:32,250
You, we, we live in a linear world.

337
00:18:32,333 --> 00:18:33,750
We just think everything's A to B.

338
00:18:34,083 --> 00:18:35,916
You know, I set targets, I work hard, I get there.

339
00:18:36,416 --> 00:18:41,500
You know, whereas iteration is, I have a target, I get there or I don't get there.

340
00:18:41,500 --> 00:18:44,208
And I ask myself, why did I get there or why didn't I?

341
00:18:44,333 --> 00:18:45,541
And what can I do differently tomorrow?

342
00:18:46,208 --> 00:18:50,208
So when we talk about iteration, it's bringing the practice of intentional reflection,

343
00:18:50,708 --> 00:18:52,500
and when I talk about intentional reflection,

344
00:18:52,500 --> 00:18:56,500
I'm saying reflecting in the context of where you're going,

345
00:18:56,791 --> 00:18:58,291
not just reflecting for the sake of it,

346
00:18:58,791 --> 00:19:04,375
not just, not, there was a great study done in 2015 by UC Berkeley.

347
00:19:04,375 --> 00:19:08,750
And, um, and Harvard, and they stuck a whole bunch of people in a white room

348
00:19:08,750 --> 00:19:11,416
and a white chair for six to 15 minutes.

349
00:19:11,416 --> 00:19:14,000
And they said, “Hey, how did you enjoy that experience?”

350
00:19:14,750 --> 00:19:17,083
And most people didn't really enjoy it.

351
00:19:17,625 --> 00:19:20,166
So then they gave half of the room, something to think about

352
00:19:20,666 --> 00:19:22,375
and half of the room, nothing to think about.

353
00:19:22,833 --> 00:19:25,625
And the people that had something to think about, enjoyed the experience

354
00:19:25,625 --> 00:19:27,708
twice as much as the people had nothing to think about,

355
00:19:28,625 --> 00:19:30,416
then they also added another layer to it.

356
00:19:31,041 --> 00:19:34,833
And they put a machine that gave people an electric shock

357
00:19:35,458 --> 00:19:39,500
and they put the machine on the table and they, and they said,

358
00:19:39,500 --> 00:19:42,041
“Don't touch the button because you're going to get a severe electric shock.”

359
00:19:42,875 --> 00:19:46,250
And being... people being left with their own thoughts for six to 15 minutes

360
00:19:46,708 --> 00:19:49,041
would rather give themselves a severe electric shock,

361
00:19:49,041 --> 00:19:53,041
75% of men and 28% of women would rather hit the button

362
00:19:53,541 --> 00:19:54,625
and get an electric shock

363
00:19:54,625 --> 00:19:57,416
than be stuck with their own thoughts and reflecting and thinking.

364
00:19:57,875 --> 00:20:01,708
So, so we have this primal urge as humanity to be busy.

365
00:20:02,416 --> 00:20:04,458
And busy doesn't mean doing the right things.

366
00:20:05,208 --> 00:20:07,375
Busy means doing something.

367
00:20:08,416 --> 00:20:10,250
So we have to break that cycle, right?

368
00:20:11,291 --> 00:20:14,625
And as fighter pilots, we break the cycle through the practice of debriefing.

369
00:20:15,958 --> 00:20:19,541
And the way in which we debrief at Afterburner, we call that ORCA.

370
00:20:20,375 --> 00:20:23,833
And ORCA is a mnemonic for Objective Result Cause Action.

371
00:20:25,208 --> 00:20:28,333
So when we, when we start reflecting, the first question we ask is

372
00:20:28,333 --> 00:20:31,916
what's the objective, what am I going to reflect on in the context of where I'm going?

373
00:20:33,416 --> 00:20:33,916
Right there.

374
00:20:33,916 --> 00:20:34,583
That never happens.

375
00:20:35,291 --> 00:20:36,291
30 years of business.

376
00:20:36,291 --> 00:20:40,916
We've never once in 30 years ever met a company or a team

377
00:20:40,916 --> 00:20:42,166
that ever has done this,

378
00:20:42,666 --> 00:20:45,333
whereas fighter pilots do it every single day,

379
00:20:46,208 --> 00:20:46,416
right?

380
00:20:46,791 --> 00:20:49,583
And when you do it every single day, it stops becoming a practice

381
00:20:49,583 --> 00:20:50,958
and it starts becoming a mindset.

382
00:20:50,958 --> 00:20:52,166
It starts becoming a habit.

383
00:20:52,166 --> 00:20:53,541
It's how you live your entire life.

384
00:20:54,416 --> 00:20:59,416
So ORCA is set the objective, which means we have to have one.

385
00:21:00,000 --> 00:21:03,375
We have to create that intention and turn it into something that can be measured.

386
00:21:04,250 --> 00:21:09,250
The, then the R is results, or you can, you can put reality in there if you like,

387
00:21:09,833 --> 00:21:11,500
but it's basically, where are we?

388
00:21:11,833 --> 00:21:14,875
And as a leader, your job is to take people into the unknown

389
00:21:15,541 --> 00:21:16,875
and to grow them along the way.

390
00:21:17,166 --> 00:21:22,458
So realistically every day, you should be doing new things.

391
00:21:22,833 --> 00:21:25,291
Something new should be happening because you're moving forwards.

392
00:21:25,958 --> 00:21:28,083
So there's always going to be this gap.

393
00:21:28,375 --> 00:21:32,333
And then we call it the execution gap between where are you going

394
00:21:33,125 --> 00:21:33,833
and where you are,

395
00:21:34,583 --> 00:21:37,208
and this gap is zero emotion.

396
00:21:38,166 --> 00:21:40,041
And it's all based on what's right.

397
00:21:40,041 --> 00:21:40,833
Not who's right.

398
00:21:40,833 --> 00:21:44,541
It's a, it's a full, uh, lean into your metrics.

399
00:21:44,750 --> 00:21:47,000
So if it doesn't have a number, it can't be debriefed.

400
00:21:47,708 --> 00:21:53,041
The C in ORCA is the cause, or you might call it curiosity, where we have...

401
00:21:53,666 --> 00:21:57,416
everyone who's involved in the execution to arrive at that objective,

402
00:21:58,041 --> 00:22:02,500
unpacking their personal performance as to what they did that didn't deliver

403
00:22:02,916 --> 00:22:04,625
or what they didn't do to deliver that.

404
00:22:05,125 --> 00:22:06,583
And often it's not personal.

405
00:22:06,583 --> 00:22:08,166
It's just a breakdown in communication.

406
00:22:08,166 --> 00:22:09,208
I didn't understand something.

407
00:22:09,208 --> 00:22:10,333
We got a little bit out of sequence.

408
00:22:11,291 --> 00:22:12,750
And it's just a bit of a course-correct.

409
00:22:12,750 --> 00:22:15,958
And the A in ORCA, which is the most important part of a debrief

410
00:22:17,125 --> 00:22:20,833
and the most important part of the fighter pilot mindset is act.

411
00:22:21,666 --> 00:22:22,166
Do something.

412
00:22:22,791 --> 00:22:24,000
Don't just pontificate.

413
00:22:24,500 --> 00:22:25,958
Don't just intellectualize.

414
00:22:26,583 --> 00:22:27,916
Don't create more work.

415
00:22:28,000 --> 00:22:30,333
Just do one small thing first thing in the morning,

416
00:22:31,041 --> 00:22:33,291
that's going to incrementally close that gap for you.

417
00:22:33,875 --> 00:22:37,750
So when we talk about the iterative leader, the iterative leader is

418
00:22:38,250 --> 00:22:40,791
fundamentally fueled by this conversation.

419
00:22:41,916 --> 00:22:46,666
Their entire existence should be facilitating this conversation

420
00:22:47,375 --> 00:22:52,750
to align their teams, to allow everyone to be fully engaged in the process,

421
00:22:53,250 --> 00:22:57,000
to learn what's actually happening rather than what you perceive is happening,

422
00:22:57,000 --> 00:23:01,708
because 95% of leaders' decisions are actually based on perception, not reality.

423
00:23:02,625 --> 00:23:07,666
And, and really connecting the intention and future of the company

424
00:23:07,666 --> 00:23:08,916
to the day-to-day execution.

425
00:23:09,500 --> 00:23:12,166
That is the iterative leader.

426
00:23:12,166 --> 00:23:13,291
I own that space.

427
00:23:14,541 --> 00:23:16,833
They bring the ideas into execution

428
00:23:18,083 --> 00:23:20,000
and they allow the organization

429
00:23:20,625 --> 00:23:24,083
the opportunity to have conversations that they've never had before.

430
00:23:24,375 --> 00:23:27,458
-These are great suggestions, Boo, and good tools.

431
00:23:27,458 --> 00:23:31,666
So I'm going to, I'm going to take the part of the skeptic that might be listening to this,

432
00:23:32,166 --> 00:23:34,958
saying, “Okay, I'm hearing this guy,

433
00:23:35,666 --> 00:23:38,291
and he's telling me that I'm supposed to take time to reflect,

434
00:23:38,750 --> 00:23:41,416
supposed to implement a new system called ORCA,

435
00:23:41,666 --> 00:23:42,833
which sounds nice,

436
00:23:43,291 --> 00:23:47,416
but, and I've got 18 personalities I'm trying to keep track of on my team,

437
00:23:47,416 --> 00:23:49,375
and I've got this to do and that's doing that.

438
00:23:49,875 --> 00:23:50,500
I don't have time.

439
00:23:50,500 --> 00:23:53,250
There's just too much pressure to get all these...”

440
00:23:53,750 --> 00:23:56,750
What advice do you give to that leader who's saying,

441
00:23:57,000 --> 00:23:58,625
“This all sounds nice in theory,

442
00:23:59,416 --> 00:24:01,875
but how do I actually have time to implement it?

443
00:24:01,875 --> 00:24:02,875
I'm already underwater.”

444
00:24:03,208 --> 00:24:03,458
-Yeah.

445
00:24:03,458 --> 00:24:05,708
Well, you don't have time because you're not, you're not debriefing.

446
00:24:05,708 --> 00:24:06,791
You're, you're managing chaos.

447
00:24:06,916 --> 00:24:07,500
That's why.

448
00:24:07,500 --> 00:24:08,666
You're creating the busy.

449
00:24:09,166 --> 00:24:10,333
It's, it's on you.

450
00:24:10,708 --> 00:24:13,625
So the reason you're busy is because you're not leading effectively.

451
00:24:14,208 --> 00:24:15,708
A good leader is not busy.

452
00:24:16,208 --> 00:24:20,875
So step one, you're telling yourself a story and the story makes you feel good

453
00:24:21,250 --> 00:24:24,166
because when you feel busy, you feel good, but you're not effective.

454
00:24:24,583 --> 00:24:26,666
So first of all, stop telling yourself the story.

455
00:24:26,916 --> 00:24:30,125
Second, I'll give you 75% of your day back.

456
00:24:31,000 --> 00:24:34,791
If you start thinking and using this as a way to talk, a way to plan,

457
00:24:35,000 --> 00:24:36,958
a way to email, uh, a way—

458
00:24:37,375 --> 00:24:42,250
I'm going to take your existing time and get you to think differently,

459
00:24:42,750 --> 00:24:44,166
speak differently,

460
00:24:44,625 --> 00:24:45,750
think differently.

461
00:24:46,333 --> 00:24:49,166
That is going to give you all your time back.

462
00:24:49,875 --> 00:24:53,791
Uh, and I know this happens and we at Afterburner know this happens

463
00:24:53,791 --> 00:24:57,500
because when we do our embedded programs with leaders,

464
00:24:57,916 --> 00:24:59,833
the feedback we get the most is,

465
00:25:00,083 --> 00:25:03,583
“Boo, I think I'm going to be out of a job, I'm not actually doing anything anymore.

466
00:25:04,041 --> 00:25:06,666
And it's like, yeah, you're actually being a leader now.

467
00:25:07,375 --> 00:25:08,750
You actually have the big picture.

468
00:25:09,166 --> 00:25:12,750
You're actually guiding and empowering your people to do the work.

469
00:25:13,291 --> 00:25:15,625
Oh, by the way, in a lot of organizations,

470
00:25:15,625 --> 00:25:17,875
they reduce their head count by 20 to 30%

471
00:25:18,458 --> 00:25:20,833
because all of a sudden they don't need all the people to do the work

472
00:25:21,083 --> 00:25:22,500
because the work's actually getting done.

473
00:25:23,166 --> 00:25:26,375
So it's, it's, and you're right on the money.

474
00:25:26,375 --> 00:25:29,500
That is the first thing everyone says when it says the debriefing sounds good.

475
00:25:29,500 --> 00:25:30,125
Don't have time.

476
00:25:30,875 --> 00:25:32,625
And I'll give it back.

477
00:25:33,666 --> 00:25:36,875
We as a team will give you back 75.

478
00:25:37,041 --> 00:25:39,416
You will have meetings that go for 15 minutes

479
00:25:40,166 --> 00:25:42,000
and they'll probably really go for about eight.

480
00:25:42,666 --> 00:25:45,833
We will fill your day with time to think,

481
00:25:46,208 --> 00:25:48,916
to, to just focus and just get things done.

482
00:25:49,416 --> 00:25:52,666
We're going to remove you from the overwhelmed chaotic world

483
00:25:52,958 --> 00:25:57,000
of the digital era and equip you with the mindset and skillset

484
00:25:57,375 --> 00:26:00,875
to actually take disruption and turn it into opportunity.

485
00:26:01,833 --> 00:26:05,541
And right now, if you, if you, to give you a really topical point

486
00:26:06,291 --> 00:26:09,125
is everyone's struggling with what does a human do?

487
00:26:09,291 --> 00:26:10,750
What does an AI agent do?

488
00:26:11,416 --> 00:26:13,875
And it's the wrong question to ask.

489
00:26:14,625 --> 00:26:17,250
The question to ask is what does the company need to do

490
00:26:18,000 --> 00:26:19,458
in order to get to where we're going?

491
00:26:20,083 --> 00:26:21,416
And once we engineer that,

492
00:26:22,166 --> 00:26:24,416
let's figure out who's better at doing it, a machine or a human.

493
00:26:25,125 --> 00:26:29,375
So, so it's, again, the way we come at leadership is we come at the problem first,

494
00:26:30,083 --> 00:26:33,208
and we do not frame it in the context of what we need to be.

495
00:26:33,750 --> 00:26:38,541
Uh, in our organization, we saw AI as a thing, right?

496
00:26:38,666 --> 00:26:40,750
And we didn't know what that thing was in February.

497
00:26:41,666 --> 00:26:46,125
But as we turn into December, we're a fully AI native organization.

498
00:26:46,458 --> 00:26:49,125
We've created agents for coaching, for selling, for marketing.

499
00:26:49,583 --> 00:26:55,166
And we went from zero AI into a AI native organization

500
00:26:55,166 --> 00:26:58,166
and reduced our head count by 40% in the process.

501
00:26:58,625 --> 00:27:00,916
Because we were very clear in our destination,

502
00:27:00,916 --> 00:27:02,625
and we just did the work to figure out how to do it.

503
00:27:05,166 --> 00:27:10,041
What, what you're describing is something we often call, uh, leader work.

504
00:27:10,625 --> 00:27:15,416
So it's the work that leaders need to do, and it's helping leaders recognize

505
00:27:15,666 --> 00:27:17,458
what leader work actually is.

506
00:27:18,000 --> 00:27:21,541
Because leader work is fundamentally having conversations

507
00:27:21,541 --> 00:27:23,125
to set clear expectations,

508
00:27:23,541 --> 00:27:26,000
to be able to coach and guide and support,

509
00:27:26,000 --> 00:27:29,875
to be able to then have interactive collaboration,

510
00:27:30,416 --> 00:27:33,375
and not so much to dive in and do the work yourself.

511
00:27:33,833 --> 00:27:34,958
It's to build the team.

512
00:27:34,958 --> 00:27:37,958
It's to be able to prioritize and remove distractions.

513
00:27:38,500 --> 00:27:41,208
And yet it's, it is remarkable to your point,

514
00:27:41,875 --> 00:27:44,416
how we as humans inherently think that's,

515
00:27:44,750 --> 00:27:46,583
that's not what we should be doing.

516
00:27:46,916 --> 00:27:50,875
Cause it's just so satisfying in the moment to put out the fire.

517
00:27:51,250 --> 00:27:52,083
We feel needed.

518
00:27:52,166 --> 00:27:53,041
We're the hero.

519
00:27:53,458 --> 00:27:55,125
We can come and save the day.

520
00:27:55,416 --> 00:27:58,375
It's our identity that we haven't shifted.

521
00:27:59,041 --> 00:28:04,250
And so Boo, keep, keep going in terms of talking about

522
00:28:04,625 --> 00:28:07,791
how does a leader remove distraction?

523
00:28:08,875 --> 00:28:13,500
How does a leader help prioritize not only for him or herself,

524
00:28:14,125 --> 00:28:15,291
but for their team.

525
00:28:15,708 --> 00:28:20,375
Because there's going to be all sorts of emergent new activities

526
00:28:20,375 --> 00:28:23,416
and needs that are all seemingly important.

527
00:28:24,750 --> 00:28:25,875
What is the process?

528
00:28:25,875 --> 00:28:29,458
What, what are the things, what are the tools or ideas to help a leader

529
00:28:29,750 --> 00:28:34,750
prioritize for themselves and for others and remove some of these distractions?

530
00:28:36,125 --> 00:28:37,208
It's look, it's a good question.

531
00:28:37,208 --> 00:28:40,166
And I, and I go back to the reason why there's so much emerging things

532
00:28:40,166 --> 00:28:43,583
and change and chaos is because the leaders are just not doing a good job.

533
00:28:44,000 --> 00:28:47,166
Like the, the, the, it's a, it's a self-licking ice cream.

534
00:28:47,583 --> 00:28:51,291
You know, it's, we, we, we are creating the problem set that we're solving.

535
00:28:51,291 --> 00:28:54,916
It's, it's not, it doesn't exist without you as a leader.

536
00:28:54,916 --> 00:28:58,500
And we, and you see that because there are leaders that can run very focused,

537
00:28:58,500 --> 00:29:02,666
high-performing teams in the digital world and they're called startups.

538
00:29:03,125 --> 00:29:07,666
Uh, and then you've got legacy organizations that are so entrenched

539
00:29:07,666 --> 00:29:10,916
in the doing work and rewarding effort rather than results,

540
00:29:11,166 --> 00:29:12,458
you know, the participation medal,

541
00:29:12,916 --> 00:29:14,833
that you're, you're, you're a creator.

542
00:29:15,041 --> 00:29:19,875
So, so, you know, when we talk about leaders, you know, doing the conversation work,

543
00:29:20,250 --> 00:29:21,291
well, let's dig deep on that.

544
00:29:21,291 --> 00:29:22,458
It's not the conversation.

545
00:29:22,458 --> 00:29:23,916
It's the quality of the conversation.

546
00:29:24,458 --> 00:29:26,833
It's the quality and the value of the work that you do.

547
00:29:27,208 --> 00:29:28,500
And it shouldn't feel like work.

548
00:29:28,666 --> 00:29:31,875
It should feel like natural facilitative growth.

549
00:29:32,666 --> 00:29:35,083
So when we talk about new and emerging,

550
00:29:35,541 --> 00:29:38,291
the reality is no matter how new something is,

551
00:29:38,291 --> 00:29:40,250
it doesn't get adopted that fast.

552
00:29:40,416 --> 00:29:41,333
There's plenty of time.

553
00:29:41,833 --> 00:29:44,166
You know, AI is a five year, 10 year journey.

554
00:29:44,375 --> 00:29:47,750
Like it's, there's no point panicking about it because the more we panic,

555
00:29:47,750 --> 00:29:50,041
the more we just do stuff that doesn't work.

556
00:29:50,041 --> 00:29:52,750
There's just Band-Aid, Band-Aid, Band-Aid and the patient's dying.

557
00:29:53,333 --> 00:29:56,041
Uh, and then you go out of business because someone who was really focused

558
00:29:56,041 --> 00:29:58,500
on being AI native figured it out before you did,

559
00:29:58,833 --> 00:30:00,291
and they're running a much leaner operation.

560
00:30:00,750 --> 00:30:06,333
So, so I want to bust the myth of leadership and, and, and, and be really confronting

561
00:30:06,833 --> 00:30:11,041
in saying that what you understand about leadership today

562
00:30:11,375 --> 00:30:17,708
is built on generations of people operating in businesses where humans did everything.

563
00:30:18,250 --> 00:30:19,291
That is not the future.

564
00:30:19,291 --> 00:30:21,500
There is no documentation whatsoever.

565
00:30:22,000 --> 00:30:23,791
The people that are holding onto this myth

566
00:30:24,166 --> 00:30:26,250
that our AI is not really going to replace humans.

567
00:30:26,250 --> 00:30:27,500
It absolutely is.

568
00:30:27,916 --> 00:30:29,208
There is no question about it.

569
00:30:29,208 --> 00:30:30,916
Only question is how long is it going to take?

570
00:30:31,583 --> 00:30:36,750
So, so it's, so, so it's uncomfortable to think that all, particularly as a leader,

571
00:30:36,750 --> 00:30:39,083
like you start to get into your forties, fifties, and sixties,

572
00:30:39,833 --> 00:30:43,458
it's very uncomfortable to think everything I've learned is irrelevant moving forward.

573
00:30:43,875 --> 00:30:44,958
And that's a big statement.

574
00:30:44,958 --> 00:30:47,125
It's not irrelevant, but a lot of it just isn't,

575
00:30:47,125 --> 00:30:48,125
isn't important anymore.

576
00:30:48,958 --> 00:30:51,000
Think of the whole concept of experience

577
00:30:51,666 --> 00:30:53,625
that we put people in leadership roles

578
00:30:53,625 --> 00:30:55,708
because of all the other times they've done product launches,

579
00:30:55,708 --> 00:30:57,375
all the other times they've run a production line

580
00:30:57,833 --> 00:30:59,000
and we need their experience.

581
00:30:59,541 --> 00:31:01,208
With AI, you don't need experience anymore.

582
00:31:01,875 --> 00:31:02,375
You don't need it.

583
00:31:02,666 --> 00:31:03,041
It's there.

584
00:31:03,416 --> 00:31:06,583
You can just ask, you can just pull contextualized data

585
00:31:06,916 --> 00:31:09,208
from a platform that gives you the benefit

586
00:31:09,666 --> 00:31:12,166
of a consciousness that's way more experienced

587
00:31:12,166 --> 00:31:14,583
and has a much better memory than a leader.

588
00:31:14,583 --> 00:31:18,166
And also they're not infected by the cognitive biases that we have as humans.

589
00:31:18,791 --> 00:31:22,750
So you've got to, you know, what, what I've certainly learned over the last few years is,

590
00:31:22,916 --> 00:31:25,875
you know, for me as a fighter pilot, I just did it, right?

591
00:31:25,875 --> 00:31:26,708
I never thought about it.

592
00:31:26,791 --> 00:31:27,750
Well, why do we do it this way?

593
00:31:27,750 --> 00:31:28,500
And what are we doing now?

594
00:31:28,500 --> 00:31:32,333
I, you know, I just plugged into the machine and did what I had to do.

595
00:31:32,500 --> 00:31:34,166
Whereas now I reflect on it.

596
00:31:34,250 --> 00:31:37,625
And one of the things I've learned is to be a fighter pilot

597
00:31:37,625 --> 00:31:39,875
is a reprogramming process of a human being.

598
00:31:40,041 --> 00:31:40,541
That's what it is.

599
00:31:41,166 --> 00:31:45,708
And, and a human at their fundamental level, we're an animal

600
00:31:45,708 --> 00:31:48,041
that just has a bit of a computer on top of it.

601
00:31:48,583 --> 00:31:50,250
You know, the, the, the human intelligence.

602
00:31:50,666 --> 00:31:53,000
But underneath that we're the same as a dog, a cat,

603
00:31:53,416 --> 00:31:55,375
you know, a tiger, a lion,

604
00:31:55,875 --> 00:32:00,291
and we have to understand that all of those primal drivers

605
00:32:00,666 --> 00:32:03,583
have a lot more strength than our consciousness.

606
00:32:03,708 --> 00:32:08,000
So we're talking about less than 1% of the brain power

607
00:32:08,000 --> 00:32:10,083
gets plugged into the intelligent part of the brain.

608
00:32:10,791 --> 00:32:13,750
So when we talk about distraction,

609
00:32:14,541 --> 00:32:16,541
we're talking about a primal piece of programming

610
00:32:16,916 --> 00:32:21,333
because distraction was encoded into a human being to survive.

611
00:32:21,875 --> 00:32:23,541
Because a hundred thousand years ago,

612
00:32:23,541 --> 00:32:25,750
you're walking around a bush and you hear a rustle in the bushes.

613
00:32:26,500 --> 00:32:29,083
It's pretty important to be distracted by the rustle in the bushes, right?

614
00:32:29,583 --> 00:32:31,375
If you were like hyper-focused

615
00:32:31,375 --> 00:32:33,125
and you didn't hear anything around you, you'd get eaten.

616
00:32:33,916 --> 00:32:36,750
So, so distraction is a primal survival mechanism

617
00:32:37,583 --> 00:32:39,666
that you have a choice to

618
00:32:40,208 --> 00:32:43,750
buy into it or to actually put a bit of human consciousness in there and say,

619
00:32:44,083 --> 00:32:45,500
Hey, it's just a distraction.

620
00:32:45,500 --> 00:32:46,208
It ain't a big deal.

621
00:32:46,750 --> 00:32:47,541
It's just an email.

622
00:32:48,166 --> 00:32:49,250
It's just the notification.

623
00:32:49,833 --> 00:32:50,666
It's just a message.

624
00:32:52,791 --> 00:32:56,375
And when we talk about how fighter pilots, you know, when we mission execute,

625
00:32:56,708 --> 00:32:59,458
it's somewhere between an hour or three hours of focused time, right?

626
00:32:59,458 --> 00:33:00,250
Focused execution.

627
00:33:01,041 --> 00:33:06,750
So, so if you create that as a leader and you create 90 minutes a day where

628
00:33:07,416 --> 00:33:10,500
there's no technology in front of you, you've got a pen and a piece of paper.

629
00:33:11,291 --> 00:33:14,833
And we at Afterburner have some structures that you can go through

630
00:33:14,833 --> 00:33:16,000
to collect your thoughts.

631
00:33:16,833 --> 00:33:19,625
You'll find after sitting there for about 20 to 30 minutes,

632
00:33:19,625 --> 00:33:23,291
all of a sudden, boom, it hits the deep flow, the focus,

633
00:33:23,791 --> 00:33:27,625
and all the connections that are in your subconscious automatically start to come to life.

634
00:33:28,291 --> 00:33:31,583
And that, when we talk about leaders work, that's it.

635
00:33:31,583 --> 00:33:34,375
90 minutes of, of just being focused.

636
00:33:35,041 --> 00:33:37,625
Then it doesn't feel like work because it starts to get fun

637
00:33:38,250 --> 00:33:39,958
because you start to surprise yourself.

638
00:33:39,958 --> 00:33:41,791
And you're like, ooh, ooh, ooh, look at that.

639
00:33:41,791 --> 00:33:42,708
And I thought about this and I thought—

640
00:33:42,833 --> 00:33:46,000
and all of a sudden you start to build this, uh,

641
00:33:46,500 --> 00:33:50,166
this, this pathway of where I need to take my people

642
00:33:50,541 --> 00:33:52,666
and what in terms of what they need to do

643
00:33:53,125 --> 00:33:55,541
in terms of helping them understand where they need to go

644
00:33:55,541 --> 00:33:56,791
and then coaching them to get there.

645
00:33:57,416 --> 00:34:01,041
So the work, the work should be invested in focus and growth,

646
00:34:01,458 --> 00:34:02,375
not in doing.

647
00:34:02,375 --> 00:34:06,958
And you mentioned Daniel, the superhero effect in my, in my new book,

648
00:34:06,958 --> 00:34:10,000
Flawless Leadership that comes out next year.

649
00:34:10,500 --> 00:34:14,208
I call it the Avenger effect in, in this, in, in the way that

650
00:34:14,208 --> 00:34:16,583
the human reward system is designed.

651
00:34:17,291 --> 00:34:20,666
It's saving the day, the wonderful way to be rewarded.

652
00:34:21,166 --> 00:34:26,791
So subconsciously leaders try and create themselves in the image of Iron Man,

653
00:34:27,500 --> 00:34:29,750
where my job is to save the day.

654
00:34:30,541 --> 00:34:34,125
And then everyone pats me on the back and says, “Geez, Boo, lucky you were here.”

655
00:34:34,500 --> 00:34:35,500
Lucky we had you.

656
00:34:36,000 --> 00:34:38,583
Because if you weren't here, everything would have fallen apart.

657
00:34:39,041 --> 00:34:42,500
So there's, it's almost demotivating to build a team,

658
00:34:42,500 --> 00:34:46,000
to defer that reward further down, right?

659
00:34:46,000 --> 00:34:51,875
So, and, and the reason that the reward system that we're missing

660
00:34:52,416 --> 00:34:54,375
is organizations don't win enough.

661
00:34:54,708 --> 00:34:55,000
Right?

662
00:34:55,416 --> 00:34:57,291
So as fighter pilots, we win every day.

663
00:34:57,541 --> 00:35:00,041
We, we win every 99% of the time, every now and again,

664
00:35:00,041 --> 00:35:02,041
we have a bad day, three, three, four times a year.

665
00:35:03,333 --> 00:35:06,791
But we win every day because we map out what winning today looks like.

666
00:35:07,291 --> 00:35:11,625
So if, if a leader can, if a leader can shift from saving the day

667
00:35:12,416 --> 00:35:15,125
into designing the wins,

668
00:35:15,541 --> 00:35:18,333
then all of a sudden we start to feel good

669
00:35:18,500 --> 00:35:22,125
because we're winning all the time and I'm getting stuff done, I'm, I'm moving.

670
00:35:22,208 --> 00:35:24,291
My work is actually delivering results.

671
00:35:24,291 --> 00:35:25,291
This makes me feel good.

672
00:35:25,333 --> 00:35:26,625
It feels less like work now.

673
00:35:27,041 --> 00:35:28,250
It feels more like action.

674
00:35:29,750 --> 00:35:34,208
So all of these, I mean, I can't really understate the paradigm shift

675
00:35:34,208 --> 00:35:35,791
we're looking at here with flawless leadership,

676
00:35:36,000 --> 00:35:38,000
like in terms of cognitively,

677
00:35:38,291 --> 00:35:41,416
in terms of the action-based, the processes that we use,

678
00:35:41,833 --> 00:35:48,583
it is a, it is a very, new way of, of showing up as a person, as a human being.

679
00:35:49,208 --> 00:35:49,583
-Yeah.

680
00:35:50,541 --> 00:35:53,541
So let's, let's kind of sum this up.

681
00:35:53,875 --> 00:35:58,791
In a minute or less, Boo, minute or less, what's the one thing

682
00:35:59,333 --> 00:36:05,458
that a leader should be able to start doing to help become a iterative, effective leader?

683
00:36:06,458 --> 00:36:06,916
Debrief.

684
00:36:07,166 --> 00:36:07,583
That's it.

685
00:36:07,708 --> 00:36:08,750
I'll give it to you in two seconds.

686
00:36:09,458 --> 00:36:10,333
That's all you need to do.

687
00:36:10,666 --> 00:36:16,041
Do nothing else, but every single time before you open your mouth,

688
00:36:16,541 --> 00:36:18,291
before you send an email,

689
00:36:18,750 --> 00:36:21,416
before you write a PowerPoint presentation,

690
00:36:21,541 --> 00:36:25,375
ask yourself what am I trying to achieve here?

691
00:36:26,166 --> 00:36:27,625
What is my objective?

692
00:36:28,875 --> 00:36:32,000
And, you know, again, I've done hundreds of these.

693
00:36:32,208 --> 00:36:37,500
I've sat in a room, multi-billion dollar organizations, 50 leaders in a room,

694
00:36:38,166 --> 00:36:41,333
and asked them, what is the point of your existence in this business?

695
00:36:42,625 --> 00:36:43,875
And they, no one can answer it.

696
00:36:44,583 --> 00:36:45,166
They don't know.

697
00:36:45,708 --> 00:36:47,916
And that is a crying shame.

698
00:36:48,416 --> 00:36:51,416
That is not, that doesn't, it doesn't need to be that way.

699
00:36:51,916 --> 00:36:54,750
Because all they do is react to the world around them.

700
00:36:54,958 --> 00:36:55,958
So what do I do?

701
00:36:56,500 --> 00:37:01,208
And, and, and we pose the next question is I bet you just react all day.

702
00:37:01,208 --> 00:37:01,708
Is that what you do?

703
00:37:01,708 --> 00:37:03,250
And everyone laughs and they're like, yeah, that's what I do.

704
00:37:03,250 --> 00:37:04,958
I just react all day and solve problems all day.

705
00:37:05,416 --> 00:37:05,625
Cool.

706
00:37:05,958 --> 00:37:11,000
So let's, so let's now sit down and spend a few hours designing what a,

707
00:37:11,000 --> 00:37:16,416
what a quarterly win looks like, a monthly win looks like, a weekly win looks like,

708
00:37:16,666 --> 00:37:18,083
and what is a daily win for you?

709
00:37:18,208 --> 00:37:19,791
Like, like let's really map that out.

710
00:37:20,333 --> 00:37:23,666
And let's just define three things a day that you're going to achieve.

711
00:37:24,500 --> 00:37:28,583
And through that process, all of a sudden you see the,

712
00:37:28,833 --> 00:37:30,750
the weight start to lift off these leaders.

713
00:37:31,333 --> 00:37:33,375
The, the wins just start to come.

714
00:37:33,916 --> 00:37:36,166
So I took two minutes, but I only,

715
00:37:36,500 --> 00:37:38,375
I took two minutes to explain the two seconds.

716
00:37:38,500 --> 00:37:39,000
I hope that's okay.

717
00:37:39,416 --> 00:37:39,958
(laughing)

718
00:37:39,958 --> 00:37:40,791
I love it.

719
00:37:41,041 --> 00:37:42,208
Boo, thank you.

720
00:37:42,416 --> 00:37:45,833
And thank you for being on the Leadership Growth Podcast.

721
00:37:45,958 --> 00:37:47,250
This has been fantastic.

722
00:37:47,791 --> 00:37:51,166
And guys, look, thank you for the wonderful service you're doing

723
00:37:51,375 --> 00:37:53,708
for the world to bring those two words together,

724
00:37:54,291 --> 00:37:56,041
leadership and growth.

725
00:37:56,500 --> 00:38:00,250
Those two words alone is what's going to right the ship for humanity.

726
00:38:00,708 --> 00:38:04,541
If we do both of those things and we invest in those two things,

727
00:38:05,125 --> 00:38:07,250
I'm really positive about the future of humanity.

728
00:38:08,458 --> 00:38:08,750
-I love it.

729
00:38:08,750 --> 00:38:09,666
-Well, it makes a difference.

730
00:38:09,666 --> 00:38:11,666
And I appreciate the endorsement.

731
00:38:11,666 --> 00:38:14,833
And really what you've helped to highlight today is

732
00:38:15,125 --> 00:38:22,416
the ability for leaders to really unleash and untap that ability to win every day,

733
00:38:22,958 --> 00:38:24,250
which is what people want to do.

734
00:38:24,625 --> 00:38:26,541
And, and I just, I love the way you framed that.

735
00:38:26,875 --> 00:38:27,666
So thank you, Boo.

736
00:38:28,666 --> 00:38:29,000
-Fantastic.

737
00:38:29,000 --> 00:38:30,250
-Thanks guys. It's been an absolute pleasure.

738
00:38:31,083 --> 00:38:33,375
-To all our listeners, thank you for joining us.

739
00:38:33,458 --> 00:38:36,833
Please like, and subscribe, and look forward to listening to future

740
00:38:37,166 --> 00:38:40,375
Leadership Growth Podcasts as we talk about tips and tools

741
00:38:40,375 --> 00:38:43,416
to help us all become better leaders.

742
00:38:43,958 --> 00:38:44,833
Thanks again, everyone.

743
00:38:44,833 --> 00:38:45,291
Take care.

744
00:38:45,375 --> 00:38:45,583
Bye.

745
00:38:46,458 --> 00:38:49,458
If you liked this episode, please share it with a friend or colleague

746
00:38:49,750 --> 00:38:53,625
or better yet, leave a review to help other listeners find our show.

747
00:38:54,250 --> 00:38:56,916
And remember to subscribe so you never miss an episode.

748
00:38:57,833 --> 00:39:00,958
For more great content or to learn more about how Stewart Leadership

749
00:39:00,958 --> 00:39:03,416
can help you grow your ability to lead effectively,

750
00:39:03,916 --> 00:39:06,125
please visit stewartleadership.com.