Everything Has Changed! The Quickest and Easiest Way To Develop A Winning Business Culture | Christopher Sajnendra | Skillshare

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Everything Has Changed! The Quickest and Easiest Way To Develop A Winning Business Culture

teacher avatar Christopher Sajnendra, Executive Coach, Leadership Consultant

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

11 Lessons (40m)
    • 1. Introduction: Winning Business Culture

    • 2. Could We Be Reading Our Financials Wrong?

    • 3. 3 Stories That Successful Businesses Master

    • 4. Why Every Business Is Like A Marriage?

    • 5. Emotional Drivers Introduction

    • 6. Emotional Drivers: The Spectator Achiever

    • 7. Emotional Drivers: Over Motivated Underachiever

    • 8. Emotional Drivers: Overwhelmed, Over Motivated, Underachiever

    • 9. Emotional Drivers: Highly Successful Super Achievers

    • 10. The 3 Questions Manager

    • 11. How To Capture The Hearts Of Those You Lead?

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About This Class

Creating a winning Business or Team Culture is easier than you think. Learn the time-testedĀ skills and value systems. Easily learn and assimilate into your business and or organisation to increase your influence, profits and productivity.Ā 

CEOs, Senior Executives, Successful Business Leaders, Entrepreneurs: Discover how to Increase INFLUENCE, IMPACT and INCOME through Powerful Executive Coaching, Mentoring and Highly Relevant Professional Development that produces MEASURABLE RESULTS.

Class Outline:

  • Introduction: Winning Business Culture
  • Could We Be Reading Our Financials Wrong?
  • Why Every Business Is Like A Marriage?
  • 3 Stories That Successful Businesses Master
  • Emotional Drivers Introduction
  • Emotional Drivers: The Spectator Achiever
  • Emotional Drivers: Over Motivated Underachiever
  • Emotional Drivers: Over Motivated Underachiever
  • Emotional Drivers: Overwhelmed, Over Motivated, Underachiever
  • Emotional Drivers: Highly Successful Super Achievers
  • The 3 Questions Manager
  • How To Capture The Hearts Of Those You Lead?

This class is taught by Christopher Sajnendra - Executive Coach | Business Coach | Business Strategist | Speaker | Leadership Consultant | Healthcare Leadership CoachĀ 

Meet Your Teacher

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Christopher Sajnendra

Executive Coach, Leadership Consultant


CEOs, Senior Executives, Successful Business Leaders, Entrepreneurs: Discover how to Increase INFLUENCE, IMPACT and INCOME through Powerful Executive Coaching, Mentoring and Highly Relevant Professional Development that produces MEASURABLE RESULTS.

Powerful Coaching and Customised Professional Development for YOU and YOUR TEAM that helps:
CLARIFY opportunities, obstacles, and goals.
IDENTIFY strengths and rapidly leverage to accelerate success
I HOLD you and your team ACCOUNTABLE to this plan, and

Over 25 years, real life, in the trenches, practical business experience. Owned numerous successful business... See full profile

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1. Introduction: Winning Business Culture: Hello and welcome. You know, creating a winning business culture is so important, and many times you'll find people will confuse culture with the culture off the work environment. The culture for business really is not just determined by the culture of the work environment of the culture where people are working in, but also by the culture that is influenced by the customers. And it's the type of customers you attract. It's determined by your culture how you cultivate your skills. How you manage your resource is also determined by how you deal with other people that you're leaving, so creating a winning culture takes a lot more. It's trying to understand a few basic principles that will help you take your business into a more dynamic way into a more successful place. If you will spend a few minutes, is watching the videos that share my name's Chris visit. Why? What makes me such an expert in all things? Well, let me tell you, my the past few years have been spent dealing and coaching, really coaching and leading up a whole bunch of CEOs and business and helping create businesses that would not only celebrate the success of the cases but also celebrate people businesses. We've managed to create teams that have a bye into division that have a understanding of what the business is all about. It then become great ambassadors for the business itself. In this series of videos will be sharing with you some very simple, with very powerful things that you could start implementing in the business that you leading If you're a CEO, if you're an executive, maybe also if you're just leading other people. There's a simple transport about people about culture that you could start implementing today to see a big difference in how your business guys, we'll be talking about why you might be reading your financial statements. That's a big one, so you have to wait for that video. You might also be way we'll be talking about how you can capture the heart of your so that your team confined to the vision that you have for business for the organization that you're leading. We'll also talk about three stories that matter and three stories that every successful business that I know is able to capture really well and make use off and basically help them reach the goals of half of these three stories are really important. And then we'll also be talking about three questions. Now, if you're in a position of management and you're managing people, you're managing time, you managing resource is and you have to deal with people every day that you're leading. This'll teach you how to keep your team accountable. This will help you understand how we just three very simple questions. You could make a drastic difference in the way and in the productivity off your team in the way they handled themselves that time. And the business resource is of three very simple questions, but three very powerful questions. My name is Christopher surgeon. I'm sharing with you techniques and sharing with the tactics I'm sharing with you skills. I'm sharing with you re sources and things that I have learned from other people, but also things that I have come across in my journey as an executive coast and business courage and business strategist. I really hope you enjoy these I my I suggest if you want more valuable content, please feel free to follow me on Facebook on, maintain or reach out to me through any of the social. I'm always very responsive out every single message that comes. So with all said and done, let's get into developing a winning culture for your business. The organization and especially these are really important if your business is game situation. 2. Could We Be Reading Our Financials Wrong?: could we be reading our financial statements from? I think that's a question that we all need to answer. Each and every one of us, if we are at the leading a business are were in the ownership of a business or were in a position where we make financial decisions for our business. Now he is where we would probably be very different in thinking to traditional and counting . Okay, let me paint a scenario for you, then say you've got a business that's doing it tough and obviously in tough economic circumstances. Tough decisions need to be made to be able to turn this business around into a profitable situation. So obviously the first thing we would look at is the profit and loss and the balance sheets on the balance sheet. It's, you know, you'll see the assets, liabilities, the profit and loss. You'll see the expenses. You'll see the income that's coming into the business. So one of the first things we look at when we're trying to turn any business around or make changes is a leader as a CEO is an executive who's in a position of authority to make these changes. We start looking at the profit and loss of business, we think. OK, what's the biggest expense we can see? Number one would most likely be the rent. Now. The rent is obviously quite high. Most of the time commit, especially for businesses doing not so well. The rent would be quite a big burden. But to be able to change the rent or re negotiate a rent is quite a lengthy process. Quiet often in commercial terms. There's lease agreements in place, these legal fees that will be involved. So it's really not the easiest place to go down. The easiest path to go down to trying to any business around the second place most people look at is okay. What is our wages bill looking like? Because, of course, this is second biggest expense and most financial statements. And it is something that can be easily manipulated. Not in the states of financial figures, but many played in the sense of way. Where can we streamline the team? Where can we do things better? How can we cut back on expenses? The traditional thinking goes, Can we do this with less people on board? Can we do this by making some more people redundant, and this is often what happens with a lot of big companies. So they look at the team as an expense. Now I want you to stop and think for one moment. I want you to look at what an asset is. An asset is something perhaps that you could use to generate an income. It is something of value that adds to the net. Worse off a business. Now, just imagine, from one moment the people that work with you, the people that represent your company, the people that represent your business, that are the face off the business. Could it be possible that we could take them from being seen as an expense to be seen as an asset? Let me tell you a story. Let's say you're going down the road one day driving home from work and you see this rundown building that is got a for sale sign out the front and you look at this building anything. Wow, this is really bad. It looks terrible, this house, But you see something in the house, You think maybe I could buy it at a good price? I could reinvest in that house. I could do some renovations and then you have these thoughts and let's say you're going by this place. So what do you do? You change the carpets. You put a fresh like a painter. The building. You get new curtains. See, you just spruce the place up. You you have a beautiful landscaped, and it's suddenly what you had was something that had very little value now is suddenly something that is quite valuable. So you went from my house. There was rundown that most people didn't see any value in. And suddenly you've come across and created something that is a value that is adding to your network. Well, let me tell you something. Your team can be exactly the same. People that work with you can be having the same thing done to them. You could take them, you could invest in them, you could grow them, and you could look at them different. Stop looking at them as an expense. But rather look at the message is an investment on how you can get your business to move forward If you invest in these people, if you invest in their wishes and their dreams and desires, and if you can somehow make it align with the work that they're doing for your business, you could have not an expense. But you could have an asset that helps you generate profit and also creates a lot of goodwill in your business and actually adds value to your business. So the point is this. We need to stop looking at the people that work with us as an expense of the financial statement. We're gonna look at them as an asset. We could go to look at them, say, What can I do with this person? What can I change? How can I half this person, help me take my business further? And that's the mindset that change in mindset that we need to employ if we're going to move forward in moving our business from an expense oriented, a negative outlook business to one of the positive, perfect culture and a profitable business. And that's starts that starts when we stop looking at our people as an expense, and we start looking at them as an asset for the business 3. 3 Stories That Successful Businesses Master: Here's another really important thing that I want to share with you and any one time. There are three very important stories that are being told in any successful business. The first story is the customer story. Customer has a story that what do I mean by the customer has story? Well, he is hard guys. The customer comes to you or your team member to be able to get you to solve a problem that have and they're happy to pay you money for that. So they have a problem and they look at you for the solution. Now you might say, Well, I'm not in the business of selling solutions. I sell products. Will your products have to be the solution to their problem? Because if you get this right, you will have a continuous inflow of customers that are coming to you and happy to part with their money. The second story that you need to be aware of is that your team member or the person that works with you, the person that works with you has a story. What is their story? Will they come to your work for a reason? They turn up every morning to do their job for a reason that might be. They want to provide for the family that have dreams of buying a house that might have dreams of going on a holiday that might have dreams of sending the Children tree school and getting a really good education. So they have a dream and they have a story. You need to be aware off their story because if you're not aware of their story, you will not be able to get them to buy into the life of the business, to buy into the vision of the business. The third person has story really matters the most is your story. Now What do I mean by you, Esther? Well, you have a story. There's a reason you're in business. You might have dead over this business. You might have taken an eye inside your house. Whatever it is, there is a story behind you that is really important as well. So it's extremely important for you to understand these stories, but not only for you to understand these stories, but for your team members of the person that works with you to be able to grasp and understand these three different story because they need to know what's going on. Review Life's well. They need to know why this business is important to you. And they also need to know that you understand that their story is important to us. Well, because the people that you are leading are looking towards you. They are asking these questions to themselves all the time. Can I trust this? Can I follow this person? Can I give this person my heart? Because put it this way. If it was only money that people worked for you for they wouldn't last for long because someone else will come and give them more money. But if they understood that you actually care for them, they will trust you. They will follow you and they will help you live out the vision of your business. So the three stories matter. Your customers story matter because you are providing a service. Your team members story matters because they have dreams that have reasons why there with you and your stories met us Well, because your story is extremely important because that's what brings this whole thing together on when you can share that story with those that you leave, you're going to create a family unit going to create a an environment for business to succeed, but also to flourish. 4. Why Every Business Is Like A Marriage?: he is why I think every business is more like a marriage or a family, for that matter. And I'm sure you've had before people try and create a culture in the business, whether they were all like family. We're one big, happy family. But it goes further than that. And let me share with you a very classic example off something that I saw once that I thought, Wow, this is going to be so hard for the culture for this team I was in, in in a business where the manager was serving a customer and that manager was so polite, so nice to this customer and really giving a lot of value and love and K to these customers . So obviously they had a very happy customer and this customers, the customer walked away. I saw one of the team members come upto to ask about something, and she turned around and she spoke in such a strong tone to this team member. And I thought, Wow, you just created something that is not riel. You've created something in your team. You've done what is counterproductive to the culture to developing good culture. Often team, let me explain this to you another way. Imagine days of family. So you have the parents and you have the Children. Those of us that actually have Children. Now this very well. You can tell your Children anything. You can tell them the best stories you can tell the best principles. This is how you should leave these of the values you should ascribe to these or what he thinks you should be doing. But the Children learn the most by what they see their parents do, because it's what they see you do, is what they will learn the best. And that's the stuff that they will keep with them all the time. So if you are a parent who displays those values, those characteristics that you're asking them to follow and you do that in your everyday life, they will learn from that. And that will know much, much more quickly that okay, this is the way that I've got to live my life. Yet if you say one thing and you live another way, you always going to have that that separation of the reality between the you have always that separation of the reality from the expectation and it's the same with your team with your culture. If you are not going to treat your team members like your very best customer with the same love care, attention, affection and desire to please. And they just are going to know that you're not for real, they won't trust you, and you will instead create a culture off mistrust. You will create a culture of deception. You create a culture off off a two faced life within your business. So what I'm trying to say to you, these guys here that are you team members are the people that are going to represent your business. They're going to be the face to your customers. When you're not there, you will not be able to serve everyone. You will not be able to to impress everyone. They have the guys that are going to impress the people that come into your business or that deal with your business. So it's really important that they learn from you and how you treat them so that they can eat. You go and work towards improving your business, so never treat your team members less than how you would treat your best customers Because what they see you do is what they will do with the other people, especially with your customers. So it is so important that you get this and I hope you actually start doing this today. Love your customers and also love your team. Members love those you lead and actually give them the same honor Love, respect, care and attention s you would to your best customers. 5. Emotional Drivers Introduction: to truly influence those that you lied. It's vital to understand their success profile. Of course, it goes without saying you also need to know intimately who you are and what makes you tick . You see, when it comes to the team, organizational and even life success, I believe there are four different types of success chases. I'm sure you'll find that perhaps even you fall into one of these categories. Perhaps in secret. We will want to be successful. And since success can mean different things to different people, we are all in some race against time to achieve our potential, our dreams and our big goals. Understanding the emotional drivers underlying performance will almost certainly allow you to impact and influence your team in a much greater and more intelligent way. Let's look at these four different types of people that could possibly be on your team, and maybe they are the ones that we need to pay some special attention to 6. Emotional Drivers: The Spectator Achiever: the spectator achiever, the spectator achieve our Spence all is or her life watching other people living out their dreams, their regularly following the news, cowering magazines, talking to friends and watching other people's success. In fact, they get a buzz doing this. They are living their lives through other people's success pursuit. They spend hours scouring Facebook news feeds, watching their friends, and many don't even truly no friends as they haven't faced with Bill. That live out cycle dream lives lives they would personally would love to live themselves. You learn that these are the same people watching those amazing successors on reality TV. They also love to follow the lives and stories off the rich and the famous. And to be honest, it gives them a sense of inspiration and maybe even passing glimpses off possibilities. You see, the spectator achiever loves and admires other people's success. However, they are somehow convinced that it's just that it just might not pan out the same way for them. While a successful life is just harder for them to imagine for themselves in their mind, it doesn't stop them from living the dream of one day being super successful It's almost as if deep down within them is an expect on expectation that one day they just walk into the opportune moment. You could say they believe that successful one day suddenly hunt them down and overwhelmed . The spectator achiever is the one who is in a job heat off. She hates the lifestyle that he or she despises in a life that it's far from fulfilling. And there would gladly spend most of their spare time watching sports or watching sports on TV with being the hand bag operated chips and and fingers tapping the buttons on the remote to flick TV channels aimlessly. For a spectator achiever, you will need everything from motivation to inspiration to help them understand and embrace the possibilities that could potentially become real for them. So do you just open the door for them to exit the team? No, they could very well have some amazing talents and acumen that could be vital for your team . We have business, awfully organization success. Now he is one way you could greatly help the spectator Cheever Think of it like this. Let's say you have a child who is at school and the try hearted mathematics in school, but they just don't see the fruit in the results for the effort that they're putting. What do you do for these genes? Well, what do we do? We go get a tutor, and before you know it, after a few good examiners sells, the student no longer needs inspiration and motivation. These individual is it's good, greatly benefit. Like the Spectator, Ajira could greatly benefit from coaching to truly discover their true potential. Now, if you were to employ a coach who would be able to go and speak to these guys and have bring them into a deeper sense off who they really are and help them discover their purpose , their priorities, their potential and maybe even discover their passion along the way, you could end up with a really, really valuable team member. So don't give up on the spectator cheap. They have a lot of potential buried deep within that they just don't know it yet. And maybe you are the one who can help them discover that. So why don't you invest in a card for and just just wait to see the results? I'm sure you will be pleasantly surprised 7. Emotional Drivers: Over Motivated Underachiever: over motivated underachiever. The over motivated underachiever loves the idea off success passionately and infect. Here she took Oto along the seminars, workshops by success boots, get the lightest magazines, read the under premier flogs and and even subscribe to a myriad of news that is just to discover the next shining success thing. They're the first ones in your team who will put their names down for more training and workshops. And even personal investment in opportunities to grow is really not an issue for them. There's only one problem, after a while, the information and allow the overload with the game to get here. She will never end up really applying any off it, and as a result, I don't get the outcomes that they are aspiring to, and there might be motivated beyond belief. Zero application means zero results, and it's an inspirational leader. You can help this prism by mentoring and putting in supportive measures off accountability and encouragement for the out, looking for the meaningful action that they're meant to be bringing. Sometimes with these people here, it helps to put in place a mental someone who can help them see a mentor. Someone like who's going down the popular and they would be ideally suited. Maybe it's a Khalid, maybe someone who's really good at this and who who can keep some things of accountability with Think about that for a moment. Who do you know that it falls in this category on who do you know that could be helped? 8. Emotional Drivers: Overwhelmed, Over Motivated, Underachiever: the overwhelmed over motivated under achiever. This person is on fire for success. Here she applies maximum effort all the time, Every time and in society, We like to call them hard workers, the ones that constantly put in over 100% effort every time they grind their hustle and they burned the candle really at both ends. Yet with great intensity, determination and effort, these people are still getting minimal results. To be honest with you, I was in this category for a very, very long time. I was always applying maximum effort with minimum results, striving really for success at every free moment. And many times you would find me to towing to my home office when my family was fast asleep in the dark hours off the night. I just wanted to work on my next project uninterruptedly. As a result, I would always be present, but not present with my friends and my family just to keep up in the success red race. I am pleased to report that I am not in this space and category anymore. You could say I saw the light and now helping out this see this well and the overwhelmed over motivated achiever thrives in life. When they submit themselves to a mental for guidance, and without Mentos, they have the highest risk off a banner. A mental is different to a coach because they have gone down the path before and are able to guide and support with practical tips, strategies and tools and, most of all, experiential knowledge. And by imparting these, the bento is able to make a huge difference again in the lives off someone like this. 9. Emotional Drivers: Highly Successful Super Achievers: be highly successful super achievers. These are the people that are getting exponentially greater results, with shockingly less effort, less stressed and less time spent in the pursuit off sixes. You probably know thes other ones. We get a society cool, highly successful people. They are experts at leveraging their time. Their resource is and their relationships. They're the ones that have gone from underperforming to activating their true potential. They are no longer in a constant state of flux, oscillating between success and failure, but rather in the pleasant state off peace and contentment in their pursuit off success, they're relaxed. They're confident and purposeful with their time, with their money and with their resource is now. Let's look at this from another aspect. I think it's safe to say that many times most of us, most of us are who are underperforming and never really approach our true potential in life . And then we get Stockton often if it's simply because we don't know how to achieve our trip it as I coach executives and CEO's I'm often blown away by the impact and ah ha moment does to the trajectory off the leadership and of their leading the managing. And it's not just about a little motivational thought here, and you know, Jim, Ron once said, If someone is an idiot and you motivate, what do you get motivated? Now? This person is way more dangerous to his or her friends and colleagues or even the organization. Now I know it sounds funny, but it's true. When every high performing executive understands emotional intelligence release triggers in a team, they will look much further and deeper than simple motivation. Understanding the emotional drivers underlying performance will almost certainly allow you to impact and influence your team in a much greater and more intelligent and a more powerful way. That's why it is so important for you to understand the profiles, the four different profiles that are present on your team at any given moment. So while we value our teams where you get a loved and show them the way, it's so important that we actually understand that there is more to people than what we can see. And there's often deeper things that drive them forward. There are deeper things that are leading them forward, and they're part of your family. They're part of your organization, and you are responsible for bringing the best out of them. 10. The 3 Questions Manager: So how do you keep your team accountable that how do you keep them sold to the common vision off the business of the team? There's really, really simple questions in management that every manager, every good manager needs to ask. Now, let me clarify this to your initially The's aren't questions that I've come up with, but I've heard it somewhere along my own training lines along my own way of personal development after they're so powerful. Question. Because these three questions are probably management, boil down to the simplest of things. The first question. And it's a question that needs to be collectively asked between you, your team and everyone, so that it's not something that seems to be intruding into the daily lives. That seems to be like Sina's and micro management technique. But Maura as eight, is a way of bringing clarity across the purpose of a team. So the first thing, obviously that we need to ask, is the first question that good manager asked. The team that they're leading is what did you do yesterday? No wise, that question important? What did you do yesterday? Well, it helps clarify for the manager, for example, or the leader. What was really happening previous day that was working towards the common good of the business? It also helps make clear for the team that you're leading the team member who has to answer that question because they know a day before. Okay, I need to have done something that adds value to the business. Or if I'm working on a project that I would have had to advance it to some point where and I'm able to report back and said, Well, this is what we achieved yesterday, So really important question. What did you do yesterday brings a sense of accountability, a sense off off, being sensitive to the time of the business and how that spent the second question That really to ask us a good manager is, what do you have on your agenda today? What what's on the Plains today? What do you plan to do today? So it could be just a simple answer, but obviously, once again, it brings it to the to the focus of the team member that okay, I need to have a plane for today. There's something that I want to achieve. These are the things that won't achieve. And it would also give them eventually a sense off being productive because they're doing things that I adding value to the business. Sorry, what's on the agenda today? What do you have planned for today that answers that very important question? The third question that you need to ask every day is what's stopping you from reaching the goal that you set yourself well, what's stopping you from delivering what you promised to deliver? Now this one's for you as the leader of the manager, because once the answer that you know what the problem is, maybe or something that's an obstacle to them now it's your turn to turn out and actually start helping their more, further so many times people will ask the 1st 2 questions and not go onto the third question because of the Fed question brings leader into a place of accountability. So this is why I was saying it's a team building question. It's not a Justin accountability for the people. You lied. You also have to be able to be in a position that if they strike a problem, if they come across an obstacle that you're the one who can deliver the solution or find someone who can provide the solution so that the whole project can keep moving. So that's three questions really important questions that's for you, and your team is number one. What did you do yesterday? Remember to what's on the agenda today. What are you doing today? And number three is what is stopping you from delivering what you promised? Once you've got the street questions, there is another system that we can implement that will help you keep this in a digital form in the fall off in a very simple online out years with your team every single day. And you can use this app and you can design these. Fresh is where any moment it's a leader, a CEO is the owner of the business. You'll exactly what somebody's working where there are a project and how, until let's just keep asking those three simple questions and each other accountable to each other. It's highly developed, a culture of chest off stage 11. How To Capture The Hearts Of Those You Lead?: How do you capture the hearts of those that you leave now? He is something that I want you to understand truly. Anderson, if you want your team, the people that you leave if you want to develop a culture where those that you lead those that you are in charge off, they actually buying to the vision off the business of buying to what you're trying to do, then the most important thing is if you're expecting them to capture the harder for business, you need to understand how to capture their hearts. How do you capture their house? It's very simple. Find out what matters to them. What's in their heart? Why do they turn up every day to the jobs and why do they come ready to serve the purpose of the business The moment you capture their hearts, the moment you understand what really moves your team is the moment they age to get the buying to the business, they buy into the vision of the business of buying to why you're running the business that bind to everything about the business. But before you can do that, you need to capture the hearts to capture their hearts that they need to understand and perhaps answer these two questions can trust you. And the second question is, do you okay? Those two questions are fundamental. Can they trust you? End, you can. If you fail on any of those two questions, you will struggle to let them follow you into allow them to follow you in to lead with purpose for your business. So let me give you a very simple example. There's one time I was catching a really busy CEO, and he said to me, I don't have time to be able to be interrupted every time by someone's problems or someone that a team member needs to speak about because I had simply I just don't have the time in the day. So I suggested something really simple. Team, I said, How about in your office with your immediate team, obviously the ones that you are responsible for the first level, the senior executive team? Why don't you put up a little notice board in the office and you have maybe two or three different color Post it notes. So let's say you have a pink one and you have a green one and you have a yellow pie stiffness. You know, you know what? Those post it notes that there's little sticky pieces of paper that are different for color , that you could stick on a boarding right now. So I said to him how we design a system and we implement a system where someone who needs to see you straight away we'll write their name on a post it note and we'll stick it on business on this board here on this particular board where their name will be on it and the color of the Post it note signifies to you. Enter the team member that what they are looking for is an audience with. You are trying to get your attention, and it's it's important. It's urgent, so we'll make yellow the agent one aims. So the next thing I said we could do is maybe they need to talk to you about something that will take a bit. You know, that's not as urgent, and that's important just quite yet, but they still need to get your attention about it. And how about we make that one green? So we're the green one would be that right the name. But if they're sticking on the same day his book now, what do you what you can do then? As CEO os the as the leader in this business is whenever you're looking into your office, you actually look at that boarding guy can Science needs me, and so and so needs to see me. So what, then you could do s that CEO, the director of the businesses decide when you look at your schedule, a guy needs some time to set aside for this particular person and then when you're ready, you would call them. So it does two things. What? It stops them from feeling like they intruding in your time when it stops them. I mean, it stops them from feeling like that. They're being a burden on you, but at the same time, they're able to share that. There's something that they need to talk with you about. And by doing that you are you are still in control of your time because you get to decide when that can be scheduled. But at the same time, the other person will feel like they have been heard that there is a concern on their heart and that you have heard and you have understood it. When you actually go to meet them at your designated time, you will be able to bring about a wonderful environment that is seen as nurturing rather than one way people's people's needs of being seen as a bird. So we implemented that system, and it works really well for you. But what it did was the reason that I told you that story was it. It actually helped implement a culture where everyone felt that if they needed to speak something, speak about something that is heavy on the heart, maybe, or there's something that's really important to them. The leader of the business actually had time and was willing to spend time listening to them. That is one of the simplest ways that you can capture someone's heart, because before you ask for a hand, you've got captured out. When you have their heart, you have their trust, have their confidence, and they will follow you in whatever you do wherever you lead them through your business. So this is probably one of the basic ways. If you want to know truly how to get to the hearts off, your people understand what matters to their hearts. Most