Here we go video number five. Here we go closing out the leadership section with a conversation around the hourglass analogy. With this video here in the online course. In the in the bottom or down below, you'll be able to click a link or download the better human project podcast episode on this very topic. And I think I'd rather have you listened to that rather than listen to the full lesson from me talking here. And honestly the reason for that is when I recorded that one, I wasn't on video and I could actually read and tell you exactly what I wanted to tell you.

So I'm going to cover the concept briefly here in this video. But then I want you to actually just listen to that podcast episodes so that you can get exactly what I want you to get out of this particular lesson. So, with the hourglass, we all know the hourglass shape, right? And you either have salt or sand, you know that as time passes, it goes through. And we have this choke point right here in the middle as the top comes down, and then distributes out. And so what I actually done with this concept is take the pyramid that we talked about earlier, the high performance pyramid, individual responsibility, trust, teamwork.

So we're going to take this we're going to copy it, we're going to paste it, and we're going to rotate it 90 or 180 degrees, right? So we have individual responsibility, trust, teamwork, teamwork, trust, individual responsibility, and that's going to kind of show us the map for how we get this hourglass to go. And the reason that I like the hourglass as a visual representation of leadership this comes from a conversation I've had with Brian McDonald, who is the co founder and CEO at melon headwear. And in this conversation is is sort of realizing that with this choke point in the hourglass, that's where a leader exists. As leaders, we have to distribute information to the people on our team. And if we don't have the information coming in, we don't have anything that we can distribute to them.

And this goes in terms of tactics and operational decisions and information. But it's also in terms of growth. And like we talked about earlier with the analogy of the pot. You know, if you don't have space or can't hold space or provide nutrients for them to grow, you're going to stymie or stunt their growth if there's nothing coming in for you as the leader and you can have nothing coming out for the people that you are trying with developing, helping, coaching, whatever. And so this idea of information flowing in so that it can flow out through you, and also realizing that in many instances you are the choke point or the bottleneck. So where can you eliminate that?

And like I said, this is a much more coherent and well pieced together conversation. In the PHP short leadership is in our last podcast, so please listen to that. But just to wrap this conversation up around leadership and individual responsibility, if you are in a position of leadership, something to keep in mind at all times is, you know, nobody wants to play for a losing team. Nobody does, right. You don't want to play on the losing team. Neither does anybody else.

Nobody wants to be in a failed relationship. So why do they have well it's low status Anders no space for growth, no accountability, no individual responsibility, no trust, any number of the things that we've talked about here in this section, I would say lead to a majority of failed businesses, teams, organizations, or maybe not even failed, but just losing teams, businesses, even relationships. One other thing to think about, is this thought that managers tell us what to think. Where on the other hand, coaches teach us how to think managers teach us what to think. I'm sorry, they don't teach managers tell us what to think. Coaches teach us how to think.

Okay, and this goes back to what I told you in one of the very first videos, I want to teach you how to fish that you can feed yourself for life, right? I am not a manager. I'm not going to tell you what to think. I'm a coach. I want to teach you how to think just like Paul did for me, I want to change the way you think I want to change all the beliefs in the operating system and give you an understanding of that so that you have all of the tools you need to do whatever it is that you want to do with your life. So that's it for this video.

Please listen to the PHP podcast leadership is an hourglass for the rest of that conversation. If you have any questions on this, let me know Ryan at Ryan Muncie calm. And that ends section three. And as we move into Section four, and five, we're going to get into some of the really nitty gritty details of high performance, why I use the word high performance and not peak performance, time management goal setting, and you're going to start to really craft the action plan and the steps that will get you where you want to go with whatever it is the goal is that's in your head as you go through this course. So I'll see you in Section four