 Hello and thanks for joining me today on this webinar of how to build the highest performing and most innovative teams. If you're interested in increasing your key metrics such as productivity, engagement, innovation, problem solving, communication, collaboration and employee retention by more than 20% in less than two hours, you are in the right place. I'm going to show you how to do that. Yes, 20 plus percent. And I've got tons of clients who are getting these results and that's pretty typical. It is not unusual for them to get those types of numbers. And we go through this, you'll see exactly why that is. And I think one of the really biggest challenges around doing in creating these teams is we have to demystify what you have learned so far and actually get it out of your mind and put accurate information in. Because there is tons of science and research on how to do this. And unfortunately, the things that you believe right now are untrue, and they are not backed by science. And here's a couple data points on the wonderful things that you can do. Harvard did a study over 10 years and they looked at 200 companies and the companies with strong cultures increased their net operating income by more than 764%. Those with poor cultures did it 1%. They also looked at companies over a three year period for their average share price public companies who had strong cultures. And these cultures had belonging as did the study at Harvard and these companies increased their share price by 147%. And a company called Y-Pro and they're over in India and they do customer service for technology, gadgets, wireless industry, and they were struggling to retain their employees. They had a 75% plus turnover rate and they didn't know what to do. They gave them more money, they gave them Silicon Valley type perks, they did everything they could and their retention rate stayed about the same. And then they tried one thing. They had an extra hour in training where they had people get to know each other and ask really simple questions such as, you know, if you were going to a desert island, what three things would you take? Some of them were vulnerable but a lot of them were pretty basic. What was interesting with that one hour and also giving them a sweatshirt with their name on it and the company's name on it, they increased employee retention in one group by 200% and the other one by 250%. Imagine what those three data points I gave you could do to your bottom line. And the reason that they work is a simple, simple thing. And I am going to share that with you now and actually have you think about it. So tell me right now out loud, what was the best team that you've ever been on both personally or professionally? It doesn't matter which one. The team that made you feel the most connected, close. Like you could accomplish anything and something that you were really proud of and it doesn't matter what it was. It could be in grade school, high school, college, doesn't matter what year. Think about it to yourself and come up and say the answer out loud on what team that was. What team you mentioned and the feeling that created for you is what keeps CEOs and leaders up at night because they know they have to create that in their organization if they want to create a top 1% performing organization. But the problem is they look at culture and team building like DNA. Either you have it or not. Well, the problem is that's not true at all. It's learned behaviors backed by science and intentionally developed and prioritized and I'm going to show you today that the research and we've already gone through three data points on it is something that you can operationalize. That you can actually do like one plus one equals two. And here's what we're going to go through today. Why 99% of teams underperform and lack innovation? The strategies and behaviors and processes of the top 1%. And then how can we operationalize team performance and innovation? And it doesn't matter whether you are an individual contributor, a team leader or manager, an executive or on a board of an organization or you're a venture capitalist and private equity, you can apply all these strategies. And not only can you apply this individually inside of internally, I mean inside of an organization, you can also do it externally with prospects, clients, key partners, you can do it in raising money, anything and anyone that you touch. And you'll be able to take this and repeat this process because one of the challenges is you'll go read from entrepreneur magazine and you'll have some billionaire talk about how they built their culture. And what they do is back out success. It's not based on science, it's based on what happened during that experience in that time period. And what you'll see is they'll go on to try to create other businesses and they'll never be able to recreate it again because they don't understand what they really did, and it is not able to be operationalized. And that is the point here. This is a process and strategies and tactics that you can use over and over again in a repeatable fashion and get out the same numbers as you would one plus one equals two. And there are tons of people using this right now and organizations that are being successful in doing this. And people are getting fantastic results, right? People are increasing sales by 20 plus percent. They are increasing retention by significantly more than that. You're seeing engagement rates go way up. I just created a survey tool that I've tried out in five different workshops. And I'm seeing on average that trust, engagement and team closeness are being increased by 20 percent in only two hours or less. And it's also then correlating back to the organization as well, even though I don't even talk about the organization. So there is a halo effect on what happens here. And that halo effect is actually proven because emotions are contagious and how you feel and think spreads across an organization. And actually different research studies that within 100 feet, however it is that you're feeling will start to spread around you. So here's a little of my background. I'm an executive coach. I work with individuals, teams and organizations on helping them increase their performance, leadership, management ability. I have a bestselling book, Social Wealth that sold over 50,000 copies on Amazon. I did a TEDx last year, and this is a lot of this research I used for that. I've done a lot of media. I've worked in Silicon Valley. I've had an opportunity to work with Steve Jobs, Mark Cuban, Reed Hastings at Netflix, many other executives, venture capitalists and everything else. So I've been around some great leaders and seen what they've done and been inside of organizations. I also had my law degree and masters in communications. So here's a testimonial here that I did at Google. And testimony is a workshop of gamer excellence. The manager was great to hear about all this success. And what's interesting is they utilized what we talked about in the offsite during the rest of it and used it with other speakers. And it helped them actually get a lot more out of their offsite and get much more engagement across the board. I just did this with one of my other clients on one of their teams. And they've had really explosive results on engagement, trust, impact, discommunication and collaboration. Everything went up significantly. And the last one is I did it at a user summit not long ago. And it really set the tone for the rest of their conference. They had much more engagement. People were much more excited. We saw them making friends, talking with each other. And obviously that's great for the organization because it's going to make their opportunity much more sticky and an upsell opportunity as well because people are engaged and had a great time. And they'll likely come back next year because of that experience. So here's one of the biggest challenges today. And Gallup does this poll every year and their poll now is that 7 out of 10 U.S. workers are disengaged. Some level of disengagement think zombie employees, right, but walking dead. People don't care. They're coming to work and leaving. It's even worse for international organizations. The number is 89%. So that's a pretty devastating number. And I think that when you look at it, this is why productivity is being lost at a massive level. It's going right in the garbage can, right? And that's obviously hurting organizations in a significant way and their bottom line. And when you look at this and these numbers here, I want to show you more so that you understand how this team performance is really costing organizations money and it's a problem and all of these numbers on here are getting worse. And there aren't any solutions out there on improving it. And you take a look at the top right innovation is challenged. Collaboration is a huge problem today. Most teams are dysfunctional, right? Trust is in an all-time low in the workplace. Managers aren't passionate about their work either, which goes back to the Gallup poll. And most people quit because of poor managers, not the organization itself. And the costs associated to replaces employees are 100 to 300% on average. That's pretty significant. There is a lot of room. And so whether you are a solopreneur, a small organization, or something significant, using these principles that I'm going to show you, you can be David versus Goliath or David versus Anath, and the Anath will win. Sorry, Goliath versus Anath. I just did this in a presentation I had to a construction company where there were four national organizations and myself, and I was the only solopreneur. And I didn't think I'd have any shot. And applying the things today that I'm going to teach you in engagement principles, I be the top training companies, leadership and management in the United States head to head, even though they had teams of people working on this, and I was all by myself. So again, how do you operationalize this? And how do you create this? How do you get the performance and the innovation that also covers the problem solving? How do you solve problems in the organization? And also solve problems that you don't even know that are happening right now. And one of the key problems overall is that there is a misconception that there is a separation of your work life and your personal life. And I'm here to tell you today that that is one of the biggest challenges going on. And if you believe that, and that is something that is indoctrinated in your organization, no matter what the size, you will not be a top 1% team. Let me repeat that again. If your belief is a separation of work life, that will not happen. Your personal and work life are one. And that is how people view it, right? I tell all the people that I coach as managers and leaders, for your team, you will be mom, dad, brother, sister, best friend, obviously with boundaries. But that is a position you're in, because we're living in a generation where social communication emotional skill sets are all time low. You're seeing that corresponding with things such as college depression at significant levels and it's leveling off, but it's the highest it's ever been. You're seeing loneliness levels at the highest they've ever been 40% of the US population is lonely and lonely is not being by yourself. It's feeling all alone. And every day someone feels all alone is the equivalent of smoking 15 cigarettes a day. And that's proven. You can look it up University of Chicago researcher Dan Cascioppo has been doing this for 30 plus years and he has now equated loneliness with drinking water, eating food, having shelter. If you're too lonely, you will die and you will die in early death. And people don't have friends outside of work. In 1980, the average person in the United States had two to three go to people. Today, that number is down to zero to one, zero to one. So they're getting a lot of their social life and social benefits when they walk in the corporate walls. And they're not leaving their personal baggage at home either. So that is affecting their ability to work. So many of clients who are in the middle of the divorce or other challenging things, they're operating at a significantly less engagement level, and that could be brought up significantly if they had more support and help internally an organization. And that lack of support help carrying whatever you want to call it will cost an organization hundreds of thousands of dollars to millions or tens of millions depending on the level employee and what they're doing. So this is going to cost you a lot of money whether you care about it or not whether you believe me or not that's the data and that's the facts. And what you'll see is you'll see someone like Jim, and this could be really any person. You know, he outside of work, he participates with his family, he volunteers, he's helping out the Little League baseball team, he does all of these great things. And then when he's at work, he's a tyrant. He manages people rough. He doesn't give out compliments very often. He rules by authoritarian measures. People can't go up and talk to him even though he believes the exact opposite. So he's missing out on key information. People are not sharing problems with them. They're keeping to themselves because they're worried about Jim's wrath. And I find that that is extremely common in how people feel, no matter what organization, no matter what size, whether it's a five person organization or it's a fortune 10 company. And what's really interesting as I was going through this, I try, I wanted to find some piece of research that I felt like with groundbreaking. And I could really share with people and that would help me really focus on the areas that were the most important. And one of those studies I found was by Google, and it's called Project Aristotle, and it was back in 2012 to 2014, they were looking at how do you build a perfect team. They wanted to understand the characteristics of qualities so they could integrate it into the hiring process, promotion process, everything else because they found that things such as salespeople, their top ones were 19% more effective. The highest employees got recognized by Google executives twice as often. And there are other metrics as well. And they wanted to be able to create this globally and do it in a way that they could increase all their metrics and obviously the bottom line. Well, they had a lot of promises when they started this and they hired outside researchers. And what happened is that none of those were correct. They found that it wasn't person's background, where they went to school, even their own performance, their IQ, EQ, anything else. What they found was that psychological safety is the most important factor for team success. Let me repeat that again. Psychological safety is the most important for team success. And they found four other guiding principles that they were not there in the absence of psychological safety. So psychological safety is the key, right? And it is about interpersonal risk taking and people feeling free inside of the team. And what does that mean? How do you break that down? Well, there's three steps of psychological safety or parts of it. One is you know people on a very deep level. You understand their personal life, what's going on, and you know a lot of the details of them and where they have been in their experiences. And obviously that helps you interact with them better. Two, you can suggest crazy ideas. They also have failure as part of the process, meaning that you're not embracing failure. But what you're doing is that you're looking at it objectively, being accountable for the results, but you're using it to move forward. You're not using it as fear-based or people that make mistakes are chastised publicly. That's not how those teams work. And the third part of it is you can ask any question you want because clarifying questions are important because if you don't understand something and then you don't ask it, you make a lot more mistakes. And that's not good. And what's really interesting too, if you look at the research, the highest performing teams make the most mistakes, not the fewest. And that's pretty backwards. I imagine you probably think the opposite. And again, the best teams make the most mistakes and the worst teams don't. And the reason is, is because they're fearful of moving into innovation and uncertainty because of the repercussions of that. So again, there's no innovation and there's less problem-solving in places that do not have psychological safety. And therefore, you can't be on the cutting edge and you can't be at the top because people aren't willing to engage to self-disclose, to share, to open up. And so here are the four foundations I found after sitting in all these teams doing the research, talking to people that really made the difference. So we talked about psychological safety and the key there is it creates belonging. Belonging is in our DNA. I love Brene Brown. She's my favorite author and she talks a lot about this, of having this connection. And when you care for people, they care about you. And one of the key drivers I found because I spoke to people that worked for my clients a few years ago to try to understand why do they work so hard for them? Why do they stay up late at night? And what I found was it wasn't about them succeeding themselves or being more successful. That's not the key driver. The key driver was not wanting to disappoint other people. Again, it's not wanting to disappoint other people. And why does that matter? Because they're moving into a contribution mindset. And when you move into a contribution mindset, it's much easier to move on certainty and try any things because you don't get stuck in your head. And it's not all about you. And what happens is you're much apt to stay up to 1 a.m. helping someone else on a presentation or with a problem that you don't get credit for. Do you won't do that if it's all about your personal growth? Number two is vulnerability and trust. And this is a really interesting one. So I had the opportunity to talk to one of the lead astronauts on the last space mission and I asked a question about what do you think is one of the biggest innovations NASA has done recently? And I figured it'd be some geeky answer. And he talked about team building and the fact that they had a lot of problem in space, getting along, running exercises, and they do a lot of research, scientific research for other organizations and companies, actually while they're at the space station. And one of the problems is one of the astronauts is openly sexist and there is a woman from Italy who's been on the last couple space missions and they've had a lot of clashes. Well, they started to do team exercises to really get them more vulnerable. They brought them in the desert for a week and had them work under high stress things so they could try to work through problems. They did a lot of questions and answers to get to know each other. And what's interesting is the last space mission, they had a challenge where they had a project and the men were way off, but the woman was spot on. And instead of in the past, they may not have used her methodologies, but immediately they did. And I thought that was pretty interesting to make 180 degree switch on that. So what is that mean? Well, what that means is that the key to accelerating trust and fast tracking it and using it like an elevator to the top rather than walking upstairs is to be vulnerable. People get at the opposite, right? They feel like, well, I've got to trust someone before I'm vulnerable. Like, what if I open up and someone hurts me or uses the information? I found that really is very little evidence of that actually happening. That's actually more in people's mind by far than is an actuality. And if you want to fast track trust, which is the key to building close relationships with people, which you'll soon find out you have to be vulnerable. But the problem is no one wants to be vulnerable first. They want everyone else to lead. Well, the problem is in life is if you don't take the lead, you're going to be waiting around a long time and wasting time and going the slow route and not being as successful as someone else. The third part of this is truth telling. And I thought this is really interesting because the lack of truth telling is pretty amazing. And people don't want to have difficult conversations. And what you find is the best leaders and teams tackle difficult conversations. They give feedback in a much different way. And what happens is they have more accurate information about their relationships and what they're working on, the organization and everything else. And what happens with better information is you make better decisions and then you are more successful. And this iteration goes back and forth and the lack of truth telling is pretty amazing. And we're going to go through some things that you can do really quickly on that. But that's something I found that you have to have. And again, without safety and vulnerability, you're not really going to truth telling and purpose is a distant fourth. And I find if you're the first three, the purpose works itself out. And the purpose really is not just some deep purpose and pondering the world. It's more, what is this team set up to do? Why are we doing it? And how is it beneficial for the people that we touch as well as the organization? And the next thing I want to talk about is really getting a nitty gritty of like what's the difference between the top one percent of teams and the bottom teams. And I want to go through this and share with you and this is by research and this is the same things that I found sitting in on teams and I sat in on so many sales teams. And the reason is with sales is that you could stratify them with percentages based on their execution. I said in a lot of other teams, but there's really no way to benchmark them against other teams because there is only one marketing team. There is not 10 where there are sales teams. But people do things that now you can walk in a room and see this. And if it's there, you can already tell they're high performing. And if it's not, they won't be. So the first one is if you have 10 people on a team and I'll use that as a number because that'll be easier to talk about is that there are 10 people. You'll see everyone sharing listening and engaged. And when the leader asks a question where they need answers, people will do this in relatively equal increments. Not exactly, but it's pretty close and you won't see people sitting back folding their arms and not engaged. The second thing and what you do see though is if you're on a team at the top 1%, you'll see everyone do it. As you keep going down to the 50% level, you'll see probably somewhere between 4 to 6 people doing it, maybe a little bit less. And then when you get down to the bottom 25%, it's one or two people and it's almost like you have to pull teeth like a dentist. The second thing is you'll see people with great eye contact. They won't be playing on their phones as much. They won't be on their computer. They won't be doing other stuff. You'll see the energy level significantly higher and they're also very socially sensitive, meaning they know when someone's having a bad day and they'll go up and ask them about it, engage with them and try to help them. And that makes a huge difference when people are listening to you, right? Because you're getting a lot out of those meetings and people are contributing, sharing information and they're not distracted by other things. And what's also interesting too is I was in one meeting and someone came in to give a presentation and they were sharing some negative things and were not as positive. And people on the team said to that person, and especially one person, like, we're a positive team here. There's a lot in what you're saying right now that is actually really good and we can take those nuggets and run with them and then learn from the things that didn't work as well. And so they change that person how they gave the rest of the presentation because of their energy, enthusiasm and positivity. The third thing is they do a lot more exploration outside the team. And what that means is they're learning and they're growing. They listen to podcasts, read magazines, want to go to conferences and then share that with the team so collectively people take their skill set to the next level. And the fourth is they have a lot of conversations with each other without the leader, right? If the leader wasn't in the room, they would still be successful and they problem solve and they don't need the leader there to solve all of these problems or point all of them out. They'll actually take care of them on their own. And so what happens here is this collective intelligence forms, right? And it's in collective, you know, as well, emotional intelligence. And it's really interesting how much performance goes up. For number two alone, the research shows on the top performing teams and the lower performing teams, you can get a 35% increase. 35%. Imagine if that's a sales team. That's 35% more revenue. That's pretty significant to be able to create that. So I want to go through a couple of steps here. And I'm going to go through some of this stuff pretty quickly. But one of the things and how do you do truth telling? Because the devil's in the details. I mean, all the information I shared with you is great. But the challenge is how do you actually operationalize and institutionalize it? So one of the things here that you can do is, and this is something you can use to manage up with your colleagues, down in any direction. I'm your manager's manager. And this action number one, I would use this with people that I interact with a lot. I would use it on a monthly basis. For people that I don't interact as much with, I'd probably use it on a quarterly or twice a year. And here's the reason why. Most people have no idea what their relationship is with someone else. If you were to talk to people and plus or minus one, would you know what the other person would give you on a scale of 1 to 10, rating your relationship? One being poor, 10 being extraordinary. And I haven't really had anyone that was that certain about it, tell me that they were. They all said that they think and they believe, but they're not 100% sure. Well, when you don't know where the relationship is, you tend to make up stories. And what'll happen is an example would be you are in a meeting and you answer a question from the leader and the person across the table from you rolls their eyes. Well, what you're going to do is immediately assume they're rolling their eyes because they didn't like what you said. They don't like you or something is up with your relationship with them. But the reality is perhaps they got a text message that was disturbing, or maybe one of their kids are sick, or it could be 5000 things. But that person doesn't go and confront the other individual and have a conversation about that afterwards. They just make up the story. And what happens and that hurts their relationship, it hurts the team, it hurts the organization because it never happens. So the problem is is more true telling me to happen. And this is an easy way, right? And how you do this is you would say to someone, you know, I really care about the relationship with you. I want to have a great relationship. And I want to do my part into creating the best relationship that we can so we can work together and create great things. We can also help the team and the organization. The only way that I can do that is to better understand our relationship and what I can do to improve that relationship. And what that shows you is accountability. And you ask them how would you rate our relationship on a scale of 1 to 10 and then they give you the answer, whatever that might be. And you can talk about that and you ask why so you can get the details of that so you understand their perception of what's going on. And you can have a conversation about it. And then the last thing is how can I move this closer to a 10? Well, that's great because they're giving you the information on what you need to do and how to go about doing it. You don't need to guess. They're giving you the roadmap. Now you can do the same thing if you're managing other people and ask them similar questions to this about how they're performing and you can give them a performance review every month. And the biggest complaints I get from people and this is from the CEO down to any employee is lack of feedback and lack of career advice. And so if you use this process and obviously tweak it, you can use this to give someone feedback on their work if you're managing them. So here's one and asking better questions. I won't go through this. But again, I think this is helpful to ask people this to better understand what you can do better more frequently, etc. And again, I would probably use something like this once a year. I think it's a good gauge. It will help you engage and here's the thing it shows that you care. And when people know you care, what do they do they give you more latitude. They resolve conflicts better with you. You just think about it. The people in your life that you care about that's how you treat them and how they treat you. It's not the same thing with the person in the line when you're waiting for coffee, like they don't care, and they give you way less latitude. So you want to create better relationships and let people know that you care because getting much easier for you if you're managing them interacting with them or whatever and that is both internally or externally. And there's a great thing that Navy SEALs do postmortem and I have someone I know on SEAL Team 7, Chris Kyle's former team, and this is a fantastic way to do more truth telling and is to be vulnerable and to look at your results. And this is you do this after any product launch, major activity event or anything that's really meaningful. So you can better understand what went on, why it went on and what you should do moving forward. And then what I found is here's a couple more one praise works. They've had research where if you praise one individual on a team privately teams performance will go up 30%. The second one is a great thing for leaders is to be vulnerable. You don't have to have all the answers. But you have to ask other people. And that's how you engage and the third one is apologizing and the key thing about apologizing is you have to not only apologize but stay why and what you're going to do and follow up. So here's the interesting thing. So when I was doing this, I wanted to find some study and create some process that I could give people so they could utilize this and create something magical in their organization to really increase productivity collaboration and engagement with people quickly. And my belief is you could fast track relationships significantly. And in 1997, Professor Arthur Aaron was looking at how do you create best friends how do you create really close relationships fast so what he did was he had 54 grad students right so these were lonely people they had outlets they were complete strangers though got them together in a room. Sat them across and they met each other and over the course of 3045 minutes they asked each other 36 questions. And these questions were vulnerable. They had a lot of self disclosure. I think question number nine or 10 was telling me three things that you like about me and think about that. That's pretty tough because you have about 40 seconds to answer each question. And so how much do you know about someone and now you have to tell them things that you like about them. What was interesting at the end of 45 minutes. Look at what happened 30% of the people rated the relationship they just created as closer than the closest relationship in their lives, the closest relationship that they had. Imagine 45 minutes. Almost 60% of the people got together after the study on their own, which they weren't even looking at. And one of the pairs got married and invited everyone to the wedding, which I thought is interesting. But what this shows you is if you fast track vulnerability and sharing and self disclosure, you can build great relationships super fast. Imagine what they can do to team closeness and caring, which then will get into productivity because they won't want to disappoint other people. And so one of the things I also did last year was I gave the game I created to 10 people and half these people were best friends for 20 plus years the other half were married for 20 plus years and really happy successful relationships. And I wanted to play the game an hour because I had friends who said, Well, I know, you know, we work in a place where people know each other extremely well. How can this help us? Well, what's interesting at the end of an hour. All 10 people told me that they learned significant amounts of information about their partner or best friends that they did not know and would have never known without these questions and would have significantly impacted their relationship in a positive way had they found it out and they wished that they had known this. So after that, I realized that we all don't know people that well, and that's why this works. We don't ask questions we don't inquire we really don't know the people around us we don't know what's going on, and we stop asking deep questions. If you do that and institutionalize this and prioritize it magic will happen. Right. If you take a look at the San Antonio Spurs, all the data points show that they've been the most successful basketball team in the NBA for over the last 20 years and it's pretty significant. I think a hundred more wins based on the players drafted, how good they were, etc. And Greg Popovich their head coach I've read a lot about and one of the things he does is every time the team goes on a trip. The night before the game they go out to eat just the coaches. Well, when they go to the restaurant, he saves the menus, and he also saves wine labels and puts it in a book and gives it to him at the end of the year and writes a note. So they can catalog and track you know where they've gone and what it happened is a remembrance. And he also when he goes home makes recommendations and calls up restaurants and does things based on those what happened during the year as well for those individuals. And, you know, I also read about the NFL and all the challenges they're having in national anthem well as this was happening he sat the team down. And they did I believe after a practice or cancel the practice and they had a frank discussion about all the all this right he did add on. He didn't not do it or give it a few minutes they spent a lot of time having this conversation and being real and having a lot of truth telling, and you can see why that organization is doing as well as it is. The other part of this is, if you're an organization. You are four times more profitable. If you look at ways people can share and open up themselves disclose rather than shallow funds such as playing ping pong or going out for happy hours or doing other things. And so that's pretty significant four times more profitable. I imagine if your company was four times more profitable than it is today. What could you do how could people benefit from that. And how would you do that well one way you do that is instead of just a happy hour you may give someone a question like tell me the most important lesson you've learned in the last year. And if everyone go around the room and ask people that question and they'll meet new people and they'll immediately have deeper conversations. They'll skip the small talk right because the reality is you don't need small talk we just do it because we think that we have to the reality is you can go up to anyone and has deep questions and their study which I just showed you. That's been proven dozens of times since 1997 and it works every single time. In fact I went out to dinner six months ago with a group of eight people I only knew one person and I went out and actually did Professor Arthur Allen's exercise. And I couldn't leave the table people were so engaged and excited about playing it that it was amazing to see what had happened and it was there for three hours for dinner and I couldn't believe it. I every time I try to get up there like oh we're almost in number 36. Right and they want to finish all of the questions. So here's the game called cards against Monday and any that I picked and that I created. It's a free game you can download it and get it. And you can play it inside of your organization. You can play it externally. You can do whatever it is that your heart require and I have done this and perfected this at this point. And there's a lot of variations on how you can use it. The key is is to start using it right away because the self disclosure and sharing is the key. So there's instructions on how to do this. And so what you would do inside of a team is you would break them up. Usually I break them up into four or six people depending the size of the group. What you do is you go probably a minimum of three rounds. A lot of the times I'll go six seven or eight rounds full of questions. I'll one time keeper. So I try to keep the rounds to two minutes or less. And what I like doing now instead of doing random question is picking out random questions is to have everyone answer one of the questions. I find that that probably works better overall. And sometimes when I'm doing this workshop most of the time now I'll pick one question that everyone in the room answers in their groups to start off with. And then I'll give each group different questions that they go through and two minutes around. And most of the people don't even use it two minutes so you can go pretty fast. And at the end you mentioned one or two things that you've learned and they could be specific things general observations whatever that they might be. And you'll see some magical things happen when you do this in groups of people. You'll see people sharing carrying getting to know each other. Pretty much everyone that's gone through this is said this is one of the best experiences their life. And they've learned more about people than they ever knew in fact I was in a group last week where several people had worked together for 10 years. And they had worked actually really closely on the same team and they learned a lot about each other. So imagine if you don't know someone at that level how much you're going to learn. And then what happens is I have everyone get together afterward and you would share as a team how can you implement this what revelation did you have that you now can implement as a team. Right. And that's really important because you have to see the takeaways right and if you're managing the team you can implement these things. You can also follow it up with other exercises which is really important to in a team environment. And these exercises could be sharing a photo and everyone brings in a photo and says who's in it. Why is it important and why did they bring it. You can also do any number of exercises and there's a bunch of them that I have and following up with them. You can also do problem solving. Right. You can ask an organization if you're in operations. You know how can we work better with sales. What's an idea someone else could do that. Right. There's lots of stuff. You could have a sheet where people suggest problems and not even the answers so we can keep track of where our problems are challenges on the team and so everyone else can see them and then the manager can look at them and prioritize where they should attack them. There's a lot of stuff you can do as a team as an organization. But as an individual you can as well right if your manager doesn't want to do an organization you can do is go to lunch with a couple people and say hey I've got this game. I'd love to play it with you. We all like to play games. Are you up for it. It's a question and answer game. And they'll say yes well then you answer the first question because then it shows them that it's safe to share because that's what vulnerability is. And so it's really important and one more thing about the game itself is that in these small groups the most senior person needs to go first and if there isn't then anyone can because again it's the vulnerability thing. And you can also use this in sales. So what I'll have people do is if they're trying to identify a prospect is at the end saying I get to know you a little bit better right through this process and they can say I have a little game to play and blah blah blah and ask them a couple questions and it works extremely well. You can do the same thing with clients or anyone else. And what you do at the end is your fast tracking building rapport and a relationship and it shows that you care and it's not just transactional because if it were just transactional or just trying to take. Then you wouldn't ask those types of questions. So it works extremely well and really any circumstance that you can go right you can go up to your boss's boss and get to know them better you can use this with your own manager. And understand them better so there's a lot of applicability and all this stuff right. So here's the first question that I asked in the last exercise I had and it's something that you could use as well. So you can download the game here. You can go and I have a workshop as well and you can look into that it's something that I do myself an orchestrate. I also utilize a survey before and after so I can show you specifically the effects that this have on what's going on. I also give you exercises to do afterwards and things really to move the team forward and the organization as a whole right because you could roll this out pretty easily globally and keep us up locally whatever you might have. And again I think any organization is going to benefit from this whether it's three people or you know 100,000 because you're still having to interact with each other and externally and you should be leveraged these things right. So on coaching as well I do this for individuals groups organizations and there's my address and if you have any questions you can ask it there and also soon I will be having a couple online classes for sale one's going to be in team building covering this as well as leadership in management. So thanks again for listening and attending and again remember psychological safety is a key you've got to get people to self disclose and open up, and the way you do it is through sharing because belonging is in our DNA, and that's the key. And you need to create safety vulnerability true telling and you've got to have a purpose as well and when you can get that all moving forward. You can outperform anyone. I don't care what organization is out there that you're going against. You can have an edge if everyone is operating at their highest levels. So thanks again and have a fantastic day, and I will talk to you later.