All right, we've touched on it. We've said the magic buzzword a couple of times. So let's dive in culture. I always enjoy getting asked about culture, whether I'm speaking on leadership or working with organizations, it gives me a chance to go off on a little rant. Culture is not the cute fancy buzzwords that you know that we put on a T shirt or that we put on the wall. It's not the words in our email signature.

What it really is, what culture really is, is the sum of the actions and behaviors that we tolerate that we encourage that we promote, in our relationships in our companies in our organizations. There's a great quote from Tom Landry that basically says, we we get what we demand, and we encourage what we tolerate. So if you're not satisfied with the culture of you, or the culture that exists in your life, in your relationships at your gym, at your place of work within your business, then we need to audit the standards that you're setting the consequences that happen when people fall short of those standards, what you're demanding what you're tolerating. If, if we fail to employ or enact consequences for substandard performances, then those subpar performance is now become the new norm. So whatever we set is our ceiling whatever we set as the standard actually gets lowered and lowered every time we allow less than ideal or less than optimal performances.

Occur without identifying the gap, why that happened and how we actually perform at this pre determined ideal level, right? In other words, we have to hold people accountable to the standards that we've set. What are we tolerating, if we're tolerating less than the standard, then it's our fault that the standard or the ceiling is being lowered. It's our fault that this culture that we want, isn't being maintained or upheld. And so, what we really need to do is empower everybody within our relationship, our organization or ecosystem, community, whatever this thing is that we're looking at. Everyone who is a part of it has to be empowered to hold everybody else to that standard.

You know, one of my favorite things to tell people is, you know, you get results or you can excuses but not both. You cannot have both people who find themselves in the Hall of Fame that they're into, at the end of their career did not get there by accident. You don't just wake up and say, Well, how the hell did I wind up in Rock and Roll Hall of Fame? It's probably because of the hours you spent practicing and the years you spent, you know honing your craft and sharing it with the world. I talked to a Navy SEAL a few weeks ago about fear and anxiety. And if you listen to that bonus in the previous section, you heard him say in that podcast episode, that he's jumped out of an airplane between 809 hundred times it's about two repetitions.

We talked about this in section one with the quadrants of competency You know, this is how we get from ship to sock to Good to Great. Have you done the reps Have you done the intentional focus deep work, where he said, I drew this poetry and yeah, I drew it But it wasn't as good as I wanted it to be, how can I make the leaves better? How can I make the park have more texture? How can I play with the light or the shading? It's only through that deep work and the repetitions that we get to expressing the standard. And we have to hold ourselves accountable to that we have to hold other people accountable to that.

That's how we create culture. Okay, that's what culture really is. And so, what I want you to do is in the next page of your workbook, you're going to see a question at the top. You can ignore the bottom for now we'll get to this later. But it says what am i tolerating from myself that I should not? Okay.

So think about this Tom Landry quote, we get what we demand. We encourage what we tolerate, what actions, what processes, what results Are you tolerating from yourself right now that are below the standard that you have set for yourself, in your relationship, in your health, in your nutrition in your fitness, in your business, whatever. It could be all of them, it could be one of them, write them down. I'm gonna pause it spin two or three minutes thinking about this. What are you tolerating that you should not tolerate. Okay, got it.

Good. So now, we've talked about what you're tolerating from yourself that you shouldn't be talked about, you know, at this point, you can identify these and you can either continue to get those results, or you can identify the actions that are leading to the results that you don't want to get and figure out how to change that. Right. It's exactly what we talked about in the beginning. It's it's the process. It's realizing your life is perfectly designed for the results that you're currently getting.

What do you want to keep getting what do you want to change? Write this is why I love this work. So much of it is transferable to everything that we do. So, accountability consequences, what we demand what we tolerate, we wrote down what we tolerated. The final thing on culture is, it's it's talked about as a buzzword that is kind of the end all deal. But as we commonly think of it, culture, it can be good, right?

It can align team members for these focused efforts for the desire processes and results that we're talking about. yet. At the same time, if we were to impose a culture if we were to impose a belief system, by definition, this is inherently oppressive. So the question of how do we create better culture really becomes a series of questions. What is the culture We want to create, who does this culture serve? does it serve the organization, the entity?

Does it only serve the people at the top? does it serve all of the people? How does it serve both the individual and the system as a whole? Right? And again, this goes back to the world centric, not me centric view that we talked about. How can we help individuals work towards the same goal, right, members of a band singing the same song without losing what makes each unique?

We still want the guitar and the piano and the drums and the bass, all coming together to make one harmonious song. Right? And so when we think about culture in a team or an organization, that's the analogy that I want you to focus on and build around is is a band. How can we be a great band where each musician is performing his or her role individually? Yet harmoniously to help the team succeed or the organization the entity succeed as a whole. Alright, that's it for culture.

See in the next video, and we're actually going to close this leadership section with video number five and we're going to talk about leadership as an hourglass.