Jon Acuff

Like a permission slip was really important as a kid.

And so then I started to explore the permissions, and that's where it ended up with this framework of permission to dream, plan, do, review, where if you do those four things in a row, it's almost hard not to produce a life you like.

It's almost hard to not enjoy what you're capable of.

So permission – and it's funny.

As I created it, I would be in meetings with CEOs that were talking.

They wanted me to come speak at their company, and they'd go –

we've got a new directive and we've changed some things and we're trying to give people permission to own their part of the business again.

We used to have this manager who was really tight fisted and he made them all into executors.

None of them are thinkers anymore.

And we want to open the permission back up to go, you get to do this.

You have permission to try.

Like we're trying to give them permission to risk.

Like they're really scared right now.

How do we give them permission?

And so that was a great validation in conversations like that of like, Oh man,

How do we give each other permission?

How do I give myself permission to try something that probably won't work the first time?

Maybe not the 10th time.

No, and we're really unfair and unkind to ourselves.

So like even the permission to expand your definition of what counts.