B (45:06)
No, no, no, that's. There's a lot of, there's a lot in there, though. And it's important too. You know, I'm not a history buff, but I was reading this morning, one of my buddies sent me something on Teddy Roosevelt and he, I didn't know this about him, so I dove in a little bit deeper. But he, like, lived this life of high performance, you know, and whether it was innate or whether he just like had this desire to do it, but he talked about the strenuous life and how the, the most successful people did not, did not go the passive route. They went the hard route, and that's where their, their success comes from. And he did a speech on it and it was really interesting to read that. But, you know, when it comes down to these entrepreneurs and, and, you know, going into this very new environment and having the accountability that they have, there's, there's a couple things, right? So let's talk about, you know, if you're every, everybody, every entrepreneur, everybody who builds a company wants high performing teams, right? I want high performing teams. I want to get these guys to the next level and that next level. Yes. People need to realize that they can improve. Number, number one thing is if you have desire and effort, you can improve almost anything in your life. Right. Except your height, maybe. But you know what, what we, what we generally teach is for, let's talk about leaders of organizations is, you know, stop relying on the resumes. Right? Resumes are, you know, they're, they're not exact correlations to result. And what we want them to look at are the traits, you know, because we do have good people on our teams and we do have people that, you know, that have these specific traits and want to be pushed. So we'll talk about the mediocre next. But I want to, I want to focus on what, what, what is really important because, you know, we're not looking at fixing the mediocrity. We're looking at the difference makers. We want to, we want to take the people who are going to move organizations and make them better. Because many times they're sort of floating in this area where they just need that push, they need that, that next level of like, how do I do this? If, like, Jeff, if I had to ask you right now, how would, looking at where you are in life and everything you're doing, how, what would you do tomorrow to improve your performance? You know, many people look at that question, they go, I don't even know where to start, right? And so the, the, the, the starting point is the most important thing we built. Just to give you some back history. When we looked at high performance and needed to, we needed to build a, a structure to it, a way to measure it. That's where the ninth stratum came from. And the stratums are really the ways human beings learn. You know, the first stratum, you're just unaware of a skill. It might just be a behavior like composure. You fly off the handle, whatever you want. Second, the second stratum is when you understand what composure is and you don't care. I'm still going to fly off the handle. Right. Third stratum is that day when somebody says, hey, your composure is really affecting your performance. You need to fix it. And that's the aha moment. That's that third stratum. And the fourth stratum, somebody says, you go and go, okay, I got to fix this. I need tools. So you go, you look for books, right? You ask people questions on how you look for coaches, you find videos. Fifth stratum, you begin to watch the videos, you begin to read the books, you begin to work with the coach. Six stratum, that's the one we talked about. Sixth stratum is the most scary stratum. Fear based stratum, right? It's when we have to actually apply the knowledge that we've learned. I say that this society right now is perpetually stuck in, in the fifth stratum because what do we do? We scroll all day. We, we hear this thing that this person's talking about and they say, oh, if you do this, you know, this is the way this happens and this will improve. And you go, okay, I got that knowledge. And you think that now you, you've elevated yourself, but really you're not putting Boots in the ground. You're not even doing what they told you to do. You just know, you know, you're telling other people how to do it, right? And so that's that. Six strata. Putting boots on the ground, knowing it's going to be messy, being fearful about being uncomfortable and trying it out. And yeah, it's going to suck and you're not going to be good at it. But that leads you to the seventh stratum. That's the practice stratum. So we get good at things, we start to develop a cadence and consistency with it, a little more confidence. We're highly aware when we screw up. And then the eighth stratum is where we see these high potentials and high performers. That's where they sit. And the eighth stratum is all about. They're consistent in this skill. They have their own process. They are highly proficient at it. And so they're really good. They know that if they're getting this from a co worker, angry co worker, they're like, I know how to back this guy down. I know how to get my. Maintain my composure and actually get this person to be more composed in the conversation. The ninth stratum, which is the level of mastery, it's the operating level of high performers, is where you've taken your process and you can now teach it to others. So you're highly proficient, you're consistent in how you use it. You use it strategically, the skill or whatever it might be, but you can also break down your own process and say, hey, I'm going to teach you how to do this. And so that's where most of the organizations really lack that eighth, ninth strand. But we have these people on our teams and we know that they have a process and we can help them break down their process. Now we have a performance leader on our team. Now, when Mary is really struggling with composure, and we go now go to Nancy, because here's Nancy's process for it. Step one, do this. Step two, do this. And now you can practice. Now we've got Mary into the seventh stratum, where before she was sitting in the third stratum, we were going, your composure sucks. You have a limited time here if you can't fix it. So.
