Alright, so the next logical conversation after standards and setting our ceiling is individual responsibility. Other words for this are accountability, ownership, right? That's a big one in the development, management, leadership space, recently Extreme Ownership, which by the way, is a great book. individual responsibility is how I will refer to this. And basically what we're talking about here is taking accountability for our choices, our actions, and how they impact not only ourselves, but our ecosystem, the people above us, the people below us. You know, speaking of Extreme Ownership, I think one of the things in that book that makes it so powerful is the conversation around leading up the chain of command not just leading down I'm thinking about leading the people below us.

So we'll talk about this in a minute. To videos from now, we'll get into leadership as an hourglass. And so leading up and down the chain of command will come into our conversation there. But for now, we're talking about the high performance pyramid. And this is a visual that you'll be able to see here in this module that I created when I had the opportunity to do a leadership experience for a company called solitude lakes. And they wanted me to talk about individual responsibility, ownership, trust, teamwork.

And so I put together this pyramid that shows that the one same one that you're looking at here in this module, that shows that individual responsibility on the bottom, right, that's the foundation and on top of that, we build trust. And on top of that, we can see teamwork, right? so easily. Have those higher levels is not possible without the lower levels. If we keep the conversation on individual responsibility for right now, it requires awareness, the awareness that we've already covered personal self awareness, situational awareness. We need to cultivate a world centric view, not a me centric view.

And we already touched we just touched on an example of this. If we think of ourselves in a position of leadership, and we only look from us down, and we don't look at how do our actions affect the people above us, right? That's getting out of me centric and getting into world centric or ecosystem centric, right? Everything we do, we do four or to the team, the organization, the mission, whatever To start up the business, whatever the thing is that we're a part of, even if it's just a relationship, that's a team of two, right? Everything we do we do two or four that relationship. So audit yourself question, you know, how are your beliefs, your choices, your actions affecting the people around you, the people on your team, the people in your relationships.

The goal here is to lead an examined life, leave nothing to chance, make sure everything is an intentional choice. Right. So as we move up the levels of this pyramid, we go from individual responsibility to trust. The first video we did here in this leadership section, I said if if, if I can't demonstrate the ability to lead myself, you're not going to follow me. Right? If I cannot show you That I can lead myself and you don't want to follow me.

Basically, what we're saying is that you don't trust me. You're not going to trust me to do what I say or to do what you asked me to do, because I've already demonstrated to you that I can't leave myself. And vice versa. If you demonstrate to me that you're not able to lead yourself, I'm not going to trust you to get something done or to keep something a secret or whatever the trust might necessitate. Right. And so while we talk about trust, there's another image for you here with if you're following along in the slides, there's a slide with a guy pushing a wheelbarrow across a tightrope.

And this was actually on the cover of Time magazine many years ago. I don't know how long ago but if you look at the picture, it's obviously black and white and it's old. And so this guy goes across what's called Niagara Falls walks across the tight rope with a wheelbarrow. And there are all these spectators in there watching them. And they're like, wow, that was amazing. And when he gets to the other side, he says, raise your hand, if you believe that I can go back.

So they all raise their hand. He's like, Okay, awesome, cool. Now, raise your hand if you trust that I can go back without following. And they're like, Well, yeah, we just said, Yeah, you know, like, dude, we know you can do it, just Just do it. And he says, Okay, well, if you really trust that I can do this. Come get in the wheelbarrow.

And so that's the difference between belief and trust. Do you believe that somebody can do it? Do you believe that you can do it? Or do you trust Do you trust enough to get in that wheelbarrow? Who would get in your wheelbarrow? Have you given them reason Have you demonstrated to them reason to trust in you I get asked all the time, how do I build more self confidence, right?

And if you're the type of person that kind of got queasy when I asked if you would trust yourself, if you would get in your own wheelbarrow, that's likely a sign that you've let yourself down in the past. What we've done in the past is in the past, we let we let go of that, right? Let's say I do something stupid, or I say something stupid. All that means is that I did or said something stupid. It doesn't mean I am stupid. And we talked earlier about getting rid of these narratives in these bullshit stories.

Stop defining ourselves by our mistakes, stop identifying with the things that we do have done wrong. If you failed at business, it doesn't mean you're a failure. It doesn't mean you suck at business. It just means you tried to open this business and it didn't work. You couldn't make that work. Tom Brady throws an incomplete pass.

It doesn't mean he sucks. He threw an interception doesn't sucks, right? Run the next play, get back in the huddle run the next fucking play. Even Disney just cancelled an app that they spent years developing. Right? They lost millions of dollars on this thing.

There were probably a team of four to 40 people who develop this thing. They didn't lose their job, Disney didn't go cry and quit. They just said, All right, back to the huddle. What's the next play, run the next play? Right? We need to do the same way.

So if you don't feel like you have enough confidence in yourself, if you don't have the trust to get in your own wheelbarrow on this journey, it's because you've let yourself down in the past. And whether we're talking about self trust and self confidence, or cultivating trust in others on our team, it all comes down to the same thing. delivering on what we say we're going to do, which is one level down in our little period. made here, individual responsibility. Show up, do what you say you're going to do. make little promises, keep them for yourself and for others.

That's how you demonstrate individual responsibility. That's how we build trust and or confidence. Okay? I think trust and confidence are kind of interchangeable in this conversation. And then on top of that, that's where we see the expression of teamwork. Right?

Let's stick with our sports our football analogy of Tom Brady. You know, if he trusts that his receiver is going to run the perfect route or the route that they've practiced and be consistent with the timing and the the pattern, then he can let go of the ball before the receiver comes out of his break. He trusts that he's going to be there. He throws it to the spot, the receivers there makes the catch they get first now right. Without the trust, without the individual responsibility without the trust that teamwork can never be expressed and demonstrated to US spectators. So if you're looking to build teamwork to build culture in your organization, this is a great place to start.

I'm going to end this video here, because this is really kind of a personal development. online course we're not really designing this for teams, organizations, cultures, or companies. But if you have specific questions on how you can transfer this lesson to a pursuit that is beyond you, I'm assuming you're more of a solopreneur. But if you want to apply this to a larger scope, let me know and I'll be happy to help you with that. I'll see you in the next video, where we are going to talk about culture