3 Crucial Methods to Increase Work Productivity & How to Unlock Individual Success Through Collaboration

25:10They may not have the energy. We miss out on the opportunity, as you're saying, to learn something specific in short term that could have an amazing impact. And also that person could see you apply what they just shared with you. And then with that mini experiment, they go, oh, I'd love to mentor you further, right? So it builds that trust in these mini bites and chunks rather than someone takes you on, you can't deliver, you have something personal going on. And all of a sudden they feel like, well, why am I wasting my time mentoring this individual too? Where that leads me to a really interesting place is, can people impact and shift culture when they're not the boss, when they're not in charge?

25:49Is it possible? Yes, it is. It is. It's difficult. It's difficult. And the words that I would use are a word that you just used, which is experiment, being oblique. I've seen people influence culture when they have a bad boss and the boss doesn't want to change by providing that boss with a book that might, you know, sliding in their door or creating a conversation or forgetting the boss and just trying to model and create. hey, what does a great group look like? Let's have a coffee gathering at 10 a.m. every Monday and start talking about creative new ideas. And that initiative, which is born in that idea that culture is the 15 feet around you, that you have control over the signals you send.

26:32In a larger sense, the idea here is one, it's a really important distinction between the things that are complicated and things that are complex. We often tend to think that culture is just, if I do the right thing, the right thing will happen. There'll be some linear effect, like if I just had the right thing to say, right? But that's not actually how it goes. Culture isn't just complicated. Culture is actually complex. Complicated things, there's a way to do it. Like it's building an engine of a Ferrari. Like I can give you the diagram and you can follow the diagram and you build it. But complex things change every time you do anything.

27:08So it's the difference between building an engine and raising a kid. So every time you do a little experiment, a little probe in the culture area, pay attention to what happens and amplify the good things and kind of ignore the bad things. So if you're building culture is about doing these constant sort of probes and experiments. Let me try it. Let me try a book. Let me flip him a video. Let me show her a conversation that I had recently. Let me try this coffee thing. Let me try that. And you'll find as you sort of you'll experiment forward in a direction and like with any experiment, you'll make some discoveries and you'll and follow that energy and see where it leads.

27:48You know, culture is not like Legos. It's not like you can just say, put this thing on that thing and this thing. It's a conversation. You're having a conversation with your group. And in every conversation, you send a signal and then you wait and listen and see where it's going and see what you learned and see what I discovered. Yeah, when you're doing that explore and discover, one thing that's really interesting is that I believe inside a healthy organization, you'll have good performers and then exceptionally high performers. How do you go about managing an exceptionally high performer within a group?

28:24Because often what happens is high performers are just so productive and effective that they either take on everything themselves or people may struggle to keep up with them or work with them because they can see that this individual was highly independent, highly self-motivated. But at the same time, and you see this in sports, when I think about, you know, when I think about soccer, which is my favorite sport, having grown up in England, you look at stars like Cristiano Ronaldo or Lionel Messi or these phenomenal talents or, and then in the US, people like Tom Brady or LeBron James, right? You have these characters and these personalities.

29:01How do you effectively bring them into the world and help people? Because in some of those examples, there's a natural respect and admiration for that person because of their almost elite status. But in the workplace, it's not always like that. It's not always as clear cut as, you know, this person's the one who's going to win us the championship. Right. No, it's interesting. And that's a great analogy with the world of sport. I mean, there are occasionally superstars. The way the world is moving, though, is that I think a lot of times those superstars reputation exceeds what's actually happening.

29:38Our world is so complicated that even with stars, they are inevitably not solo actors. They're not, they're not out there doing it around. There is a connected web of people and information and systems that are supporting them. There's a cool study that Adam Grant referenced in a, in a recent book where they took a star surgeons, star surgeons from different hospitals away from their teams and they watched how they performed when they moved to a different hospital. And the same thing with traders, great financial traders, and they saw how they performed when they changed firms. When these people lost contact with their system of support, their performance went back to average.

30:14I think the cultural move here is to not to celebrate the star, but to illuminate the support, to spend time talking about, praising in certain cases, illuminating, spotlighting, making mantras around the collective activity that's producing who passed the ball to Ronaldo. You know, who cleared away the defense so that he had a clear move in? I think that's a much more healthy place to go, especially as our world moves more and more into these, you know, collective spaces. You know, lately we've been seeing all of these films about toxic founders of tech firms, right? WeWork, Theranos, Uber. And the reason that all those tragedies happened was that everybody believed in the myth of the superstar.

31:02Everyone believed that Elizabeth Holmes is different. Travis Kalanick is different. Adam Neumann is different. And that is not true. Those people do not exist anymore. There was a time, I'll bet Henry Ford had more in his brain than anybody else. And he was the person you should go to for vision direction. And he had the answers. But we live in a world that moves way too fast. We move in a world that's way too complex to go back to that word, to have any single person. So if any person comes up and says, I have all the answers, that is a huge red flag that they definitely don't. As Pete Seeger said, be wary of great leaders, hope for many good, small leaders.

31:43I think there's a deep truth in And so having a system that celebrates stars is as we move into this area, as we move into our future where things are moving faster than ever, more interconnected than ever, that's a less healthy approach than the team that we have a bunch of stars and everybody's playing a role and is aware and helpful. that's really useful I really appreciate that because yeah it's it's an interesting dynamic because I think back to when I was in the workplace and so I worked at Accenture for a few years and you know had a really great career there have a really great relationship with the company and it was a phenomenal time for me I learned a lot developed a lot and I and I found that there were some leaders that were just exceptional at championing young talent you know at other times in organizations I've found that a lot of leaders are intimidated by young talent or condescending towards and they feel like well what do you know you've only been around for two minutes and I think that balance is really interesting because as much as you don't want to put too much value on star culture you don't want to dampen star potential because because I think that's I saw so many friends leave organizations when I knew that person was really talented and And I knew that person had so much to offer, but the company wasn't able to understand and dial that in.

33:08And that's something that I say to everyone on my team that as much as I want them to have a professional goal and a personal goal they want to learn, but beyond both of those, I want them to have a goal that is about their potential. And I want to be the person to help them fulfill their potential. Like that's always one of the things I say to anyone who joins our company. It's like, I want you to fulfill your potential here. Or even if it's not here, I want you to fulfill your potential. I want to be a part of that. because I know that I would have wanted to hear that when I joined an organization and I never really felt that I heard that as clearly.

33:42And I found that, you know, for some people it was like, well, if you leave, then we don't, you know, you're no longer connected to us. And if you stay, then you play by our rules. And I think that was always a really, really fascinating thing. I still enlighten us. There's certain points where being morally good and being smart cross over and actually are the same thing. And that's a moment where it is. And I see that over and over again. I do some consulting for the Cleveland Guardians baseball team. And occasionally one of our assistant coaches will get an opportunity to be a head coach at another team.

34:10And there's a bit of a tradition, a habit, a custom that when that coach gets that interview, the front office sort of circles around that person and helps them. Helps them build their worksheets, helps them build their plan, tells them what suit to wear, gives them contextual information and sends them on their way. And it's a beautiful thing. You're losing someone, but you are deepening a relationship and life is long. You know, people will circle back around and you will always have that relationship. And I think that's a very enlightened and wise way to approach that sort of offboarding moment.

34:48Yeah, I think moving forward with that, there's something that I find which I really loved from your book. And I'm excited to see how the playbook makes this more practical and applicable. And that's what I love about the culture code. It really dials you into the philosophy. And I'm guessing the playbook allows you to really, you know, take action on those ideas, which I think is a brilliant combination. Let's talk about two really interesting things in the workplace, gratitude and appreciation, and then feedback. And the challenge with gratitude is that it can come across as flattery and cheap words.

35:24and the challenge with feedback is that it can come across as criticism or judgment. Walk us through what you found is the best ways of showing praise, gratitude, and appreciation, and the best ways of giving feedback inside an organization that actually helps the person digest how you're feeling and what you want them to take away. Larger, yeah, those are great. I really love that. This idea around appreciation of continually reflecting back someone's impact, and impact ends up being a really, really important word. There's a certain kind of appreciation that happens in good culture that is rarely talked about.

36:01It was introduced to me by the people at Pixar who talk about the pleasure of solving hard problems with people you admire. The pleasure of solving hard problems with people you admire. There's a misnomer, sort of this mistaken idea that life in top performing cultures is always happy and positive. That if you were to go work at Pixar, that you go to a meeting and every idea would be a brilliant idea and everyone would applaud. And then every draft of the movie would be better and better and better in the last. In fact, when you go to that place, as well as any other place, it's not that way. There's profound disagreement.

36:37There's profound tension, but they're circled up around that problem, shoulder to shoulder, trying to figure out how to make it better. And that, the pleasure of that, the appreciation they have for each other in those moments is very special. In fact, people will leave cultures and often come back for that feeling. That's a special feeling. But specifically with appreciation, I think we have to go back to that word impact. When appreciation is bad, it sounds like sort of attaboy, what a coach would tell a player, attaboy, nice job, good job, way to go. And it's vague. It's generalized. It's not specific to the person.

37:12When it's good, and I saw an example of this, and I think I wrote about it in the playbook. One example is a weekly impact note. It's where you once a week make the habit of capturing the impact your team has had on the world and on the group, crystallizing it in a very, very specific language and sharing it back to the team, almost like a little newspaper of the week. Here's the impact we had on the world this week. This health clinic that did it would gather patient feedback and they would say, Nurse Johnson treated me really nicely, really warmly. They would share that back. So that idea of continually reflecting back, which actually connects to the purpose conversation, because you always end up, I think, using those moments of appreciation as a way to spotlight your North Star is kind of a beacon to say, here's what we look like at our best.

38:00If we can define that and feel that and name those behaviors and feel those, the better we get at that, the better we're going to function, the better we're going to perform. When it comes to feedback, I have a problem with the whole word, the whole concept is a little bit off. It's wrong. The idea that someone can watch me work and get little samples, tiny sample sizes of my work, and then once every six months come in and tell me what I'm doing well and what I'm doing poorly. The studies actually show that most feedback is pretty darn inaccurate. It's based, we tend to be biased toward people that resemble us.

38:34We tend to be biased toward the most immediate work they've done. It ends up often creating a bad interaction because you have someone who is not informed and not ready trying to kind of muscle up to deliver some feedback to somebody underneath them. And it's got all kinds of problems that break apart groups. Good feedback. A better way to do it was taught to me by a woman named Ellen Van Oosten, who teaches leadership at Case Western University. She flips it. Instead of giving someone feedback, you ask them two questions. It's the more differently question. You ask them, what do you think you should do more of?

39:11It's a really powerful question, actually. And I'm not trying to tell you anything. I'm just saying it creates a reflection where they have to say, what's had the biggest impact lately? Where have I learned the most? What am I most excited by? what do you should do more of? And the second question is, what do you think you should do differently? Without being aggressive or threatening, that's another one that gets me to ponder where I might want to change my mind. So creating these kind of safe zones to have the reflection is really what feedback's about. So I see a lot of groups moving away from the big semi-annual annual review where you're going to get the truth, which isn't really the truth from someone who doesn't really know and moving toward these coaching conversations where they're continually asking those questions.

39:55What's working right now? What are you excited about? What are you worried about right now? Let's talk about that and see, again, it's that conversational nature of culture building that is at the core of, it's like, it's like photosynthesis, right? You got to have these conversations and they'll, they'll grow you. Yeah. I, I love how you just, you know, of busted the myth around feedback, right? Like I think that there's so much emphasis on how to give the perfect feedback or how to give the right feedback. And you do give an amazing example that you, I think, extrapolate from both Popovich and school exams and school essays and how feedback is given to students who perform really well in the culture code, which I loved, which was that safety, making them feel a part of something bigger and also sharing it with them, knowing that you're saying, I actually know that you can reach this level.

40:49Like I actually believe you can get there. But what you've said right now, I think is really, really incredible because you're so right that we think that based on a small sample of observation, we can make a judgment about someone's performance. And the truth is that we don't know their intention. We don't know why they did that. We don't know what they were thinking about. Maybe they were three steps ahead and something else went wrong. Like we just have no idea. And those questions are really brilliant. I found this. So in our organization, what we do is we do a quarterly review, which includes a self-assessment and then a joint manager assessment.

41:30And what I find really interesting every time I do that is how wrong I am and how differently I'm thinking in the sense of often I'm placing more emphasis on something else that seems to be important to me. And I'm not able to see what the person is emphasizing, but that conversation opens it up. So we sit down and we're doing a, you know, they've done their self-assessment. I say, hey, how do you think you've been performing in this area and why? And they'll list of all these things that they've done well or things they need to do less of or differently. And I'm thinking, wow, I didn't even think about half of those things.

42:08Like how incredible is it that this is giving me an opportunity to even be more grateful and appreciate this person more and i've found something really interesting and obviously this is not verifiable statistically because i'm i'm it's anecdotal for me i found that the top performers inside my organization are people who give themselves lower ratings than i give them so often i'll be sitting down with some of my best people and in every review, they'll rank themselves lower than I did. And I'm sitting there going, I give like, you're amazing. Like, you know, you're incredible. And they are actually looking at more ways to improve.

42:47And I find that so fascinating as a trend that I've seen over time. Having the right people in your corner to support you is a great form of self-care. Just like the friend who shows up to a housewarming party when you get that dream home, celebrates your big promotion, or goes with you on a walk to clear your mind, State Farm is there to help you feel supported. They have different coverage options, whether it be for your home, car, motorcycle, boat, or even RV. With a State Farm agent, you know someone is there to help protect what's important. And with so many coverage options, it's nice knowing you have help finding what fits for you, so you can continue to celebrate all of life's biggest milestones.

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44:35No matter my destination, travel is more rewarding with Chase Sapphire Reserve. Discover more with Chase Sapphire Reserve at chase.com forward slash sapphire reserve. Cards issued by JPMorgan Chase Bank, NA, member FDIC, subject to credit approval, terms apply. I love that. No, it's very true. It's certainly true in the sports world. You ask, you know, somebody's doing brilliantly. Ask Cristiano how he's doing and he might not say brilliant. So it's a measure of these internal narratives that we don't really have access to, these internal standards and an approach of humility. There was a Navy SEAL commander who called it a backbone of humility that's required with leadership.

45:20And I love that phrase because the humility is really – it's a strength. This is not – humility isn't bending. It's actually being strong enough to realize I'm actually only seeing a tiny part of the picture here. And I need to learn. I need to be humbly. I need to humbly learn what's happening in this situation. Yeah. And I think learning why people are making the decisions they are teaches you so much more than the decision they made. And so often in your head, you're telling yourself a story of like, oh, they should have thought about this and they didn't think about this. And as soon as you ask them, you realize they thought about all of that and more than you did.

45:58And you're humbled and it's so much easier to be humble in the first place. You know, one of the things that I genuinely struggle with, Daniel, this is a personal question, is this challenge that I currently have in my life where not only am I a host, an author, a coach in my own profession, but at the same time, I'm a CEO and a leader. and the time I spend on cameras and the time I'm with you right now or interviewing a guest or I'm hosting a TV show or whatever it may be, I'm not with my team because I'm doing tasks that are creative and outward facing. And so a lot of CEOs may do a bit of press, but majority of time, they're working on the product with the team.

46:42They're in those groups. They don't necessarily live this combined life that a lot of people live today where they're creators, their talent, their on camera, but then they also lead teams. And I genuinely believe that my life is going to be an experiment in figuring out how to do this, because I find that naturally when I'm doing more of one of them, it takes away from the time I get to do the other. And both are integral to the work I do. So have you found any great stories or case studies of how people have created, not balance, because I don't think it's about equality. I think it's about creating the right practices and systems that allow you to operate in both worlds right a couple things i've observed one is that when you look at any single when you think there's a single leader you're often wrong there's often there's often this pairing thing that happens when you if you look at pixar it's ed catmell and john lasseter when you look at the san antonio spurs it's rc buford and greg popovich and so finding this unique soulmate partner who really has a different domain interests than you to make it work.

47:49It is, as you say, like physics is going to stop you at some point, right? I mean, there's only so many hours and only so much energy and you've got a lot of priorities to do. So finding that partner and cultivating, searching and developing that teamwork around that, I think is incredibly powerful. And the other thing is, I think always trying, when you do have that fork in the road where you need to decide between, should I be productive or should I focus on my people? To bias toward your people. When you have that, if it feels like a coin flip, go toward the people. It was on a call that involved General Mattis, who used to head up all of NATO's forces.

48:30And someone asked him how he spent his day. And he said, I spent about 45 minutes on NATO strategy and I spent the rest of the time coaching my leaders. The rest of the time was coaching my leaders. Eight ninths of my day was coaching my leaders. Those conversations end up feeling inefficient at the time. They feel like you're, oh my God, I am not doing the important stuff. In fact, that's an illusion. You are doing the important stuff because you're investing in creating clarity, a landscape, a connection that you guys can navigate it together. Those are the two things that come to mind as you're Yeah.

49:09And I see myself moving in that direction of wanting to, you know, I constantly want to be spending more time with my leaders and my teams. Like that's, that's all I want to be doing. And I completely see the value in that. And I'm learning how to, how to carve that time out because they also need support and help and, and, you know, everything else that comes with it. It's not kind of like an outsourced delegation job, which, which is not my style anyway. But, but I noticed that that they need that support from me. You've talked about having icebreakers or conversation starters for meetings. And I love that idea because to me, like I'm one of, you know, I come from the world of like meditation and pause and stillness.

49:51So for me, a reflection question is like one of my favorite things. And I have this restaurant in here in LA that I love to go to called Cafe Gratitude because they always have a question of the day when you go there and they'll give you the question of the day as a table. And then, you know, even anyone who's not used usually into this kind of stuff is like, oh yeah, maybe that's a really cool idea, right? So what are some of the ones, those five minute warmups before meetings that help the quality of the meeting itself? What are some of your favorite ones or examples you've seen work really well?

50:21Yeah, this hybrid thing, it's weird, right? I mean, you're creating this new space. And as somebody pointed out, there's a man named Glenn Fajardo who wrote a book on virtual rituals. He's from the Stanford Design School. It's a good, interesting, really interesting book. But the insight he has is virtual is voluntary. Like if we're actually in a room together, you kind of have to pay attention to me. I kind of have to pay attention to you. But to be virtual, you actually have to create this shared space. And this is a weird connection. But this weekend, I did one of Tony Robbins' virtual events.

50:54I gave a short presentation of one. Like for 40 minutes beforehand, what were they doing? They weren't talking about ideas. They were playing really loud music and basically doing yoga and dancing. Like they were creating this shared state, not saying that everyone has to do that, but in this sort of hybrid world to take a minute and try to create some shared space. And some of the ideas for doing that are, you know, playing music, are having everybody like bite a lemon at the same moment. Eating on camera turns out to be weirdly effective. It's like breaking bread together is one of the more sort of powerful things that people do together.

51:33and it feels very strange to eat on camera at first, but as you sort of get used to it, that can be also sort of a very simple, powerful thing to do. But whatever you do, whether it's, you know, a little guessing game where you play a song and guess whose favorite song it is, whatever that might be, just think about creating that shared space in a way that doesn't have to do with the work you're doing, in a way that just deals with the person, the people you are at this moment. All that said, it is really hard to form real relationships online. The smart groups right now and the smart money is in toggling, in having people, if they are hybrid, having times where they're flying and getting together for a short amount of time where it's maybe half fun and half work, but having that time and not saying we're going to live completely in the virtual world because that physical connection acts like a booster shot.

52:23Like now I really know you and now we can really work together. Yeah, absolutely. And I'm glad you clarified that because I think a lot of this stuff is possible virtually, even though we know that it's better physically, but it is possible to do these small games and ideas virtually. And that does form a better connection. I know one of the things I was mentioning to people is, you know, I do feel we get such an intimacy by being in people's homes right now, right? And we have for quite a while now. But one of the things I would do is, I'd always say to a lot of people, hey, I'm not being creepy.

52:58I'm just being curious. I want to know what's in your background. Like, what's that a picture of? Or what's that behind you? And I found that that just opened up such a natural story from them and a natural question. So I remember one of my clients had a paintbrush hanging on his wall. And I was just like, why do you have a paintbrush on your wall? And he started laughing and he goes, no one ever asks me. And I was like, well, I'm asking you. So I want to know. I'm being curious, not creepy. And he said, you know what? My first ever job was that I used to paint fences. And then I used to paint walls.

53:30And he goes, then I finally got to paint homes. And it was like a summer job. And now he's a big executive of a large company. And he was like, I keep that there to remind me of where I started. And I love that story. Then I started telling him about how my first job was that I was a paper delivery boy, right? I used to go around and be a paper boy in my area. And all of a sudden we were talking about first jobs. And I thought, wow, this is a really cool question to ask people because it shares so much about their history and where they started. and so that became one of my favorite questions to ask people is like what was your first job ever so i'm gonna ask you daniel what was your what was your first job ever oh my god i was a i was a greeter in a hospital i was i was like i at the time i wanted to be a doctor and so i stood by the door and kind of i wheeled people in and wheeled them out and and you know new babies and pregnant women to wheel them in and wheel out a new baby and it was it was both really fun it it really gave you a, everybody comes to the hospital, right?

54:23You know, you, however, you know, small your, big your world is, you see everybody coming. And so that sort of interaction, I think, sparked something in me as a, as a journalist and made me know that I never wanted to be a doctor. What was the, what do you think was the biggest lesson you learned from that? Like, was there a, was there a takeaway or an insight that you feel really planted a seed in you that stayed with you? I think banter is underrated. Like, I think it really, the power of banter, the power of like, Like just having a little light touch and being able to chat people up is one of the strongest powers in the universe.

54:56And I think that really showed me that because, you know, you're taking people and some of them are in pain and some of them are scared. And those little interactions can have a big impact on the space. Yeah. What have been, I mean, bantering an organization is, you know, I feel like it's at an interesting time because everyone's sensitivities have changed. everyone's like you know barriers and boundaries have changed as well uh for good reasons and and also some of them you know for personal reasons which of course has to be respected and understood and it's it can be quite hard to build a banter-based culture i know that when people see me and my wife talking because we're both from london the word banter for us is is literally how how our life functions and people see me and my wife in this and sometimes be like are you guys okay?

55:43Like, you know, is everything okay? And we're just like, no, this is banter. Like this is how we're playful with each other. You know, often banter can be misconstrued. How do you build the trust first in order to be able to have banter? Like what, because I feel sometimes we do it the other way around. We think banter builds trust, but often I don't think that's true anymore. I think trust allows you to have banter. Yeah, I think you're right. I think you're right. And vulnerability allows you to have trust. And I think the fastest way to sort of build that is to do things together. You know, there's nothing like actually doing something in the real world that will create that trust.

56:21And to do it away from where you're not capturing it in words. I think one of the reasons that we're so divided and it's such a difficult time is that we're relying on people reading. And reading is a terrible way to get to know someone. Reading someone's comments, these words they form in their head and they type them out and then you read them and form some idea in your head, it's absolutely a terrible way to get to know someone. So doing something in real life is by far the most sort of powerful thing that you can do, whatever, as big or as small as that may be. And also the power of story in this situation, like, you know, the story you just shared about your friend with the painter, the story I just shared, being comfortable enough.

57:01And that's where those icebreakers, I think, come in because they they start at a safe place where they're going back to, what was your favorite meal growing up? They start at a place where we're free of kind of the larger political forces that we're navigating right now. And you start from there and then build up. I love that. Daniel, you've been so generous with your time and so many great insights and advice. And at the end of every On Purpose episode, we do a final five. This is a fast five round, which means that every answer has to be given in one word or one sentence maximum. So you have that little bit of room to play with.

57:38So Daniel Coyle, these are your final five. Are you ready? Ready, bring it. Awesome, all right. So the first question is, what's the best advice you ever heard or received? Look twice, always look twice. Oh, I like that. We've never had that on the show before. Really, really like that. Second question, what's the worst advice you've ever received or heard? trust your first instincts. Yeah, there we go. I like that. Let's dive into that a little bit because I think people have a belief that your first impression is always right. Your first instinct is always right. Why do you think that's such bad advice?

58:16It's not true. When they do studies of whether it's exams or anything, Adam Grant wrote a great book called Think Again, all about this moment. But we're built to crave that certainty. And that certainty was useful for all of history until sort of recently. And now that certainty is what is often dividing us and often causing us to make bad decisions. So being able to zoom out, like that ability to be able, you almost think of it as you've got these two brains inside your brain. One likes to really grasp things. The other is able to zoom out. And so realizing, wait a minute, am I using this narrow spotlight right now or am I looking through my peripheral vision at more?

58:57And gaining control over that is a really powerful thing because it causes you to look twice. Yep. Third question is, what is your current purpose? How would you define your current purpose? Teaching culture. That's teaching the fundamentals, teaching the fundamentals of culture. This is how it works. This is how that language works. Question number four is, what trait of culture or leadership are you currently fascinated by that you're currently learning about that you haven't yet fully grasped? I think the power of group reflection, creating these spaces where groups can actually think together.

59:33Right. Yeah. I don't think we've figured that out yet. I agree. It's crazy because we're hired as individuals. We train in school as individuals. We're assessed as individuals. We think of ourselves as individuals. And yet all the big things in life happen because of groups and group skills. And we put no energy or attention to figure out what's that at its best. Yeah. I love that. All right. My fifth and final question is if you could create one law or one habit that everyone in the world had to follow, what would it be? Be nice. Simple. Easy. Yeah, really simple. Really. So you have to be nice.

1:00:07How do you define nice? How do you define nice? I'll edit myself. I'll say be kind. It's, you know, an action with consideration of the other. Kindness is a behavior. It's not just a thought. So to actually bring that to life. I love that. Everyone, this is Daniel Coyle. The book is The Culture Playbook, 60 Highly Effective Actions to Help Your Group Succeed. Highly recommend you get The Culture Code and The Culture Playbook. I know I'm gonna be ordering The Culture Playbook straight away, so make sure you do that as well. It's just brilliant to understand Daniel's ideas and the research and the studies that he shares inside the book, but then to have these 60 highly effective actions to help you actually take action and apply on those, I mean, you couldn't find a better combination, to be honest.

1:00:52So I really hope you're going to go and grab both copies. We'll put the links into the podcast section. Daniel, any last words, any last thoughts? You've been incredible. I'm so grateful to get to meet you. I'm excited to develop our connection and relationship more as well. But any final words or final thoughts you want to share? Me too. Thanks for having me. You're very good at what you do. I think you model the sort of connective sensitivity, insight and curiosity that good culture is made of. So thanks for letting me be part of it. Thank you. That means a lot. Yeah, no, a lot of the questions today were for me.

1:01:23A lot of them were things that I'm fascinated by. And I left everything else in the book. There is so many amazing insights in the book that I didn't even dive into today, everyone, because I want you to read the book. It's brilliant. So Daniel, thank you so much again. Have a great, great day. And I really appreciate meeting you. Thank you so much. Same here, Jay. Look forward to next time.

1:01:51We all know that fame is not the same as success. And yet, society makes it so easy to slip into thinking there's no difference between the two. So today, I want to bring it back to what really matters. Doing good work. Making an impact. Feeling fulfilled. The next seven minutes are about your aims in life and how to live with purpose. I'm Jay Shetty. Welcome to The Daily Jay. Let's begin by giving attention to our breath and getting centered. Inhaling deeply in and slowly letting it out. feeling your body reach towards the sky and fall lightly back to earth drawing energy from the air and releasing tension

1:03:05Now let me ask you Have you ever heard the song California Dreamin' By the Mamas and the Papas? How about Good Vibrations By the Beach Boys? Or I Got You Babe By Sonny and Cher? I would sing them for you But I want you to keep listening Seriously though If you've ever heard Any of these three songs Then you're familiar with the work of a legendary group of studio musicians known as the Wrecking Crew. Studio musicians are contractors who play instruments on albums by other artists. They're often exceptionally skilled and the members of the Wrecking Crew were as good as it gets. They recorded hundreds of top 40 hits in the 60s and 70s, playing with all kinds of bands.

1:03:56The Monkees, The Birds, Frank and Nancy Sinatra. Their impact on popular music is hard to fathom. However, their work went largely unnoticed by the public. In fact, I'd be willing to bet that before today, you probably hadn't heard of them. And here's why. Our society venerates the frontman. We celebrate the rock god, the CEO, the MVP. We idolize famous individuals so much, we might believe that real success equals stardom, that our effort is meaningless without public recognition. But that couldn't be further from the truth. Celebrity is not a prerequisite for impact, nor is it a necessary ingredient for happiness, purpose or fulfillment.

1:04:53Not to say there's anything wrong with fame. It can be quite useful when channeled responsibly and it can come as a natural byproduct of creating something meaningful or memorable. But it's much more important to focus on doing your best work and acknowledging the payoff that comes from within. You should take pleasure from knowing that you're doing well Rather than having other people think you are Now I'm not saying you don't deserve to be appreciated for your efforts The wrecking crew may not have been a household name But in the recording industry, they were held in high regard And were compensated well for their services What I'm saying is that there's no shame in playing a supporting role if that's what you enjoy or that's where you end up.

1:05:47In the documentary 20 Feet from Stardom, accomplished backup singer Lisa Fisher says, I reject the notion that the job you excel at is somehow not enough to aspire to. So I'm giving you permission right here, right now, to celebrate your integral role, whether it's in the spotlight or not. because you don't have to be a superstar to do good work, to make a difference, to feel fulfilled and to live a life of purpose. And now, let's meditate on that. Start by getting a little more comfortable wherever you are, tuning into yourself and tuning into this moment.

1:06:41For the next two minutes, see if you can let go of judgment and analysis, allowing yourself to sink in.

1:06:57Today, we're going to connect with some words of acceptance and compassion towards yourself and others. You can repeat them silently or just take them in. All I need to do is love myself well. This will be enough.

1:07:28All I need to do is love others well. This will be enough.

1:07:41All I need to do is love my life well. This will be enough.

1:07:54Let that marinate a bit. All I need to do is love myself well. This will be enough.

1:08:11All I need to do is love others well. This will be enough.

1:08:21All I need to do is love my life well. This will be enough.

1:08:33And now let's open this up. I'd like you to reflect on what success means to you and whether your definition could use a little tweak.

1:08:49How are you currently making an impact?

1:08:56How are you moving in the direction of a more purposeful life?

1:09:06Hopefully the Daily J is helping you head in that direction And I'd love it if you shared this program with someone who matters to you I wish you success and happiness in everything you do I'm grateful for you And I hope to see you again tomorrow

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1:10:58Toyota, let's go places. The show was ahead of its time to represent a black family in ways the television hadn't shown before. Exactly. It's Telma Hopkins, also known as Aunt Rachel. And I'm Kelly Williams or Laura Winslow. On our podcast, Welcome to the Family with Telma and Kelly, we're re-watching every episode of Family Matters. We'll share behind-the-scenes stories about making the show. Yeah, we'll even bring in some special guests to spill some tea. Listen to Welcome to the Family with Thelma and Kelly on the iHeartRadio app, Apple Podcasts, or wherever you get your podcasts. This is an iHeart Podcast.

1:11:33Guaranteed human.