See Your WOW: Leverage Strengths To Propel Work

Thank you. Everyone for logging in we couldn't be more grateful and excited to join and Achieve engagement workshop and Abraham Lincoln once said that if he was given eight hours to chop down a tree he would spend the first seven hours sharpening his ax. And this is that sort of mindset the purpose of an hour like this an hour of your very busy day is to pause and look at ways that you might sharpen your ax, you know at maybe we can come up with a nicer analogy. But how you how you might look at the way that you see yourself yourself your strengths at work the the way that you see your team and the strengths that they bring to the table and creative ideas from each other. So this will be interactive and we encourage you to engage on the chat in the Q&A and on, you know live in real life. So if you want to turn your camera on at any point in time, we would appreciate getting to see you and we'd also appreciate any engagement that you have in the chat. We will also be using a jamboard link this think of this like a interactive manual. So instead of getting your print out PDF laminated manual we're giving you a jamboard And this jamboard is going to be shared by all of the participants so that you'll log in and you'll get to see each other login and we'll all collectively write on this jamboard after this meeting. The jamboard will be locked so that nobody can get in it but you and the people that have logged in and it'll be a unique way to take our learnings. So this isn't just something that we engage in and forget about tomorrow, but that we can live and breathe some of our learning and from each other in this training and and get something useful out of it. So we are we're here to look at. What's wow, what is wow about you the way that you lead the way that you work and our four goals in the next 50ish minutes is to see the seven Rolls framework. The seven Rolls are grounded in years of research and they've been helping companies like Google AWS slack to promote team productivity and executive leadership insights. So we're gonna look at that framework and look at this rules. You'll get to take the seven Rolls assessment for free. Thanks to Zach and the teaming it's the achieve engagement team. It's a hundred dollar value and we'll have access to it and we will look at ways that you might leverage your roles for your strengths. You probably don't have a lot of time and consistently more and more obligations to the job that you do and more emotions and many many people involved and this roles framework can be a very unique way to look at what you need in your work. What's gonna help you? Be the best you because the better you you are the easier your work is going to be the better work is going to feel too and we'll look at how you can do that with this framework. And then finally, we'll have some time for a Q&A with the rules founder. Yes. Guilty is charged. She's my mom Dr. Nancy McConnell and that will help us. We'll take real specific examples. The best the best way to apply the roles is in real challenges and in a discussion around your roles that you play well and the challenge that you want to solve and if you logged into this Workshop, I already know you have challenges in mind that you're looking to solve. So we're going to start there. We're gonna start in the jamboard and we're gonna start off this Workshop before we even look at the roles before we do anything else. We're gonna start on page two of this jamboard to identify. What is one challenge that's on your mind right now. Because we all logged in from different zip codes different organizations different positions in the organization and yet we might have some similarities and what is on our mind right now as it real as it relates to challenges, so please join us on page two of this jamboard. I'm gonna present the jamboard and and this we're gonna start here for a couple of minutes. You'll see on the left hand side of the jamboard for icons and the fourth icon down. Is the sticky note icon go ahead and open up the sticky note icon. And identify one challenge that's on your mind right now. We have a few examples at the bottom of something that might be might be something you're experiencing. If you'd prefer to plus one or just add a tick next to somebody else's and agree with them. Feel free to do that. You can draw using the top icon so you can draw at the top maybe say that's me. I'm gonna add a ticket to that. Maybe I'm feeling burnout. You want to add a tick to that? Or continue to write down something that's on your mind right now. Nice aligning company goals to personal goals. That is a huge one because your company has plenty of goals for you. But making the space for your goals. Thank you. Yep developing others. Making decisions we can't get aligned on some items. Yeah, and there's probably constant information before the decision is made. Staying focused. Yes. Yes, and we got a big circle on that if you tick marks. Yeah, it's a few tick marks by the burnout. Probably means something we put that in a different color, too. If there was a red sticky note it might be that one. Yep. Now this is a achieve engagement work workshop and it's interactive Zach warned you we did too. So we would love to hear from one to two people to shed some light on your challenge. We can read the sticky note, but we'll we'll learn more if you don't mind taking yourself off mute and give us a second insight to what? What prompted you to identify that as the challenge? That's most important? And yeah, whoever wants to jump on and do it or I'll call out a sticky note. Whatever you prefer. So we'll have to actually call them to the stage here. So we see Susan rush or our Rocky omartinez both raise their hands. Should we allow them to talk and call them up? Perfect. Let's do that exact. All right Susan, I see you raise your hand i'm gonna click on you if you want to take the stage. Oh, actually I was trying to figure out how to put a check in there. Oh, yes. But I'm clicking all the buttons over here. But yes staying focused during difficult times is yes one of mine. all right. Thanks, Susan. Thanks. Maybe one more call to the stage. Yeah, if you want to if you feel energized to share some additional thoughts on what you wrote for free to raise your hands so we can see you and call you to the stage. That's we're feeling a little shy today. It's all right, Regina. Thanks Zach. Can you hear me? Yeah, okay. Hi. Um, so I put a mark next to creating good leaders are company has grown really rapidly in the last couple years and we've promoted from within thinking that was a really good thing right and but it's been a really great thing and has You know, but encouraged others, but at the same time we have leaders now that maybe don't have leadership experience and it's created some more issue than benefit. hmm Thanks for Gina. That's a great example of a Commons challenge that other leaders probably are experiencing. There's an enthusiasm around promoting Within. But then a gap between learning what needs to be learned to move to be a leader and leading others, you know, there's so there's different levels of leadership. Leading leading ourselves is one thing that we can we can hone in and leading others as a whole other art. The rules assessment will give us some insight to how you the roles that you play at work. And when we when we take the rules assessment, you'll probably also be able to quickly identify roles. You think that person place that got promoted to the leadership as well. So we're gonna get really curious about people both ourselves and other people and whoa, we got a lot of circles on operating with limited no budget and we're feeling that so each of these each each of these challenges they tie to roles. Thank you for bravely calling up to the stage and we will look at those roles now because when we know what roles tie to our challenges, it gives us a framework to move the needle. No, we're not going to be able to solve burnout. No, we're not gonna be able to solve no budget, but we will have a language for what roles the organization needs to yield towards to achieve success what roles we need to yield towards towards and even more importantly what roles you're the people that you lead need to lead towards because ultimately if you're an HR position, you are the orchestrator you're making the whole group work in unison and learning what roles you play and what roles you need. Everybody else to play is gonna be really helpful. So we'll come back to this page at the end. And we're also going to do our own little organization and send you a follow-up email with all of these challenges and how they tie to the rules. So we'll do the homework on that front. But what we want to look at now is the rules framework and what this is and why it even matters because you've probably seen a million of these these different assessments that you know, tell you your suit your superpower. The roles framework is different the because we play all seven roles. So you've probably taken a myriad a personality assessments put all of those in a different bucket. This is not a personality assessment. Will you play all of the roles every role is special every role is important and you play all seven of them scientifically validated over years. There are seven roles in a team and every one of them brings a gift a uniqueness and your role set is different. You know, Regina's rule set is different from Zack's rule set is different from Dr. Nancy's real. We all different roles that we play in a different order which means we have preferences. We have strengths we have gaps and we want to know our roles when we say wow role. We're not trying to be cheesy the wow roll is your core role the role that you play more than anything. You can't help but play it it shows up in your top two or top three every time you take the assessment learning your wow role is our goal today. We want you to see the role that you play the most and know the critical strengths that are behind that role. You're wow role is your back pocket trick, it's your upper hand at work. It's what you lean towards it's what you do. So, well you wake up in the morning. You don't even have to try. Your well rule gives you clues for protecting your longevity at work. So if you circled burnout burnout burnout burner, it might be you're wow role isn't given the space to shine right now at work. So you feel bogged down by playing other roles. You want to know. What is your route while role so you can protect it and then you want to know your wild role so that you can work with others. I ideally this person on the right. This is an example of a VP at Google who took the rules assessment and they're wow role is the luminary team Builder clearly, but they're lower roles are Clues to who they should be working with. This person should be working really closely with somebody who's playing the investor implement or role so that they can amplify their Collective approach. We're going to talk about what these rules are and don't worry. We're gonna get to the assessment itself. But that last piece of information is the whole point that we exist as a company people grow people's roles change. We play all the roles 72% of people who learn their roles grow in their weakest role and we we've seen people take the rules assessment. And yes, we have our wow role but we grow in weaker roles, too. It is very likely that the challenge that you identified on. The jamboard is tied to a compilation of a couple of roles. And by the end of this session, you're going to have some ideas you might already have some ideas on which role it's tied to and how to use it. Before we receive the invite to take the most assessment. I'd love to know who is already. Does anyone already. Did you come to the last I know some people were already here the last time please type in the chat. If you've already you've already taken the rules just meant you came to the last Workshop that that we provided. It was a quick one a mini. All right, we might have a fresh fresh Insight before we take the rules assessment. Would you would does anyone have any questions? Oh, thanks Susan. Does anyone have any questions about the roles framework? Feel free to put that in the Q&A? And will either answer it right now or answer it when we get to the Q&A in a minute. And then let's if you would like to take the rules assessment. Now, you may take it now. It's going to take three minutes of a three minutes to take and we'd like to leave that space to take the rules assessment. So that you can come back fully a fully aware of what you're what roles you play. If you'd prefer not to take the rules assessment. You can stay with us in the chat ask any questions or let us know who you are and what organization you're from and we'd love to meet you. What we're going to take three minutes right here to go take the assessment. Great, we're getting some results in and it stands true. It's three minutes. Thank you. We got organizer implementer who else type it in the chat what you got organizer team builder. Thanks, Samantha. Oh, we got a tie from Crystal luminary Implement our luminary luminary. organizer great Who else? Thanks Zach. It's okay Martha. This is recorded. Don't you worry? Banks organizer conceptualizer profit. Okay great. Great. So each of these roles, these are roles that you prefer playing you play all seven, but you have preferences to roles. Thanks Valerie investor implementer. When we think about that challenge you wrote down. It's likely that the way that you approach that challenge is with your top two or three rules. And at the end of this Workshop. We'll have a thoughtful brainstorm on if those are the best roles to approach that challenge leaning in leveraging playing those roles or if playing lower role a different role working with the teammate who plays different role might help. Thank you. Tim. Got conceptualizer luminary. So we're probably curious what all of these roles are and each of these roles tied to strengths that you play. So we'll Ponder for a moment before we look at these seven roles. This will also help those who are not able to take the role assessment to self-identify. So for the sake of everyone we're all going to go to that jamboard page three. And identify one strength that you see in yourself at work. maybe organizational skills creative thinking patients perseverance, you know one thing that you know you do. And you do it really well. And then in that second box, we'll identify one thing. We know our work. Sees we do so your boss your company. Your organization. What is one thing they value for? And same thing with the sticky note will identify one for each. This is going to help us self identify what roles we play and it's also going to help us see the value of utilizing the roles towards leveraging our strengths. So hopping back to that jamboard. And we're on page three of the jamboard. Thank you. That's great. And don't worry. We're not gonna call on anyone for this. So you're safe to write your sticky notes. Nobody will be nobody will be asked to share Yeah, so that attention to detail. at work getting clear on the vision. There are things we bring to the table and maybe they're one in the same. You know, maybe they're the same things that are work sees us do maybe they're different. Think beyond my chair. That is a really well put big picture view Thinking Beyond your chair. That's really really well put empathy Yes, the work values are tech savvy being resilient seeing the big picture where we could go keeping that sense of enthusiasm. This is the future. Getting along with everyone you work with. Yep. Oh, this is great. Connecting the dots before we start a project yet. So in that left hand quadrant, these are all the strengths that you see yourself bringing to work. Their reasons you trust yourself. There are things you put on your resume their reasons you've gotten to where you are. It's why you lead people they're the strengths that you know, you have your confidence and move them you move with them and then on the right hand quadrant are all the strengths that your company or requires you to have. They're the ones they see in you. They're the ones they appreciate that you have And maybe the strengths are the same. Maybe your company sees the strengths that you see in you ideally and maybe they see strengths different in you that you don't even see you have it's two different views on you and your work. And when we look at the roles those seven roles your work most likely sees a role that you play. It's different than the strongest role. You see you play. You might take the rules assessment and organizer comes out at the top and that's the strength, you know, you bring to work and you say yes, I am organized. I'm an organizer and your team or your company or your boss might see the implementer in you they might see you playing that implementer role. As a result of what your company sees in you you're gonna start playing that role. So why this all matters is we want to protect the role you want to play the most your core role is your wow role remember go back to we want to know you're wow role the role. That's the most important to you because if we can create an environment where you're wow role is the happiest the most productive the most valued you're gonna be your best you and you're gonna unlock new ideas and get what you want to get and it's and help other people as a result of you really trusting and knowing you're wild role. Thank you so much for all these really great examples. We could take all of these and tie these to the rules too each one of these really tying to different roles that you're playing. Scheduling relationships. Let's look at those seven roles and see how they tied to these strengths that you identified. and any questions just pop in pop them in the Q&A All right. So now looking at the seven roles and Dr. Nancy thumbs up if we see the seven Rolls overview. Page, okay, so brief overview of the seven roles and we're going to tie each of these roles to that to those to the host strengths that you've just identified on the jamboard page The Profit role is about changing changing the Status Quo for a better future someone put on there that they were effective on getting clear on the vision that is playing the profit role you're getting clear on where the team where the company needs to go. The prophet role is also good at noticing what's wrong noticing the problems in the status quo. You might be that person that's comfortable saying what's wrong with the idea if that's you you're probably playing The Profit role and it's not a bad thing. It's a great thing because we have to know where our risks are. We have to know what problems are in the status quo, but before we can create a powerful future, They're big the person who wrote big picture view and Thinking Beyond their chair that could be playing The Profit role too. This role is really effective in directing change. We see leaders playing the prophet role when there is necessary Innovation. So in the past couple of months necessary changes in budget necessary changes in headcount all point to the need to step into some of the profit role and even if you don't play The Profit role, you've probably experienced being pushed to play The Profit role maybe in the past couple of months. Maybe if you if you've been experiencing some of those some of those changes in expectations changes in budget or changes in in headcount. The team Builder role is about protecting relationships and promoting a workplace. The people want to be in inclusive harmonious. If you play the team Builder role you really care about people actually really really want to know who's on the other side of the screen who they are where they came from what they care about maybe if you wrote down one of your strengths was empathy you probably play the team Builder role pretty well, the team Builder role wants to know that the idea is well received by everyone so it can be hard to play The Profit role in the team Builder role at the same time. The prophet role says go forward. The team Builder role says is everybody okay with this idea does everyone want to do what we've just presented. Please type in the chat if the team Builder is your number one role just say me the team Builders your number one role type it in the chat. Whoops, then the thing Sydney Cindy. Yeah, and the team Builder role can also experience some some fatigue of emotions because there is such a care for who's on the other side of the screen that they might they might have people coming to them all the time with emotional needs and problems and they weigh on you so it can be really helpful to know if you play the team build a role when and how to set boundaries around it. So that you dictate when you play the team build a role not other people dictate how and when you play the team Builder role. And then the conceptualize a role is about validating the idea. They're that person that says wait a second. Why would we introduce a new system? If we have not proven? It's the right way to go. They are thoughtful researchers. They want to understand all of the options before they make a rush decision. They want to make sure that the decision is well thought out they're often great teachers. So whoever wrote down on this jamboard page, they know they're a great teacher or their work their work sees the strength in them is a great teacher. We also see someone here's a great trainer a help or good at sharing info. That's the conceptualizer role. They're valuing you for playing the conceptualizer role conceptualizers like to teach because they love to learn and they'll learn until they understand they understand so well if they have an audience that's willing to listen and eager to engage that's a win-win conceptualizers thrive in an environment where they're able to teach what they know. the luminary role Is about inspiring engagement getting people excited. They are networkers. They're the people in the elevator that are always chatting it up with whoever else is there. They're the people who want to be in a group meeting and want to engage and want to find the opportunities to network. We see luminaries often thriving in managerial roles where they're getting people excited getting people bought in. We also see some luminaries and sales related positions, they're persuading they're keeping people on board and luminaries can drive that engagement because because it comes from a sincere enthusiasm for the work. Is it bad that I'm rank seven for team builder? Thanks so much for asking that Regina. Absolutely. Not. That's a we get that question often and the team Builder role. It doesn't mean that you don't care about people at all. It means that we have different level. There's a different scale of value. So we care about care about people no matter what you play it as a seventh role, but it might not be your first gut instinct. When a problem is presented Regina, can you type in the chat what your top role is? Thanks. Yep. Yep and luminaries love engaging and building relationships with people. The team Builder would care more about what other people think about then. And that's good and bad, you know, there's good and bad to all the roles. But what a great question definitely doesn't mean that The organizer role it definitely did you want to speak to that before we? It's a great question. It is a great question and I'm trying to type as fast as I can in this chat, but don't look at your bottom role. We would encourage you and we it's we so little time here. It's very easy to look at your bottom roll and say I don't play that I and and feel like you're missing something. It's that's just such a much longer conversation and not true. The roles are not personality. You can always choose to play any of them. It's just you can't play all seven at once. So right now today as you took this test the work you do where your spaces right now you've ranked them right now. That's what you're rank is but you can choose to switch. You just can't play all seven at once. hmm Thanks, Dr. Nancy. The organizer role is about putting that plan in place. They're the first to see chaos and say how do we clean this up? They might be annoyed by the chaos, but wow, they do an amazing job making it efficient time is more efficient the way that they they build systems is for the purpose of scaling. So they would look for opportunities to eliminate repetitive tasks. They would find processes that make their lives and other lives run more efficiently organizers love rules. Love putting a rule and processing plan to make the system run beautifully efficiently. The implementer role is about getting it done. They if you play the Implement a role number one, you're probably multitasking out the Wazoo right now. You're probably heading up those emails while you're listening to this implemental wants to get it done. They're the ones that will write down the task just for the feeling of scratching it off if it wasn't on their list. They're the ones that want to be in constant momentum while they work. Thanks. Mostly yeah. Definitely number me. And yes, Samantha. Wow, that's a high organizer score. I already want to know what you think how we can make this run more efficiently. I'm sure you have really good ideas. And then the investor role this is about measuring value. So they look for they're very strategic about resources time and relationships. If you play the investor rule number one, you probably wonder well, who should I who is worth the meeting in the time and when you do invest in someone it's for the long. deep Long relationships because you never Want to risk burning a bridge or burning a relationship and then the investors are strategic about resources. They say okay. Is that worth our is that worth the financial goals their financially focused they look for opportunities to increase the bottom line. This last couple of months, you know, we have all these theories with the roles and the last couple of months have been a lot of calls towards organizations moving in the investor mindset. You know, where can we where can we strict? Where can we Circle that budget sticky note more and more and more and it's it's a great language to put our challenges too because they they're cyclical. They change based on the time different roles different times are are necessary. But I hope you see from this framework that you play a little bit of all the roles and you have a wow role. So because this is all about you and we're going to stop shortly and go to the Q&A. So get your questions ready, but because this is all about you. Let's Ponder back to that question the role that you're playing the one that you're the most maybe it's organizer. Maybe it's investor the role that you play more than others. That's the rule you like playing the strengths that you see in you is the role you want to play. You probably have a role that you love playing at work. It's the role that you looked for when you found that job. It's the role you want to play and then there's the role the company like she playing your company role. That's the one they validate you for. That's the one your manager says great job for doing maybe they're the same role. It's likely they're not and in our conversations with people we've seen they're not your work likes that you play conceptualizer your work likes that you play Team Builder. Maybe you like that you play a different role and maybe they're the same maybe they're not but we know that the best leaders the happiest leaders the the HR leaders that help the most people they feel the best about where they are and trust their strengths and lean in and know know that they're they're where they want to be. so each of the roles the goal is to protect your top role. and one way you're lucky to protect your top role is just to see what your role values and work. So we'll very briefly just look at what your role values and work. If you play The Profit role then you value that your ideas are heard. If you play the team Builder role you care that people care about each other and you're going to leave a workplace if you notice they don't. If you play the conceptualizer role you value being able to teach others what you know, if you play the luminary you love to connect with other people. If you play the organizer role then you want to make things run more efficiently. And if you have to continue working in chaos, you'll also leave. You if you play the implemental role you want to get things done quiet space less meetings more time to work. And if you play the investor role then you want to be able to use your resources and have control over how resources are used. So this is a big dense slide to end on but Ponder for a second maybe since you've taken the rules assessment and you see this and you've been reflective about your challenges. Is your top role your favorite role? In a position in an environment where it gets to be its best self. Are you able to play your top role to its full potential and when you think about that challenge that you wrote down, are you playing your top role towards that challenge? Let's let's pause here for a second and type in the chat type in the chat. What is what do you think you're wow role is your favorite role to play? Maybe It's the top role when you took the assessment. Maybe it's a different role. But what is your wow role based on this overview? Thanks, Valerie. luminary with the exclamation points Yes. Implementor. Yes organizer for sure. Yes team other. Thanks Samantha. It's a good differentiator with the number two, but it's your favorite. Thanks for Gina. Yeah, and it might be a compilation right now, maybe a couple and windy. I see you that really can't let go one of them. It's definitely luminary and team Builder Sandra. It's definitely profit and conceptualizer. Wow Sandra, that's a great combination. And so interesting that you say you can't separate them because that is you're introducing the change and your validating the idea. So you're not abrupt with the change. You've really thought about all the options and you're not afraid to notice the false in the status quo and introduce the next right idea. What a great combo Yep, Melissa, and that could be we rushed everybody and taking this assessment. So there you could take it again will give everyone the access to it. But you'll start you're probably already noticing you relate to the roles in different settings. So a little bit at work a little bit at home. You might play different roles, too. But our number one what Dr. Nancy said we're number one goal. Is that you see Your wow roll your top roll and you reflect on how that role is positioned in your organization. Is it in a place in an environment and and being able to communicate your top role as a need being able to prioritize your top role your company is going to keep prioritizing. The role they love you playing the one that you do really well you also do but making sure that you prioritize your top role is going to set yourself up yourself up for success. And that's your wild role and then we can get curious about that challenge. So let's think back to that jamboard page and maybe we'll go to that page when we think back to that challenge that we wrote on at the top. I want to start us off. We'll have a Q&A with some questions, but I want to start the first question that I want to ask Dr. Nancy is when we look at the challenge in general. Maybe maybe it's specific. But in general when we look at the challenge that we wrote down on the jamboard is is it our top role that solves that challenge? Is it our bottom roll? How do we start when we are trying to solve that challenge? And let me share the jamboard. Wow, we need an organizer. you Okay, so so I do love that question. It's very big. That's thanks Aaron. That's a that's a the if you're looking at your challenge and you want to know how to solve it. The first step is to look at the role you're solving it from and I do see that the tops and the bottoms. I saw Courtney and Elena both have bottom and top on their favorite that they like those. And and that's what I would tell you the roles are not personality based. So if you're playing if you today as you took this quiz, you're playing that role said and you're one of your favorite roles is at the bottom. Then I would challenge you that maybe you want to find a place to play it more. So for the for these for these problems first, look at your top role what you're doing now and look at that project or problem Challenge and think what what could I be doing with it? And some of them are managerial they seem to be out of your control. So I would find what could control you have over them. But I I think what Aaron is actually hinting at is how can we switch roles to better approach that problem and it really does start with looking at the current role you're using and how you're looking at it that will open the door to say to thinking about what other roles could you? To solve it. That's yeah, sometimes it's well put that whatever our current role is. It's a hat we're wearing and we might have to play less of the team Builder role if the challenge is. Is requiring less less empathy more something else or less, you know less team Builder more something else. What about if we were to and I see one question in the Q&A while we're we have minutes here where we'd like to do a Q&A and we also want to solve some challenges you came here with some real stuff. You put it down here and we have this framework that's helped Executives that you know, amazing companies move the needle on some challenges. So let's vote. Let's Circle take the pin. It's the top top button on the jamboard. Circle The Challenge you want to see salt and no, no one's gonna have to come off you no one has come off you but what we're going to do is whoever gets circled the most and maybe it'll be a couple we'll ask what those persons top two roles are and you can type them in the chat. You don't have to say anything but we want to know what are your top top two roles and then we can speak to what's one thing. Maybe we could do to to move the needle and if you want to remain anonymous then Well, you don't have to tell us the top two rules. We'll just we'll just say how how we might move the needle on that challenge. All right, seconds. Let's Circle. Getting things done. Yeah. It it were drawing here. It's like strategic thinking Okay able to drive projects forward people first. Yeah, trying to keep an environment where people are first. Great great. All right. Why don't we start go ahead and keep circling if you haven't voted or please keep circling. But let's let's start with that getting things done because it's a circle quite a few times if whoever wrote that doesn't it feels comfortable sharing their top two roles, please type that in the chat or anyone actually anyone who circled so now we know it's super Anonymous anybody who circled that type in the chat what your top two roles are And then we'll ask Dr. Nancy. What what one thing we could try? Thank you, Cindy. Thank you. Yes. Okay, so Dr. Nancy. Oh, thanks Martha. We're focused on getting things done. What are your top two roles if you circled that or if you wrote that we got a bunch of people who circled it. So perfect we've two examples Dr. Nancy. We've got a conceptualizer investor how they might get things done. and A luminary organizer and a team Builder luminary. Which one which one do you want to try and Dr. Nancy? Well, they're all the same. So so when you think about those are the those are the roles the one role that gets things done remember back to the very beginning and we just it's the implementer. So that the implementer and and so the tip here is it's a mindset. If you want to get things done, it could be that the wrong things are on your desk, right? So you need to confront somebody. It could be that you need better organization. So again, there's so many different roles. I don't know if if that is one then then you would need better organization. But I think what we're trying to tell you is on each of these problems if you just take that step back and say if my favorite role is luminary and I need to get things done. Then the only way to do that is to switch over to the Implement a role and get out, you know the task list and work your way through it find the time of day that works or whatever because luminaries are so connected to people they're challenged by the task list. It doesn't mean they can't do it. Yeah, I could do that with all the rules though. The profit could be constantly thinking about the new idea. The organizer isn't getting anything done because they're constantly reshuffling to make sure that it's all set up correctly before they begin the conceptualizer is not getting anything done because they keep thinking about how do I get the right information? I need to do just the right thing. It's tough to make a decision if it has to be perfect. So you really I don't know how to solve this. Because it really depends on you and the roles you're already trying and the goal of the outcome. Does that help? Yes, we got a yes in the chat. Thank you, Jennifer. And yeah and Thanks Susan. It it does each of these roles. They work best in in a thoughtful conversation. So each, you know understanding because you've already tried a handful of things and your version one person's version of getting things done. Challenge is different from somebody else's challenge of getting things done. So finding finding your own unique approach. Let's do one more on here. Then we'll hop back and close and thank you so much, but I I'd like to make space for one more which one is circled the most. Well, here's what I'm wondering. I wonder instead if everyone pick your problem. And now think about what role could solve it. So you look at your problem or any problem on the board and think about what if I what if I switch to the profit role and I thought about what new idea if I really did sit down and think about what's the change of direction if I thought about better organization and move to the organizer if I just sat down and got it done get it done. Like what role if we if I look at this and I say what rule would really help me not somebody else but what role what would that be? And we don't know which one you're picking and it's just kind of a it's making you think about you can change your roles. Anytime you choose. So you can look at this problem and come at it, you know eat the elephant so to speak a different way. So come at the problem a different way. Great Point, let's type that role in the chat and I'll hop back so and present the seven Rolls. So we see them fresh. great Point, let's think about What's the role that's gonna solve the problem? Thanks, Cindy. Heather thinks it's luminary. Cindy thinks it's organizer. It's interesting. Those are different than different than your child. Mm-hmm. profit torn between Implement our conceptualizer Yep. Wow, that's a tough tour tear because those are very different approaches. Should we research and pause or move forward Thanks, Elena investor mindset. The roles are dense and What the best news with the roles is if we want back to that 72% statistic from the start if we do want to grow in any of the roles we can and we've seen that people that engage in the roles. They take it after three months of intentionally practicing their weaker role it bumps up so they will change if you want them to change and the best news is they change with small behaviors, very small adjustments thinking like an organizer organizing your drawers in your kitchen help. If you want to do more luminary talking to more people forcing yourself to talk to more people. We have to learn about more implementing my workplace. Yes, sometimes we have to inspire rules on other people. There are so many layers to the roles so many and it's why we're over enthusiastic and way too excited because we really want to help and that's the whole point of the roles framework and and of our company the whole point is we want to help so how can we help and if you're interested in further help the three ways we help is by answering these questions. Where's your team going? Where's the team going with the roles? Do you want to know your team's role sets and we have live and online training programs that let people Master the roles so that your team has more agility so that they have a framework to know their top roles and the roles that they want to grow in. And maybe you're answering the question. Where are you going? You're already a leader in your organization. This is more of our specific one-on-one coaching with Dr. Nancy or one of the roles experts on the team who help you unlock specific challenges that require conversations and lots of questions. Maybe you want to know where your Executives going. This is an organizational analysis and advisory consultant piece of our work where we learn your Executives oral sets. We learn the companies, okay ours and annual objectives and learn as much as we can about the industry and then analyze what roles are necessary for the company for the executives for the team and provide a suggestion based on that. We love working with teams teams are the only way anything happens and we're on our to get to play a part of this team. This many team that that Zach has introduced us to and we hope that this is valuable to you. We're gonna send out a thank you note with resources including that jamboard link the roles assessment link and and An invitation if you want to talk to us about these offerings and we only ask that that roles assessment link. You don't share with everyone that one is for you. It's for the participants in this group. And it's you know, it's just it's a special special gift from achieve engagement. Thank you very much for your time and Zach. I'll leave us at we're at that one minute. We want to honor your time and thank you very much for a great a great shopping session. We hope that you feel like you got to sharpen the ax for the week and I hope that we log in next time and and see Zach in a new location. Maybe an option. You yeah, I think I'm gonna need like an organizer to help plan out. Some of my my next steps here in my own trip just because I'm definitely in the Luminaire right? Like I have the vision. I want to connect with all the people that I'm visiting but where am I gonna stay wherever where's my Airbnb gonna be? So thank you so much. I really appreciate it. And I really highly encourage all of you that attended today to connect with Aaron and Dr. Nancy either in LinkedIn as well as follow up in that email that they're gonna send out with some additional resources. I know I'm already thinking of like my own teams and part of and like how can we have this conversation and get to know each other on where we stand on these things and how we can better collaborating communicate with each other. So I highly encourage you to kind of just have that conversation with your own teams and continue this journey and obviously encourage you to continue this journey with the chief. We have more programs coming in the near future. Please check out our website and register for those today. I really appreciate you investing in yourself. In your own development and showing up for these things. It's one thing to register for these events, and it's another to show up live. So I really applaud you for investing in yourself and and collaborating with us and contributing to this such an important discussion, but that is all we have that is we're wrapping up. Have a great rest your afternoon and we'll look forward to seeing everyone again in the future. Have a great rest of your day.

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