Where do we even get started with this?

Yeah, I would start with a self-assessment, which we have online for free.

I give the address later.

Do the self-assessment and see where you really are.

And then we have a team assessment that we'd encourage you to have your team take and then have a discussion about where should we start.

Because each team member sees the situation slightly differently, but collectively, we have genius.

Because we have our blind spots.

So can you give us maybe a story or an example of someone that maybe has, you know, read through the book or using the principles that you guys wrote in the book and help turn around our organization, you know, get them all to be bought in?

Mm-hmm

... over and over again.

So here's an alternative.

The next time you have some great idea, what I'd ask you to do is do work first, which is ask yourself the question, what problem is my great idea addressing? What specific problem? Number one.

Second question, how do I know my idea is a great idea? The second question will let you know what your implicit criteria is.

What's the checklist in your head that lets you know it's a good idea? Then when you meet with your team, instead of blah, blah, blah-ing your idea, all you do is say, "You know what? I've been really concerned about the amount of waste on the factory floor.

You know, the data suggests we've gone from 7% to 12%, and I would really be interested in ideas on how we can address this waste issue on the factory floor.

It's 'cause we're hammering and hammering and hammering, and we're not actually building.

Where was

it? Well, you know, let's be fair to the leaders of the time.

If you go back in history, let's go back 100 years.

The average education was seventh grade and jobs were broken down into small pieces.

And people were just told what to do because they knew how to work the farm.

They didn't know how to work in factories.

And so leadership evolved into my job is to tell you what to do.

What's the organization or one or two that you would like to cite today? that are sort of the poster child behind buy-in?

What differentiates Garrison Growth? What's the it factor?

Yeah, a great question, and probably our clients who get results are better positioned to answer that.

But what I'll tell you, what we aim to do is redefine how teams work together to provide them tools to communicate and prioritize and align on what's to get done, and then give them rhythms of accountability.

So we do this through coaching, we do it through strategic planning, we do it through leadership development.And what we find in organizations are generally the CEO and the C-suite, very competent people, really good at what they do, and their purview is their world.

If you're a VP of manufacturing, your world is manufacturing.

And what we ask people to do is to elevate and become a member of the senior team and to communicate and connect and explore with other senior team members what's possible here.

Not what's our budget, not, "Oh, we want to achieve 7% growth." It's what's possible here.

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