Stephen Collar

You may be aware of the full menu, but you're like, and usually it's the flow triggers that sit in between your strengths, your organizational strengths and your organizational values. So usually when I work with companies, when we go in and most companies know what their values are because they got a mission statement.

You may be aware of the full menu, but you're like, and usually it's the flow triggers that sit in between your strengths, your organizational strengths and your organizational values. So usually when I work with companies, when we go in and most companies know what their values are because they got a mission statement.

And if you're a good company, you have your leadership qualities that you already like. So you have both of those. You know what your strengths are and you know. And if you don't know what your strengths are, I always tell people this is really easy. Think about your five favorite employees, list five traits that they have and look for the ones that they have in common.

And if you're a good company, you have your leadership qualities that you already like. So you have both of those. You know what your strengths are and you know. And if you don't know what your strengths are, I always tell people this is really easy. Think about your five favorite employees, list five traits that they have and look for the ones that they have in common.

you're probably going to have one or two in common, and those are your strengths. So look for a flow trigger that sits in between your strengths and your values. And here's the cool thing, flow triggers. So we talked about challenge, skills, balance, novelty, complexity, unpredictability. These are other flow triggers.

you're probably going to have one or two in common, and those are your strengths. So look for a flow trigger that sits in between your strengths and your values. And here's the cool thing, flow triggers. So we talked about challenge, skills, balance, novelty, complexity, unpredictability. These are other flow triggers.

Google is great with the challenge skills balance because anytime you're emphasizing continual learning, which is what Google does, that's the challenge skills balance. That's how we learn. You walk up the challenge skills balance. So they're really big on that. Or Google is also big on autonomy. That's another flow trigger that they leverage.

Google is great with the challenge skills balance because anytime you're emphasizing continual learning, which is what Google does, that's the challenge skills balance. That's how we learn. You walk up the challenge skills balance. So they're really big on that. Or Google is also big on autonomy. That's another flow trigger that they leverage.

And autonomy, so this is interesting to know, but autonomy... and attention are coupled systems in the brain. So if you're not actually in charge of your own life and making your own decisions, you can't maximize focus. So Google gets at this really easy, 20% time.

And autonomy, so this is interesting to know, but autonomy... and attention are coupled systems in the brain. So if you're not actually in charge of your own life and making your own decisions, you can't maximize focus. So Google gets at this really easy, 20% time.

The classic Google, like if you work at Google, you spend 20% of your time on a project that improves Google, but is aligned with your values. That's like autonomy. That's a flow trigger. But what we've discovered is Culture matters so much. We've been talking a lot about this. And a lot of the question is, how do you instill a culture? How do you build the culture you want to build?

The classic Google, like if you work at Google, you spend 20% of your time on a project that improves Google, but is aligned with your values. That's like autonomy. That's a flow trigger. But what we've discovered is Culture matters so much. We've been talking a lot about this. And a lot of the question is, how do you instill a culture? How do you build the culture you want to build?

What we found is that flow triggers turn strengths into values. So if you want to build a culture and you've got organizational strengths, figure out the flow triggers that are going to link to the values you want. And that's how you actually do that. That's how most companies do that. It's just this is the biology underneath it.

What we found is that flow triggers turn strengths into values. So if you want to build a culture and you've got organizational strengths, figure out the flow triggers that are going to link to the values you want. And that's how you actually do that. That's how most companies do that. It's just this is the biology underneath it.

And like all all we've done is just sort of like looked at what worked. This is how I like I was training companies for a while and it was OK. We were good. We weren't great. And I was like, why are we not great? Why are we not great? What's fucking hard about this? And so I did a giant, I'm going to white paper it out at some point.

And like all all we've done is just sort of like looked at what worked. This is how I like I was training companies for a while and it was OK. We were good. We weren't great. And I was like, why are we not great? Why are we not great? What's fucking hard about this? And so I did a giant, I'm going to white paper it out at some point.

I did this giant study on all the companies that were best at it. I was like, oh, I don't need to train companies on like 28 flow triggers and all this other stuff. I literally need to figure out what are the two triggers that sit in between strength and values. And then we do active recovery, distraction management, and a couple other things. And I can literally half day, full day.

I did this giant study on all the companies that were best at it. I was like, oh, I don't need to train companies on like 28 flow triggers and all this other stuff. I literally need to figure out what are the two triggers that sit in between strength and values. And then we do active recovery, distraction management, and a couple other things. And I can literally half day, full day.

And it's a blast. I do it myself because the results have been so good. It's so fun to lead the workshops.

And it's a blast. I do it myself because the results have been so good. It's so fun to lead the workshops.