Performance Unlocked: Turning People Strategy into Measurable Business Impact in 30 Days

All right, everyone. Welcome to today's Achieve Engagement live program and webcast. My name is Zach Doms, president of Achieve Engagement as your Community lead. Thank you so much for coming out to join us, to come together as a network, as a group of learners and practitioners and culture advocates and champions within the world of work to sharpen our crafts and learn some new frameworks, new strategies, some research and models that we could take back into our own organization. So that's what I'm hoping for all of you today, as you can walk away with one to two new things that you could start to take action on tomorrow. So as we do that, I have kind of two call to actions as learners in today's program. One, let's make this the ultimate learning experience. Let's really set aside some of the distractions, maybe turn off some of the notifications on email for the next hour. Let's get a notepad out and actually put some pen to paper so that as we're taking in some of these ideas and strategies, we can actually kind of process it in a critical kind of thinking way and really unwrap some of the things that we're doing. So let's make this a really good learning experience. The other kind of call to action that I have is let's share our own ideas. Let's share our own frameworks as we think about the topic and the theme, which we'll start to talk about in a second. One of the most powerful aspects of today's program is actually learning from all of you that are attending right now. Yes, we have experts that are joining us today. We have someone who's gonna share some different models and frameworks that you can actually use in the next 30 days. But one of the more powerful aspects is also learning from all of us. So as we go through this, add in your own ideas like what has worked for you? What are some things you've implemented that move the needle? What are some resources or research or links that you could provide that might help all of us really unpack this topic? So that's gonna be a huge element of today's program. I already love the activity happening in the chat right now. Sandra, I see you in Florida. Robert in Chicago, Lisa in Minneapolis. All right. Beach Florida as well. Kimberly, Washington, D, C, Maryland, Ohio, Joanne in Chicago. Man, we got a great footprint. So if you haven't already, add in the chat, where are you calling in from? And then the other piece, I would love to just kind of do a little bit of a temperature check before we jump into the topic. I mean, this is all about performance unlocked. And I'm assuming for some of you this year, performance is probably just not where you want it to be as a organization, right? So often we start the year fired up with these new, uh, goals, these new strategic initiatives, and then things change in the economy and the market where we have to shift priorities, shift goals. And then now we're at the end of the year here and we're going, we're actually not at the mark that we thought we would be or where we wanted to be. So now we're at a point where, hey, we need to really close up the year strong in order for this to be a year that we're satisfied with, that we're fulfilled with. And so much of that is on the shoulders of you as people, leaders, and HR leaders to help guide the people strategy. So I'm curious for 2025 so far, on a scale zero to five, where are you in your organization with performance this year? Are we at the level of performance? Are we overperforming? Are we underperforming? Zero being, we're not performing at all. We're in trouble. We gotta turn the ship, we gotta get aligned or else we're going out of business. Five. On the other hand, oh my gosh, it's been an amazing year record year for results. We've grew exponentially. We're adding to our head count performance has been ahead at a all time high across all of our departments. Where are you on that? Zero to five. And hey, no shame in the game. It's been hard for a lot of us, right? Like a lot of changes in the industry, a lot of changes economically. You know, there's a lot of different pressures that require us to be nimble and shift our strategies consistently throughout the year. But part of what we're gonna unpack today is like, how can you do that? How can you move beyond just these programs and actually have things that reinforce the right strategies and the right behaviors in real time so that you can adjust the strategy? So let's see. Let's see what we have here. We got for numbers? We got a zero, Carla. All right, we're here with ya. We're gonna get you on track. We got some twos, we got some ones, we got a three, got a four, got a five. Carla, that is awesome. Okay, Carla, you came back with a five. All right, we're happy to see that. Felipe four. It's awesome to see Joanna 12. That's incredible. Two, we got a lot of threes. Two, three, 0.52. Okay. Now put in the chat, what would it mean for you to move from a two or a three or wherever you are, to a four or a five to close out the year? Like, what would that mean for impact and for the organization? And just maybe in a short statement, like, would that mean X amount in revenue? Would that mean X amount in retention and engagement? What would that mean for you and the organization? If you were just to move from a three to a four or a three to a five, what are some of your thoughts on? And, and part of what I'm trying to do here is like, let's set some intentions and goals for today's session. You know, if we were able to move this needle just a little bit, what would that mean for our business? And that will help reinforce even the story you build internally as you get executives bought in to the things you're gonna learn today and implement. So that being said, I'm excited to welcome a, uh, a friend and partner to achieve engagement, an organization that I'm really excited about, to see how it's making an impact and innovate the way that they're bringing performance up within the organizations. And, which is why I asked Oran Cohen founder and CEO at G work to come to achieve engagement and be like, Hey, can you break down these frameworks? Our community needs to learn some of these different models so that they can take action on these things. But Oren, welcome to, to the stage with me. I appreciate you coming out here with us, and, uh, really excited to learn for you. Thanks for being here. Hi everyone. Uh, pleasure to be here. And super excited to, uh, to walk this journey with you today and to, uh, explore how we can unlock performance in our organizations. Um, this session's gonna be a very hands-on session, so I'm gonna ask you to unmute and, and get your perspectives as part of, uh, of the, of the conversation. Um, 'cause what we're gonna do is we're gonna really look at what matters most now and how do we move the needle on that. A little bit about myself, I'm the founder and CEO of G work. And G work is a habit building technology that enables businesses to build their most important priorities, uh, into the flow of work. And, um, my background is I've worked with companies like Google, Nestle, Johnson and Johnson, designing ways of working as a consultant and, um, hold a master's in leading innovation and change. So this is my jam. It makes me happy, and I'm glad to share this time with you. So, to get things cracking, the first question that I want to open up and ask in the chat is let's do a little bit of a performance reality check. And so, in the chat, what I'd like you to do is answer the following question, what behaviors are holding your business back? So I want you to think about everything. The CEO is saying, everything you're hearing in, in, in Exco conversations, um, and in the chat, right? What are the behaviors that are holding the business back? We are gonna give you a minute to do that. Uh, we've got Kimberly saying accountability. Joanne is saying constant change of everything around us. Uh, lack of accountability, low engagement, accountability comes up again and again. And so maybe Susan, maybe we can take a moment. You can unmute and say, what do you mean when you say accountability? Did I catch you unaware? Is there, Philippe says fear of doing things differently. Um, ah, okay. Apparently you cannot unmute that. That would make sense. Okay, so in the chat, Susan, maybe, uh, share what is, um, the, what, what are the elements that play around on accountability that, that are challenging you? We've got leadership, um, uh, decoupled or authority and accountability. Interesting one. Okay? So I want you to keep those very, very close. Um, we are gonna use them throughout the session because we're gonna build a plan to actually meet those challenges and move the needle on those challenges through the power of behavior change and habits. Um, Susan is saying, we set standards, but then give out. Um, lots of exceptions. Uh, leadership does not always stick to decisions. Love that. So the challenge is, is that, um, we say we stand for certain things, but when push comes to shove, um, we, we shift our priorities, we shift our values, et cetera. Okay? So why are habits, uh, important right now? So the research shows that most companies launch programs, but few become daily habits. Even fewer can be measured. And so 10% of employees say their company helps them turn strategy, uh, into daily action. So only 10%, 43% of HR leaders say engagement programs show little to no impact on the business. Uh, 45% of daily actions are made up of habits, but few organizations actually invest in building those habits. And one in five executives say they can, they, they can measure behavior change. The rest are basically, um, flying blind when it comes to how their organizations, um, and their teams are doing every day. And especially in the context of hybrid, uh, realities. And 59% of managers admit they don't know how to measure behavior. So, uh, I want a bit of a hands up here, and maybe in this chat you can say, yay or nay, who feels that they can or can't measure behavior right now. So in the chat, say yay or nay, Katya says, no, I see clapping. I'm assuming clapping means, um, uh, you don't, or, uh, oh, nice. Craig says, yay, yay. I'd love to hear Craig in the chat, what you do to measure behavior, um, in April. What do you mean when you say somewhat? They cannot agree on which measures to rely on, says Judith. Okay. So three sixties are very, super useful. Absolutely. Um, and so what we realize is that often what happens is we have a strategy, the business has a strategy, and then what do we do? We try to make that strategy in reality. And how do we do that in the chat? Say, how, how do we make our our business strategy, our company strategy a reality? What tools do we have in our tool sets as people leaders to do that? So we've already said, uh, um, Gloria said 360. Jackie said, org health survey. Love that. We measure actual results caused by behaviors. Nice. Craig, awesome. Um, you using the EOS model, fantastic. You, um, uh, and traction model. Sounds like you are in the startup space. If you're using that, um, uh, you have to turn it into actions and deliverables. Beautiful performance reviews. Yeah. So we use tools like performance reviews, um, but often what happens is performance reviews are very retrospective, right? It's six months later, it's a year later, and we tell people what they need, then we give them a bit of feedback and put them on a learning path. And that learning path is maybe some learning programs, some coaching, but we don't really connect all of those pieces. Or we might run an engagement survey or a health survey to kind of see the org health of the organization. But, uh, that gives us an overall view, not an accountability per person. And so, how do habits fit into this? So the path of habits have taken the world by storm. And if you are, if you have, uh, uh, been around and not living in a cabin, um, uh, uh, uh, in the forest, then you've probably heard of the power of habits. There's books like Atomic Habits, the Power of Habit, good Habits, bad Habits, tiny Habits are just some of the books that, um, are available. And the reality is, why are these, why are habits such an in incredible, uh, tool? Because if you want better results, um, the idea is you actually have to focus on a system of habits. Now, let's think about this. We have, we are hurtling towards December. It is about to be Christmas if we can even believe that. And, um, we are going to enjoy our eggnog or, um, uh, or whatever we eat over the holidays, and then we're going to get to the 30th of the month, and we're gonna say, you know, what I'm doing next year is I am going to get fit. And then what do we do? We set a goal, we buy our subscription to the gym, and then April hits. And what happens? Who can say in the chat, what happens when April hits? What happens in April? We quit. We forget all about it. Um, some of the greatest gym's core business model is the people who don't go but feel bad that they, they haven't gone, right? And so if we really want to shift, we have to create a system of habits. And habits are really interesting because the more we, we utilize them. And often I say, you know, the greatest people of our time have used habits almost like a social technology to hack their lives and achieve their success. But organizations are not using this. They're leaving the social technology on the table. Um, but habits are a compound interest of improvement. What does that mean? It means that if every day we do something, uh, to improve, if we get 1% better every day, we become 37% better by the end of the year. And so there's a power to the exponential compounds of habits. And so maybe before sharing that, maybe somebody in the chat can say, okay, uh, uh, ZI love your comment there. The pizza distracts us, but it's gotta be good pizza, Z it's gotta be really good pizza. Uh, um, so, so maybe we can pause here and say, actually, so if we're talking about utilizing habits as a, as a, uh, competitive advantage to achieve performance in our organization, what is a habit? So in the chat, I want you to write your own definition in your own words of what a habit is. Uh, all pizza is good pizza in your opinion. No, no. I, i, for me, it's, it's, you have, you have to have good pizza if you're going to cheat with a pizza. So, so what is a habit? April says something we do that we don't have to think about and done with irregularity, beautifully stated. Um, Kimberly says, A habit is something that you do regularly without thinking about it. It's an unconscious action, something we do in routine, something you do repeatedly and doing something on a regular basis. Very nice. So in essence, a habit is something that we have learned to do and start to do regularly with consistency. Otherwise, we wouldn't call it a habit. We call it an action. Um, and as everyone has said unconsciously, in other words, it's become part of us. It's become part of how we work. And there are three parts, uh, and this is one of the first tidbits of today. There are three parts to designing and understanding habits. First, there's a cue. In other words, something happens for us to take action, then we take the action, and then we get a reward. And so who can think of one place and just, uh, to keep things, um, uh, with, uh, on, um, family safe, um, share positive habits. Who can think of how this routine happens around positive habits? Brushing teeth says, Brenda. Beautiful. And so how does that work? Um, when I wake up in the morning, I go to brush my teeth. What's the first thing that we do? I'll tell you what I do. I go, in other words, I look in the mirror and I get a sense and a feeling that it's time to brush my teeth, and that is my cue. And then what do I do? I, if my kids don't, don't, uh, uh, stop me, uh, from from doing it at that moment, I'll grab my teeth brush and I will start brushing. That's my routine. And of course, we all have our specific routine. We do circles. We do whatever the, the dentist has taught us. And then what do you do when you finish brushing your teeth? I'll tell you what I do. I go look at these beautiful teeth, and I smile at myself in the mirror, and that is the reward. And so all of the habits that we have are based on this model. Uh, thank you Kimberly, for saying that you love my smile. I really appreciate it. Um, so all of of the habits that we have, positive and negative, um, constructive or or not constructive, are made up of these three elements. And here's the, the, the challenging part is that 40% of our daily actions are habits. In other words, we will spend the same, we will do the same habits we did yesterday, today, right? And therefore repeat. And that's why they say, if you wanna understand someone's character, um, our character is made up of our habits, and it takes us 66 days of a new behavior according to the research, to, um, to create a new habit. And so what does all of this have to do with performance? I hear you ask. Well, achieving performance is all about achieving consistent habits. One of the gaps and the challenges is that nothing happens between the performance review, um, for the individual, and the next time they have a performance review, or very little hap happens that translates into daily or weekly consistent habits. We find it, hard managers find it hard to link those things together. So how do we use habits to truly unlock performance? And so I wanna share with you a few key things that if you starting to look at utilizing this really exciting new social technology of habits in the workplace, you're gonna have to think about, you're gonna have to think about an anchor. In other words, how does it fit into our current way of working, right? And an anchor is based on an existing habit. So when we say anchor, we mean something we already do. So in the chat, I'd like you to propose something that we do at work mostly every day, who can come up with one or two anchor examples. We check email, absolutely. Some of us compulsively check email every twe 12 minutes. Um, we respond to emails, absolutely review emails. We check LinkedIn. Wendy, did you check LinkedIn at an exact time of day, or do you check LinkedIn more than once a day? Um, fill my coffee cup, says Zach. Uh, fantastic. Arrive 10 minutes later every meeting. Uh, Robert, I love that. I'm sure we can do something about changing that habit. Um, every morning as you have a coffee, you check your email. Okay, beautiful. So for Wendy, coffee happens at a certain time of day and is an anchor. Similarly, me going into the bathroom, which of course, uh, uh, you can hear me using the bathroom means, um, uh, restroom. Um, it is an anchor to brushing my teeth. That's the first thing that I do. A one-on-one check-in a standup is an existing habit. Coffee opening our laptops is an anchor. Beautiful. So we got the idea of an anchor, and that if we are to design any type of process or mechanism to unlock performance in our organizations, we have to utilize this in our design. The second is tiny. And so you saw some of those books. They're called Atomic Habits, tiny Habits, et cetera. Um, what do we mean when we say tiny? Who wants to give it a shot? Ro uh, Robert, I love that the synchronization skill of the bus dictates the speed of the team. Interesting. Love that. If only people could unmute that we can have a discussion. Okay? Um, so who can explain or, or, uh, what tiny means? Who wants to give it a shot? What do we mean when we say tiny? Absolutely. Focus on one thing and it's one doable thing. So for example, um, it could be, it's a small incremental change, but it's a consistent thing. So for example, it could be, after I open my laptop, I will think I will write down the most important thing I need to do today. Yeah, love it. Kieran says, small accomplishment. Small but measurable. Lovely. So for example, there we go. I said one. Um, my top single priority is an example. Okay? So, so we've, we've unpacked, uh, Robert says, so small it borders on silly or insulting. Beautiful. And one of the stories I like to tell, um, Robert, and, and you inspired that, is the story of Gall's travels. Now, if you've read, if you've read it or seen the visuals, um, or, or the movie, there's also a movie. Um, guava lands up. He is a normal person, but he lands up in the land of, um, tiny, uh, uh, in, uh, tiny people. But when he wakes up, uh, those tiny people as he washes up to the shore, um, uh, have actually tied tiny, tiny little strings all over his body. And even though he's a giant, and these are tiny little strings, all of them eventually hold him down. And so that's a beautiful metaphor around, um, uh, that it's almost imperceptible if you, if, if we are looking at, um, at, at, uh, tiny habits. And the other thing is why tiny? Well, it's doable, it's repeatable, and it's not overwhelming. So in other words, it's not something that today will go, I'll do it. And tomorrow, I, I say, oh, it's overwhelming. It's too big. So one of those silly things around, uh, starting to do exercise in the morning is just put on your tacky, just put on your sneakers, right? Um, a small accomplishment. And then finally, frack. In other words, if you do it, acknowledge, create visibility, reward yourself, and reward yourself could be a simple tick. It could be, um, just a high fiving yourself in the mirror. It could be just going, yes, right? But what the research shows us is that, um, a, the, when we celebrate the action, we teach our brain that it is good to take the action, and that changes the chemical makeup and our neural pathways to want to do it more the next day. Okay? So these are your three hacks that you can use, um, to unlock performance. And we'll talk about that as an individual. And of course, we're focusing on the organization. And so below, if we exactly release dopamine, Kiran, exactly that. And so below, you can see there's also a line that says alignment. And if we are thinking about the business, about the company that we work for, what do you think alignment means? Who has, who has a a, who wants to, has it a guess? What does alignment mean to me? Your habits connect to the company vision. Give Kimberly a round of applause. Yay. Beautiful. That is exactly this. Brenda, um, is saying alignment to the business priorities. Um, and Susan says, towards a larger goal, all three of you are correct. And, uh, Zach, you're cheating. Okay, fantastic. So I think we should practice starting to build the skillset you've now learned three powerful tools. Let's start practicing them. And so, uh, we want to change something. So an anchor would be after the daily standup. What can I do after the daily standup? That would be tiny. Who, um, I want you to, in the chat, write a tiny action that is repeatable, self-explanatory, and will have an impact on performance. Specifically, think about the challenges that you shared in the beginning, although, we'll, we'll workshop this a little bit more. So who can think of an example of a tiny action that we could do after the daily standup, checking the calendar after the daily standup. Yes, absolutely. What would we want to achieve Kirin from checking our calendar. What would our ultimate goal be? Um, Krista says, walk around and ask everyone how they're doing, and if they need anything. Beautiful. So that could be about en enabling and improving, um, morale, right? Deep breaths and wish everyone a successful day. Again, that could be around resilience and around, um, uh, wellbeing. Recognize an employee, absolutely. Recognition, confirm it aligns to priorities for the day. Beautiful. So that's Michelle, that's around productivity. Um, sending a summary. Now, a summary is not tiny, okay? And so this is how we learn, right? Is we have these conversations and we play around with the, with these ideas. And we say, well, a summary takes a long time to write. Okay, maybe we have ai. Um, but we actually have to generate a summary. We have to write a summary. And so I wouldn't necessarily call that a tiny habit. Um, we do not want to miss any meetings or getting prepared for the day's agenda, okay? That's the reason, um, Kieran is saying for checking calendar in the morning. Okay, lovely. So this is for you about productivity. It's about timely time, time being tiniest. Okay, fantastic. Um, and so note one win could be an example of a tiny habit and record the result. Take it off on a sheet or mark completion in a tracker, okay? We are now going to start practicing and building our own, um, specific 30 day plan. And so, um, as you're thinking about this, I want you to think about your specific focus area in your business that you've shared. Let's take one more example. At the end of the workday, I will write one clear next action, and then I will record the result. Why do we record the results in a business context? Uh, it can feel micromanaging if it's done that way, but actually it's about, um, uh, aligning it both to the vision of the organization, the business outcomes, and the, the individual. But actually it creates a sense of fulfillment and accomplishment. The visual tracking shows the individual that they are progressing, um, and also, uh, closes the feedback loop on the, uh, uh, moment of celebration. And so the next piece I'd like to introduce you to is we've learned about habits and we've learned about anchors, and we've learned about the size that a habit needs to be and that it needs to be tracked. Now, how do we turn that into a phenomenal, uh, impact tool in our business to unlock performance? And this is where our alignment framework comes into play. So the most important thing is that you are very clear on your company's strategy and what you're trying to achieve. And, but often what happens is when we share it with people, it doesn't connect to their lives. And so we have our company goal, but we have to understand that people are autonomous and live outside of our organization. In other words, they're bigger than the role that they hold, um, in the, in the current, uh, company that they're in. And so we have to understand their personal desires as well. And the magic is when we overlap and find the connection between the company goal and the personal desires, and that we call career growth habits. These are habits that grow the individual aligned to the company strategy and the company priority, but actually give the individual a fair, an unfair advantage in promotion in their career ladder, in even getting, uh, their next role outside of our organization. And so we set the priority and then we practice. We do what we call deliberate practice. Uh, Robert says it's worth noticing that the second page of the Agile manifesto essentially encourages the art of maximizing the amount of work not done. I admit. I think it's an unfortunate choice of words. Okay. And, and how do you connect that to what we're talking about? Robert and Kiran says, we do not want to miss any. Okay, great. So any insights about this model? Any thoughts that come to mind? Um, as you look at this model, what, what insight comes to you when, when you look at it? Engagement. Love that, Michelle. So we need to understand our people. We need to understand how our people think, and our managers and our leaders need to know how to connect company goals to personal, personal, uh, goals, which is often really, really hard. And one of the things that G work does is it helps, um, the individual do that on their own requires transparency and accountability. Yes, it does. And trust, right? Um, as leaders, we need to inspire our people and help them understand their purpose and contribute to company goals. Yes, while we are running the business, while we are managers, while we're team members. Um, and that is quite hard sometimes, Kimberly. Love that. Okay, so how do we do that? My next little toolkit for you is how to actually achieve this alignment framework. And this is the steps. The first step is you reflect what is the business truly trying to achieve? And you can look at the, um, the, the, the strategy documents you have. You can look at the values, you can look at the quarter goals. Um, you can really unpack what are the key, um, uh, needle movers, right? So right now we are experiencing attrition or we are struggling with, um, uh, so that's, let's say employee retention. But, um, let's say we're, we're, we're, we're struggling with customer, uh, retention. And so maybe that's what we wanna focus on. So the first is answering the question, what is the business trying to achieve? The second question is, how does that show up in daily behaviors, right? So we've taken this really ambiguous strategy and, or at least lofty strategy, and now we're translating it into how do those, that strategy look every day in daily behaviors. And where we sometimes falter here is that we focus too much on, like, for example, uh, be innovative is when things we might say to ourselves, right? And so we need to get really specific and say, actually, now, organization in innovativeness means knowledge sharing or sharing ideas. That's what it means to us. And then you choose which habit grows careers while serving the goal, right? And those are the three steps, and we're about to practice them. And by the way, um, I've put together a little, um, a little playbook that you can download, uh, that you can access, and you'll have some, some of those, uh, tools available to you there, uh, as we, as we build out our 30 day strategy. Okay? So, um, who can think of and share something around faster execution? If we think about faster execution, how does that show up in daily behaviors? Who wants to GEs gesture a a potential behavior that aligns maybe even to your organization? Attentiveness listening, right? And maybe Robert, you can break that up even more because there's a lot of ways to define attentiveness and listening. So it could be asking more questions than giving solutions, right? That is a tangible thing that you can say, I see that behavior, right? Michelle says, ask why five times when anything goes wrong. Love that. That's a very, very clear way of translating, um, let's say agility or innovativeness into something tangible. Um, and definitely into faster execution playing yes. And love that that is a very tangible behavior. Instead of saying yes, but or no, but saying, yes, I love that. And imagine if we do this and this and this, right? That is a clear behavior. Uh, less meetings and more time to complete work. Yes. And I would break that down into individual behavior. And so here's an example. Fast execution, clarify blockers daily would be a tangible operational, uh, habit. And then ask one clarifying question in each standup, right? And so we can see that there is a clear journey towards building a capability in the individual that aligns directly and quickly to the business strategy. Here's another example. Reduce attrition. Recognize contributions is the behavior. And again, we can break that down into what that behavior looks like and give one piece of, of specific appreciation in team meetings. Okay? Fantastic. Last practice before we get our hands dirty, improve customer focus is our, um, business focus, our business strategy. And one of the behaviors that could, uh, be exhibited is bringing customer voice into decisions, right? That's a really clear, uh, behavior. And then start one weekly meeting with a customer story. That's how we bring the voice in. And so, uh, we build that capability. And so to summarize, we spoke about this idea that programs are fantastic. They, they, they, they are important like performance review programs, uh, coaching journeys, et cetera. But programs create awareness and alignment habits ensure those intentions show up in daily work. And I like to say programs create moments or habits create momentum, okay? Who is ready to get their behavior and habit grooves on, um, and build something real and tangible for your organization? Let's do it. We are gonna focus on one behavior, one habit, and we're gonna practice that for 30 days. And so you welcome again, I'm going to put the link in the chat, uh, and you can go and download the, the playbook that's got some, some, uh, cheat, cheat sheets for you there. Uh, but let's start. So the first one is you're going to pick a behavior. And so what I want you to do is I want you to go back and look at what you put in the beginning of this conversation where you said, you know what, this is the thing we're struggling with the most. It could be about focus, it could be around accountability, it could be around collaboration on G work. We have a whole library of, uh, focus areas and behaviors and habit recipes. But, um, and in the, uh, playbook that I shared, you'll be able to see specific focus areas to inspire you. But in the chat, I want you to think about that focus, the thing that's frustrating you like accountability, and maybe it's, it's the pain of lack of accountability. But now think about what would someone do if they were being accountable in your organization, right? So get really, really clear and define and pick a behavior from that overall challenge or problem. What would move the needle if you could wave your magic wand and tomorrow everyone would be doing it and it would have a 30% impact on the business, uh, positively on revenue, what would that key behavior be? And write it in the chat. So here's an example. If we're talking about group building focus, it could be prioritizing top three tasks or blocking focus time, if it's collaborations, recognizing teammates, asking clarifying questions. Accountability could be closing loops on commitments, come up with one behavior. Uh, Krista says, reducing complaints and complaint orientated behavior. So what I'd want you to do is turn that into a positive. So if you could magically create whatever you want in the business, what behavior would be what you've done is you've, you've shared a double negative in a way, right? Which kind of creates a positive but not complete. So think about how do you phrase it in something that almost, if you could program into people, um, like ai, what would you get them to physically do? And Robert says, instead of governing with adjectives, racy, we would govern with verbs. Again, Robert, I think that that could be really misunderstood by lots of people. And so what would a company be doing if they were governing by verbs and not adjectives, right? Increase positivity in behaviors and language. Recognize one employee during each team check-in. Beautiful, Zach. So those are the kinds of behaviors that we are looking for quite specific. And I know this is a new muscle because we often look at values and we look at business strategy. So, um, take it from, um, understand that you're learning a new, a new way of thinking. Speak to teams each day. Lovely. That's something tangible. And one way to think about it is you need to be able to describe it. If you just had a camera and you couldn't hear anything, if you saw them doing it on the video, you'd say they are doing it, right? That is one of the keys. So you pick a behavior and, um, clarifying the problem before judging. Lovely, um, tic uh, increased positivity. Love it. Okay? The next step is you write the habit recipe. Okay? And we spoke about that. It has to be tiny. And you'll see that there are two versions here. One says, after I finish a meeting, I'll write down one follow up in my notes. And the other is, after I close my laptop, I'll write tomorrow's top three tasks. What is the difference? Why is the right one correct? And you'll see that there's a little format there. Um, this is what we call the habit recipe after I, Hmm, I will. Hmm. And so what is the problem with the one on the left? Who wants to gesture a guess? The challenge is that we don't know when a meeting is happening, so, um, we have to get really specific and connected to an anchor, like after I close my laptop. Okay, lovely. And once you have that, you then start to build out, um, a way to log these habits. So for example, um, it's good to be able to ticket if you've got an Excel document even better. And then there are ways to drive scale through gamification and consistency, um, rewarding people. So here's examples that I put in the playbook. So you could use a momentum dashboard, you can visualize your habit, um, uh, streak and journey. So, uh, that's one way that you can approach it. Um, okay, this is how we do it on g work. So you'll see each individual has their own progress board that directly links to their calendars. And so the, the, the habit recipe that they choose out of a, a habit library around a specific behavior, they can shows up in their calendar like a meeting, and then they simply say, log this practice habit, and the meeting is about five minutes. And then they, they action it. And that creates visibility. And you can see that it's very much about creating visibility, tracking, building accountability, giving the individuals a feedback loop. And on g work, for example, you can do, um, uh, company-wide dashboards around who are the high growth individuals on the top 40%. And, um, get really powerful data, um, that you can use org-wide to drive the performance that you're after. So, um, re recognition habits can reduce voluntary turnover by up to 31%. So this is, um, the kind of business impact this can have. Prioritization, habits can increase throughput by up to 20%, and customer focus habits can lift NPS scores significantly. I've even seen by 60%, um, in a financial services firm that, that, uh, built customer first habits with us. Um, they saw a significant, uh, improvement, actually 63%. So habits deliver business performance and grow careers. And so you can definitely do this manually, which is fantastic. Um, and you can build your own Excels. But if you wanna do this at scale, um, you need to think about, uh, how to do that. And g Work is a tool that you can use, uh, habits, autos assigned to the right people, actions embedded into calendars, streaks, adoption tracked automatically, and dashboards for leadership to see exactly how your business is growing towards your critical priorities. Roof beats vibes. And so we took customer satisfaction from 32% to 93% in six months, focusing on critical, simple what, what somebody said imperceptible habits that have an impact on, uh, on the business. And the opportunity is really to accelerate strategic execution with behavioral improvement. So I think I'm gonna pause there, um, and just wish you, um, hopefully we've sparked something new in your mind and we want you to go make performance a habit. Um, and I'm gonna leave, I've got a couple of minutes left and leave you, leave any q and a moments if you'd like. Um, and thank you for staying till the end. Uh, it was a really fun session, even though I was talking to myself, the whole, I felt you there. So this is the link, uh, z would you like to share anything, uh, any any questions or comments from you? All right, coming back up here. So first everyone, can we give or a, a round of applause, a virtual appreciation? Uh, definitely check out the playbook. I think as we think about the beginning of this session and how many of you scored as ones, twos, and threes, this is kind of the playbook to get back on track. Like how can we really finish that you're strong and part of that as or shared? How can we be really specific with the behaviors and make sure that they're connected to overarching goals and strategic objectives and be hyperfocused on those things. And as we do that, we can bring to life a very productive team, right? That's aligned with the goal and a vision. So first, uh, link to the playbook. We got that in the chat, emailing slides, I believe if they want the slides, uh, Oran, maybe they can reach out to you. I know they also connect, I shared Oren's LinkedIn in the chat there as well, so make sure to follow 'em there. Um, where else can people connect with you, Oran or, or learn about you? Yeah, Absolutely. So also on this link, you're also welcome to reach out and book a strategy session where we talk about what you're trying to achieve in your business and how you can do that, do that through our scalable solution, and, um, we can consult, uh, to organizations around these key elements and, um, uh, support, uh, doing this at scale. Awesome. All right. So I just shared the, the link in the chat for the playbook again there. Um, I hope the link works. Yeah, you're More questions on whether that, whether that works. So let me just double check for everybody if I'm putting the right link in the chat. Looks like it's working to me. So that's the link. So z shared the, uh, LinkedIn, uh, URL and I shared the, the place where you can get the playbook. And for those that really wanna accelerate this, I really encourage you to reach out to, to orient and set up some time. Really start to unpack. I think one of the biggest challenges that we saw probably during today that you had is just really understanding like what are the tactical specific behaviors that we should be thinking about. Like the goals in some ways are the easy part, like the strategic goals, the direction, the things that you want to achieve. Most cases, organizations, and you all should have that pretty well figured out. Now, translating that into daily behaviors that are specific and tangible that anyone can touch and do and execute, that's where it can get a little tricky from a, from a engineering standpoint. So reach out, set us some time, but, uh, overall, appreciate you all for joining for today's live program. Oren, thank you so much for leading this session with our network and I'm looking forward to the future ones. Thank you so much everyone. Thanks everyone. Bye. All right. Maybe we can also hang on for a second Yes. To form error. Okay. So if you just put your, if you would like to put your email in the chat or uh, ping me on, um, uh, on LinkedIn, I'm very happy to shoot over the, um, the, the playbook to you And I just put his, uh, email in the chat as well. So if anything, email 'em and put like in the subject line, like give me my playbook And I will, I promise. And something I forgot to share for everyone as well. Here are your SH RM and HRCI codes. Oh, nice. All right. We'll keep the room open for those of you that want to copy the check, copy the emails and around you as well. And, uh, otherwise everyone, have a great day. Thanks everyone. Have a good one. Bye. Keep sending your emails. I'll definitely shoot over the, the playbook to you.