And the book is based off of a research study that you conducted.

Yeah, this has been an interesting process because, I mean, as you know, most of your listeners probably don't.

In presenting this information, my sons, Tanner and Drew, actually are part of it often.

In...

they compete at a very high level in ninja warrior if you've ever seen the show and so we use a ninja warrior as a metaphor in talking about this high performance and and really that came out of the fact that as they were training and i was helping kind of coach them in the in the gym and walking through it we were talking about all these lessons and all the the same conversations i have with executive teams and leaders and sales people in what i do and so i found that there were some really cool correlations and metaphors that could kind of bring some of the ideas to life but as we dove into it i was curious From my own perspective, I think I'm a pretty high performing person.

I'm watching, you know, I'm working with very high performing teams.

And I could give you, you know, my thoughts and feelings around it.

So for mature, successful executives who are already the legend in their organization, what would be some of the first steps to avoid sliding into irrelevance for them? You know, if we were to

OK, what does that mean?

So deep work I think is based in sustainable efforts.

From a sales standpoint, deep work means that you're building real relationships.

It's not transactional, right? Deep work means that you have an understanding of purpose, what fuels you, why you're doing what you're doing.

It's not just showing up for the paycheck, it's showing up in purpose because that's meaningful and it comes across that way.

Deep work means that you can create a plan and systems that can be sustaining.

And it's not just based off of intensity, but you can create real consistency.

How do you craft that high performance team?