How do we make sure that the team don't forget the original purpose, that you don't wake up one day and find out that you were trying to sail to Hawaii and you missed it significantly and ended up in New Zealand?

Yeah.

I mean, I will say, I think for leaders, often the more challenging piece is that they set out for Hawaii and then they're 200 yards off the coast and they get stuck in the rowing there.

Then they actually ended up way far.

But I think the leader's job is to continue to come back to that vision again and to help people feel their own connection to it.

So I have one client that's a health technology company that I've been working with for the last four months more intensely.

And one of the first things I did in leading their leadership team off sites was to actually have them go around and ask, why this purpose for you? We can talk about the values, we can talk about the mission in the organization, but what really shifted their level of vulnerability, collaboration, sense of each other as humans and not just wearing the hat of the role that they were wearing was hearing the story of why it mattered to them and to have them bring that conversation to their teams.

That was performative.

is the idea of the intersection of personal growth and strategy and for people who are familiar with my work it's really you know i look at leadership especially a non-profit because that's mostly the biggest pain right and often we want strategy to fix us right we want to say if we have this perfect tool and then use that tool sort of how you see this

I mean, I love the framing because I think it's really as important and that inner peace is our mindset.

I think how I frame it a little bit to build is just that it's our paradigm shift.

Our way of seeing the world actually sets what we see as even possible.

And it also changes what we think our role is as a leader.

So one example is I have a client who is a funder working with immigrants and refugees.

And last year, she came into a session wanting to move a million dollars fast.

And I think that's maybe, you know, what is the cost? What do you see as the cost of that? And how do you help people step into a new boldness?

Right.

I think it's that moment of picking our head up from the individual work to say, what's the upstream work that's needed here? What is the bigger picture? How is our work contributing to a broader ecosystem? And it sounds like that...

opportunity to define it was the, you know, the highest leverage point is that paradigm shift.

I think I've studied with the Academy for Systems Change and some of Danilo Meadows' work there.

And at that kind of the highest leverage point for system in the system is that, is that perception, is that paradigm.

And so it went from one house at a time to we are contributing to affordable, a structure for affordable housing for all.

I think some paraphrase of what you just said, right? Yeah.

So, um, so just thinking about polarity and your questioning of the binary, the, the, you know, prison of two ideas, as they say, I would love for you to just take a few minutes and walk through these six C's these three polarities And just to describe them enough to pique people's interest, because I just thought they were beautifully framed.