Tricia Cerrone

We had a weekly meeting. We had, our teams had task force meetings. We would text each other when we had updates and then talk on the phone if we were available. It was always so positive that I think that contributed to us building a friendship. And also we realized that everything that we were The way that we were treating each other, we were also treating our team and modeling that for them.

We had a weekly meeting. We had, our teams had task force meetings. We would text each other when we had updates and then talk on the phone if we were available. It was always so positive that I think that contributed to us building a friendship. And also we realized that everything that we were The way that we were treating each other, we were also treating our team and modeling that for them.

So they were emulating us and they were also passing it on to new people who we brought on to the team. So it had this ongoing onboarding effect when you would join our team. We noticed that our team, they weren't just amazing. It's not like we got to pick everyone that we wanted. And sometimes we only had people for a short amount of time.

So they were emulating us and they were also passing it on to new people who we brought on to the team. So it had this ongoing onboarding effect when you would join our team. We noticed that our team, they weren't just amazing. It's not like we got to pick everyone that we wanted. And sometimes we only had people for a short amount of time.

But everyone who was on the team always just gave us their A game. They were always solving problems. They were always had just positive energy. We're going to work together to help each other and make everything successful. Every night when we left the company we were talking about, just there was something very different about that project and about that experience.

But everyone who was on the team always just gave us their A game. They were always solving problems. They were always had just positive energy. We're going to work together to help each other and make everything successful. Every night when we left the company we were talking about, just there was something very different about that project and about that experience.

And it's not that neither of us have had, you know, passion and energy on teams. It was just that every positive thing was on that project and in that group and in those people. And so that's when we started deconstructing the experience.

And it's not that neither of us have had, you know, passion and energy on teams. It was just that every positive thing was on that project and in that group and in those people. And so that's when we started deconstructing the experience.

I think so. We had worked together for those three years, and then we both left not too far, maybe in the same year, I'm not sure. But as we would talk and stay in touch, that just kind of friendship, we would always be talking about this project and we finally broke it down. And I would say we broke it down to the behaviors first.

I think so. We had worked together for those three years, and then we both left not too far, maybe in the same year, I'm not sure. But as we would talk and stay in touch, that just kind of friendship, we would always be talking about this project and we finally broke it down. And I would say we broke it down to the behaviors first.

And then we were like, we need to write this because this needs to be captured. Because it's not just about the behaviors, but it's also about how you express them and that you understand why they work. Because lots of times people do the right thing, but then they don't realize why it worked. And so they don't repeat it. And so we felt really strong about we need to write this down.

And then we were like, we need to write this because this needs to be captured. Because it's not just about the behaviors, but it's also about how you express them and that you understand why they work. Because lots of times people do the right thing, but then they don't realize why it worked. And so they don't repeat it. And so we felt really strong about we need to write this down.

And so we ended up doing the book first and then we started looking at how to teach it to people. So it was in that order.

And so we ended up doing the book first and then we started looking at how to teach it to people. So it was in that order.

There's something that kept us together to your point, Vince. And that was, we recognize a noble purpose bigger than ourselves. And that's what's been driving us to keep working together and keep pursuing things. And in some ways, the foundation of our friendship. And I suppose every great relationship has a noble purpose. Even if you're building a family, you have a vision for your family.

There's something that kept us together to your point, Vince. And that was, we recognize a noble purpose bigger than ourselves. And that's what's been driving us to keep working together and keep pursuing things. And in some ways, the foundation of our friendship. And I suppose every great relationship has a noble purpose. Even if you're building a family, you have a vision for your family.

But for us, this noble purpose is that we recognize that a lot of people are not happy in the workplace and they struggle on their teams and it could be easier and it could be better and they could really love their jobs and that was like a metric that edward had come up with we needed the i love my job metric and so we recognized that this was a problem and

But for us, this noble purpose is that we recognize that a lot of people are not happy in the workplace and they struggle on their teams and it could be easier and it could be better and they could really love their jobs and that was like a metric that edward had come up with we needed the i love my job metric and so we recognized that this was a problem and

We also saw that the behaviors of collaboration are not just great leadership behaviors, but they're these human behaviors that everyone can learn. And when they're in action, they make work better and happier. support that noble purpose that we both shared. We want everyone in the workplace in the world to like, yeah, you can enjoy your work.

We also saw that the behaviors of collaboration are not just great leadership behaviors, but they're these human behaviors that everyone can learn. And when they're in action, they make work better and happier. support that noble purpose that we both shared. We want everyone in the workplace in the world to like, yeah, you can enjoy your work.