What Is A Violent Agreement

So, can you tell me, um, the process and the experience of bringing things like core values to the team? How`s it going? I think we did a good job at the beginning. So we had a meeting. We printed them. We have laminated these beautiful, beautifully designed leaves of brand value, essentially. And then, for the next few weeks, I feel like we`re going to hit the base with the team in a little meeting, and — JOSHUA: – At one point, we really said, “Can someone give me an example for someone to exercise that value this week?” And it worked [inaudible] LAURA: Beautiful. It`s great. [36:25] JOSHUA: But then, I think, we had a lot of organizational changes to, in a way, rethink the business model, rethink our target customers. And so we focused so much on that that I don`t know if we continued these reinforcements. But more recently, I think we`ve seen those results come back.

And, and one example I`m going to give is that we`ve had a few projects where there have been situations that have deviated from our values, and our team comes to us and says, “Hey, guys, we met. That is what happened. I don`t think it matches that value. LAURA: Wow. I love it. Joshua: And it was pretty exciting because we have to be consistent. Uh, I think at your point, you know, if we have a value like respect, it only makes sense if you comply with it and stick to everyone. Otherwise, it is ineffective. So if the team brings them to us, we take them very seriously, “otherwise they can make them insignificant if we don`t impose them. Yes, yes. And so, in a way, to work even better, correctly, when we ended up implementing a pull that, like you, you`re familiar with traction, I think. Yes, yes. Yes, yes.

The operating system of companies. yes, so we`ve been putting this in place for a while, and we`ve put those values in it, and now, if we do what we call analyzers, everyone in the organization that has three shots on values is that they go. That`s how it works, isn`t it? How, and it is, it was really hard to see times, oh guy, even Josh and I, sometimes we`re going to have negatives out there, and we`re going to be like, Oh. We must, like, fix this thing above ourselves. We are not paying attention to that. But no one is immune. You know what I mean? Yes, yes. TERRENCE: I think it`s really important in an organization where even the leaders are held to the same specific standards as the others in the organization. For, and the systematization that was, was really helpful for us to actually make sure that we pay attention to it on an ongoing basis. It`s really cool. Yes, yes.

I think part of the process is interesting because it sort of takes emotions out of the equation. Like what, I can have some experience with someone on the team, but if Terrence has had an experience that is different from mine, which basically shows that there is a misdirection on three values, then there is no debate about it. It`s simple, wow, that`s, it`s not who we are. You know? [38:57] LAURA: That`s right. And I also think you talked about respect earlier. We, and about him, would focus on things that we need to improve on, and I`m happy to say that Terrence`s last two quarterly evaluations have been great all along. If we get that respect, there is nothing we can criticize. It`s great. It`s hard. It is extremely difficult to change your behaviour. It`s very hard.

And, um, it was exciting to see that kind of transformation.