Dr. Michael Gervais

Full stop.

That's how you do it.

And I'll tell you a story.

It was in Formula One.

I spent some time in Formula One, one of the most high-performing sporting environments on the planet.

And after the race, I mean, the engineers, we all know the athletes, they call themselves the pilots, the drivers of the cars, and they're kind of the stars.

The car itself is a star in Formula One.

And there's thousands of people that are working to help the car and the driver to shave off hundreds of a millisecond across high-speed corners.

This is an all-in, high-speed, high-agile, consequential environment that they're working in.

After debrief, the meetings that I've been part of in one team in particular, the engineer, the lead engineer would raise his hand after the meeting and start the meeting by saying, okay, everybody, here's the two ways that I screwed up.

You know, here's the two mistakes I'm going to sort out.

I don't have the answers, but I'm aware of A, B, and C that I did at this moment in this moment.

And, you know, I'm going to look for Hala.

I want to connect with you afterwards to make sure that you help me through some of these blind spots.

So they are showing that they are part of the ecosystem and none of us is perfect, of course.

So when a leader does that, it creates air cover for other people to speak the truth about what happened.

So again, it's in service of the shared mission.

And if everybody's in service of the mission, but the mission is not in service of their experience in life, that doesn't work.

It's an exhaustive, extractive model.

So the company needs to know their mission or purpose, and the individual needs to know their purpose.