I post this in another group because you all have heard me talk about that 95% of leaders believe that they’re self-aware of it only 10 to 15% actually are. When emotions rise, what can we learn? https://www.skool.com/leaderlens/cohort-members?p=a04c23c8

Thank you all for helping me continue to grow in my faith! Have an amazing Easter Sunday. Remember the reason for the season!

Video link of Ben & Myron this week. 𝐅𝐚𝐬𝐭 𝐟𝐰𝐝 𝐭𝐨 𝐭𝐡𝐞 𝟏 𝐡𝐨𝐮𝐫 𝟏𝟔 𝐦𝐢𝐧𝐮𝐭𝐞 𝐩𝐨𝐢𝐧𝐭 in the video and listen to Ben drawing about the Power Law. (It's also his next book). You can watch roughly 15 minutes and will get the idea. We will discuss tomorrow. (talk about anti-fragile). 𝐁𝐞𝐥𝐨𝐰 𝐢𝐬 𝐚 𝐬𝐮𝐦𝐦𝐚𝐫𝐲 𝐨𝐟 𝐭𝐡𝐞 𝐞𝐧𝐭𝐢𝐫𝐞 𝐯𝐢𝐝𝐞𝐨. 𝟏. 𝐘𝐨𝐮𝐫 𝐟𝐮𝐭𝐮𝐫𝐞 𝐢𝐬 𝐬𝐡𝐚𝐩𝐢𝐧𝐠 𝐲𝐨𝐮𝐫 𝐩𝐫𝐞𝐬𝐞𝐧𝐭 One of the biggest ideas in the discussion is that the future is not just something you hope for. It is a tool. Your goals are already shaping your present decisions, your focus, and what you consider signal versus noise. In other words, the future version of your life is either directing you now, or your past is. 𝟐. 𝐆𝐫𝐨𝐰𝐭𝐡 𝐚𝐧𝐝 𝐬𝐜𝐚𝐥𝐞 𝐚𝐫𝐞 𝐧𝐨𝐭 𝐭𝐡𝐞 𝐬𝐚𝐦𝐞 𝐭𝐡𝐢𝐧𝐠 A strong distinction between growth and scale. Growth often looks like doing more. Scale requires becoming more selective, more strategic, and building around a different level of capability. Dr. Hardy and Myron keep coming back to the fact that 10x does not come from adding more effort. It comes from eliminating what no longer fits the goal. 𝟑. 𝐍𝐞𝐰 𝐠𝐨𝐚𝐥𝐬 𝐫𝐞𝐪𝐮𝐢𝐫𝐞 𝐚 𝐧𝐞𝐰 𝐟𝐥𝐨𝐨𝐫 A major concept from is raising the floor. Once the goal changes, what used to be excellent may no longer be enough for where you are going. That applies to habits, standards, relationships, capabilities, and even the people around you. This is not a moral judgment. It is a relevance judgment tied to the goal. 𝟒. 𝐓𝐡𝐞 𝐟𝐮𝐭𝐮𝐫𝐞 𝐚𝐭𝐭𝐫𝐚𝐜𝐭𝐬 𝐛𝐞𝐭𝐭𝐞𝐫 “𝐖𝐇𝐎’𝐬” Ben reinforces the "Who, Not How" principle. Bigger goals force different decisions and attract different people. When someone begins operating from scale instead of growth, they start bringing in people whose capacity is already closer to the goal. 𝟓. 𝐒𝐩𝐞𝐜𝐢𝐟𝐢𝐜 𝐛𝐞𝐚𝐭𝐬 𝐛𝐫𝐨𝐚𝐝 One of the more practical business points is that scaling required him to narrow his audience rather than widen it. He says he had to let go of most of his prior audience in order to focus deeply on the small percentage most aligned with the next-level mission. 𝟔. 𝐏𝐨𝐰𝐞𝐫 𝐥𝐚𝐰𝐬 𝐫𝐞𝐰𝐚𝐫𝐝 𝐞𝐱𝐭𝐫𝐞𝐦𝐞 𝐟𝐨𝐜𝐮𝐬 𝐚𝐧𝐝 𝐦𝐚𝐬𝐭𝐞𝐫𝐲

What’s the most important thing this week that you need to do? Let’s talk outcomes. We’ve been discussing process for months. What’s “A” result this week.

𝐏𝐢𝐜𝐤 𝐎𝐧𝐞 𝐏𝐫𝐨𝐦𝐩𝐭 𝐭𝐨 𝐀𝐧𝐬𝐰𝐞𝐫 A lot of leadership advice assumes stability, clear plans, steady execution, predictable inputs. But March has been a good reminder that the world doesn’t really care about our plans. So I want to put a simple question to the group: Is anti-fragility still necessary to be successful, or is it optional? If you think it’s necessary, say why. If you think it’s not, tell us what replaces it. 1. Where did volatility show up for you in the last 10 days, and did you get stronger, stay steady, or take a hit? 2. What part of your leadership or business is most fragile right now (the smallest disruption causes the biggest damage)? 3. Where are you playing it “safe” but actually sitting in the dangerous middle, too much downside, not enough upside? 4. What’s one thing you could remove this month that would make you more resilient immediately (a commitment, dependency, or complexity)?