(highlight:: Prioritize Momentum Over Perfection
Summary:
Rather than getting stuck trying to select the perfect initial missions, it's more beneficial to make a decision, prioritize ones that can be accomplished, build momentum, and use that as a driving force to tackle more challenging missions in the future.
Momentum is considered the most crucial force within an organization, and the feeling of accomplishment and learning from taking action is more significant than striving for perfection in mission selection.
Transcript:
Speaker 2
And between those two conglomerations of potential missions, I would then kind of put it back to HR to make some decisions around some initial initial missions. And I would not sweat it too much around what's the first batch of missions that we're going to do. I even from far removed, I can see the rabbit hole already of making sure we select the perfect missions. And if we don't get it right, then we're going to be screwed, which means now we're going to spend six months like ranking and stacking these potential missions, and we're not actually Going to do the mission. So let's take a swag at it, as you like to say, let's pick a couple. Let's maybe prioritize things we actually think we can do and build some self-efficacy and some momentum and actually accomplishing missions and use that to tackle some of the gnarlier Ones down the road.
Speaker 1
Yeah. And I mean, it feels so good when you get some momentum. It doesn't even really matter. Like, it doesn't really matter what you did. It's just going to feel great to be accomplishing something and learning new moves while you do it.
Speaker 2
I sometimes say something that I think I believe 100% and if it's not 100% it's quite close. Something along the lines of like momentum is the most important force within an organization.)
- Time 0:19:55
-

(highlight:: You Can't Steer a Parked Car: Importance of Momentum in Organizations
Summary:
Maintaining momentum is crucial within organizations as it is the most significant force driving progress.
Once momentum is lost, it becomes extremely challenging to regain. Both positive and negative actions can gain momentum, emphasizing the importance of leveraging it positively.
Initiating momentum and utilizing inertia positively is key to driving organizational success.
It's essential to avoid being stagnant and instead focus on keeping things moving forward, as staying still is akin to trying to steer a parked car.
Transcript:
Speaker 2
I sometimes say something that I think I believe 100% and if it's not 100% it's quite close. Something along the lines of like momentum is the most important force within an organization. 100% If you can do something to keep momentum going on something, do that thing as much as you can, because once something dies or the momentum goes away, it's almost impossible to get It moving again. For better or worse too, like really bad things also get momentum and they will just keep going as well. But in general, if you're trying to like make things happen in an organization, figure out ways to get momentum going and then ride that inertia as long as you can in a positive way.
Speaker 1
Yeah, dude.
Speaker 2
I mean, I always say like you can't stare a parked car. You got to just get going. And I think, you know, in what you said. But you're a toddler at that point sitting on your parents lap just playing, playing, driving. Exactly.
Speaker 1
And what you described in terms of how hand-ringing people can get around something like the selection of missions is pretend driving. Like it is sitting in someone's lap and being like, what would it be like if we were on the open road? And it's like, well, we'll never know if we stay here.)
- Time 0:21:03
- leadership, management, organizational_momentum,

(highlight:: Continuous Improvement and Iteration in Mission Accomplishment
Summary:
Organizations should adopt a continuous approach to accomplishing missions by spinning down teams after completion, starting new missions, and iterating on the process.
It is not about getting it perfect on the first try, but rather gaining more opportunities to improve and learn. Starting with the right missions and disrupting old habits from the beginning is crucial.
Rather than waiting to know all missions before choosing, using a filter to select appropriate missions is an effective strategy for progress.
Transcript:
Speaker 2
The empathy that I can bring to that just real quick is that in a lot of organizations, you get kind of one crack at the new thing. Yeah, dude. And then you need something that punches you in the face. And it's that it's done. So like, I'm only going to do this one time. Like, let's make sure it's the right thing. The op model that you're talking about here, though, is not about doing a set of missions one time. It's about like actually accomplishing missions spinning down that team, starting a new mission, accomplishing it, spinning down that team. And it's an ongoing thing. You don't have to get it 100% right the one time. You'll get more at bats as they say.
Speaker 1
Totally. And like in your description of mission selection, there are just a few things that I want to highlight because in the whole idea of like start the way you mean to go, how you kick them off And pick your first ones is a really good place to start disrupting old habits. So I can hear the thoughts of my HR leader, homies out in the world right now going like, well, shouldn't we know what all the missions are before we choose? And then shouldn't we have like a filtering process for choosing it? It's like, okay, I know, I know what you want to do. Just hear us out that first of all, what you actually can do as a filter on what to do is a very good filter because HR is just as guilty of this as life.)
- Time 0:22:15
-

(highlight:: 1min Snip
Transcript:
Speaker 1
Totally. And like in your description of mission selection, there are just a few things that I want to highlight because in the whole idea of like start the way you mean to go, how you kick them off And pick your first ones is a really good place to start disrupting old habits. So I can hear the thoughts of my HR leader, homies out in the world right now going like, well, shouldn't we know what all the missions are before we choose? And then shouldn't we have like a filtering process for choosing it? It's like, okay, I know, I know what you want to do. Just hear us out that first of all, what you actually can do as a filter on what to do is a very good filter because HR is just as guilty of this as life. And so it's just as guilty of this as lots and lots of other organizations except that HR tends to be even more thinly stretched and even more under resource than other organizations To be like, let's talk about our most perfect ambition, rather than doing our available move. And it's like, just getting out of that is a really interesting shift.
Speaker 2
So that's what I'm saying. There's so much to talk about there and I won't talk about it too long, but there's like often in many organizations, there's such a disincentive for talking about things in a very realistic Way. Like, yeah, if we're not shooting for the moon, like, what are we doing here?)
- Time 0:22:49
-

(highlight:: Organizational Strategy: Focus On Your Available Move Rather Than Your Perfect Ambition
Summary:
Organizations often struggle with the concept of choosing their missions before knowing all possibilities and implementing a filtering process.
The speaker emphasizes the importance of focusing on what can be done as a filter instead of aiming for the perfect ambition, highlighting the tendency for HR and other organizations to prioritize ambitious goals over feasible actions. The speaker points out the disincentive in many organizations for discussing realistic strategies and the unhealthy consequences of solely aiming for the highest aspirations.
It's crucial to shift the focus towards practical moves and realistic discussions rather than spending excessive time on unattainable ambitions.
Transcript:
Speaker 1
So I can hear the thoughts of my HR leader, homies out in the world right now going like, well, shouldn't we know what all the missions are before we choose? And then shouldn't we have like a filtering process for choosing it? It's like, okay, I know, I know what you want to do. Just hear us out that first of all, what you actually can do as a filter on what to do is a very good filter because HR is just as guilty of this as life. And so it's just as guilty of this as lots and lots of other organizations except that HR tends to be even more thinly stretched and even more under resource than other organizations To be like, let's talk about our most perfect ambition, rather than doing our available move. And it's like, just getting out of that is a really interesting shift.
Speaker 2
So that's what I'm saying. There's so much to talk about there and I won't talk about it too long, but there's like often in many organizations, there's such a disincentive for talking about things in a very realistic Way. Like, yeah, if we're not shooting for the moon, like, what are we doing here? And it's can really spawn some unhealthy situations.
Speaker 3
What's like, how people talk about strategy?
Speaker 1
It's like, let's spend six months making the most. We're whispering because nobody should. We don't want anybody to know that this is true. It's true. It's like we spend six months making sure we're using the word optimize instead of maximize on bullet for a strategy that we can't fucking do. And it's like, we can apply those muscles to anything because they're very well developed. So we're not going to do that with mission based teaming.)
- Time 0:23:05
-

(highlight:: Focus on Action over Perfection
Summary:
Many organizations have a disincentive to talk realistically, focusing too much on perfection and using vague language like 'optimize' instead of 'maximize'.
This approach hinders progress and can lead to unhealthy situations. Instead of trying to 'make sure' of everything, it's more effective to take action, learn from the process, and iterate quickly to achieve goals and missions efficiently.
Transcript:
Speaker 2
So that's what I'm saying. There's so much to talk about there and I won't talk about it too long, but there's like often in many organizations, there's such a disincentive for talking about things in a very realistic Way. Like, yeah, if we're not shooting for the moon, like, what are we doing here? And it's can really spawn some unhealthy situations.
Speaker 3
What's like, how people talk about strategy?
Speaker 1
It's like, let's spend six months making the most. We're whispering because nobody should. We don't want anybody to know that this is true. It's true. It's like we spend six months making sure we're using the word optimize instead of maximize on bullet for a strategy that we can't fucking do. And it's like, we can apply those muscles to anything because they're very well developed. So we're not going to do that with mission based teaming. Two is you use the phrase that is the most HR phrase that I would like stricken from the record of all time, which is make sure. Like, I feel like HR's entire identity. And this was absolutely true in my tenure in the field is make sure. We actually can't make sure of something we haven't done yet. So all we can do is get going and six months of trying to make sure that we're doing the right mission comes at the cost of being able to do three missions in that period of time and find the Fuck out. Yeah. So we're going to do that instead.)
- Time 0:23:57
-

(highlight:: The Importance of Taking an Agile Approach to Organizational Mission & Strategy
Summary:
Focusing on perfecting the wording or trying to 'make sure' of a mission before starting can hinder progress.
Instead of wasting time on perfecting details, it's crucial to take action and get things moving. By being agile and starting on missions without over-planning, organizations can uncover unexpected, impactful missions that were not initially on their radar.
Staying in the planning phase only reveals more obstacles, not the valuable insights hidden underneath.
Therefore, it's essential to embrace a hands-on approach, turning over rocks to discover hidden opportunities rather than getting stuck in over-planning.
Transcript:
Speaker 1
It's like we spend six months making sure we're using the word optimize instead of maximize on bullet for a strategy that we can't fucking do. And it's like, we can apply those muscles to anything because they're very well developed. So we're not going to do that with mission based teaming. Two is you use the phrase that is the most HR phrase that I would like stricken from the record of all time, which is make sure. Like, I feel like HR's entire identity. And this was absolutely true in my tenure in the field is make sure. We actually can't make sure of something we haven't done yet. So all we can do is get going and six months of trying to make sure that we're doing the right mission comes at the cost of being able to do three missions in that period of time and find the Fuck out. Yeah. So we're going to do that instead.
Speaker 2
Yeah, I love that because I'm sitting on this hypothesis, which I will be really curious to see if it shakes out that the most impactful mission that many organizations will do, let's Say in their first 18 months, is something that wasn't even originally on their radar that it was only uncovered by a different mission that actually made us realize, Oh, this is the Other thing that we really need to go do. And if we hadn't got started, we never would have lifted up that rock that that really important mission is hiding under.
Speaker 1
Yeah, it's so true. And it's like no amount of staying in planning will uncover that. It'll just show you more rocks. It won't show you what's underneath any of them.
Speaker 2
Yeah, we got to go. We got to go turn over some rocks.)
- Time 0:24:29
-

(highlight:: Uncovering Impactful Missions
Summary:
Organizations may uncover their most impactful missions by engaging in different initial missions.
Staying in planning won't reveal these missions; action is needed to turn over rocks and discover what's underneath. Research supports this approach, with the Hollywood model emphasizing the importance of exploring unexpected paths for organizational success.
Transcript:
Speaker 2
Yeah, I love that because I'm sitting on this hypothesis, which I will be really curious to see if it shakes out that the most impactful mission that many organizations will do, let's Say in their first 18 months, is something that wasn't even originally on their radar that it was only uncovered by a different mission that actually made us realize, Oh, this is the Other thing that we really need to go do. And if we hadn't got started, we never would have lifted up that rock that that really important mission is hiding under.
Speaker 1
Yeah, it's so true. And it's like no amount of staying in planning will uncover that. It'll just show you more rocks. It won't show you what's underneath any of them.
Speaker 2
Yeah, we got to go. We got to go turn over some rocks.
Speaker 1
So obviously this is the way of the future. And here's the thing, there's really broad recognition around this. There's a lot of research. There's research coming from the Kinsey. There's research coming from Josh person who is like a very brilliant thinker in the HR field that basically articulates all of the conditions and ideas around the Hollywood model.)
- Time 0:25:22
-

(highlight:: Prioritize Momentum Over Perfection
Summary:
Rather than getting stuck trying to select the perfect initial missions, it's more beneficial to make a decision, prioritize ones that can be accomplished, build momentum, and use that as a driving force to tackle more challenging missions in the future.
Momentum is considered the most crucial force within an organization, and the feeling of accomplishment and learning from taking action is more significant than striving for perfection in mission selection.
Transcript:
Speaker 2
And between those two conglomerations of potential missions, I would then kind of put it back to HR to make some decisions around some initial initial missions. And I would not sweat it too much around what's the first batch of missions that we're going to do. I even from far removed, I can see the rabbit hole already of making sure we select the perfect missions. And if we don't get it right, then we're going to be screwed, which means now we're going to spend six months like ranking and stacking these potential missions, and we're not actually Going to do the mission. So let's take a swag at it, as you like to say, let's pick a couple. Let's maybe prioritize things we actually think we can do and build some self-efficacy and some momentum and actually accomplishing missions and use that to tackle some of the gnarlier Ones down the road.
Speaker 1
Yeah. And I mean, it feels so good when you get some momentum. It doesn't even really matter. Like, it doesn't really matter what you did. It's just going to feel great to be accomplishing something and learning new moves while you do it.
Speaker 2
I sometimes say something that I think I believe 100% and if it's not 100% it's quite close. Something along the lines of like momentum is the most important force within an organization.)
- Time 0:19:55
-

(highlight:: You Can't Steer a Parked Car: Importance of Momentum in Organizations
Summary:
Maintaining momentum is crucial within organizations as it is the most significant force driving progress.
Once momentum is lost, it becomes extremely challenging to regain. Both positive and negative actions can gain momentum, emphasizing the importance of leveraging it positively.
Initiating momentum and utilizing inertia positively is key to driving organizational success.
It's essential to avoid being stagnant and instead focus on keeping things moving forward, as staying still is akin to trying to steer a parked car.
Transcript:
Speaker 2
I sometimes say something that I think I believe 100% and if it's not 100% it's quite close. Something along the lines of like momentum is the most important force within an organization. 100% If you can do something to keep momentum going on something, do that thing as much as you can, because once something dies or the momentum goes away, it's almost impossible to get It moving again. For better or worse too, like really bad things also get momentum and they will just keep going as well. But in general, if you're trying to like make things happen in an organization, figure out ways to get momentum going and then ride that inertia as long as you can in a positive way.
Speaker 1
Yeah, dude.
Speaker 2
I mean, I always say like you can't stare a parked car. You got to just get going. And I think, you know, in what you said. But you're a toddler at that point sitting on your parents lap just playing, playing, driving. Exactly.
Speaker 1
And what you described in terms of how hand-ringing people can get around something like the selection of missions is pretend driving. Like it is sitting in someone's lap and being like, what would it be like if we were on the open road? And it's like, well, we'll never know if we stay here.)
- Time 0:21:03
- leadership, management, organizational_momentum,

(highlight:: Continuous Improvement and Iteration in Mission Accomplishment
Summary:
Organizations should adopt a continuous approach to accomplishing missions by spinning down teams after completion, starting new missions, and iterating on the process.
It is not about getting it perfect on the first try, but rather gaining more opportunities to improve and learn. Starting with the right missions and disrupting old habits from the beginning is crucial.
Rather than waiting to know all missions before choosing, using a filter to select appropriate missions is an effective strategy for progress.
Transcript:
Speaker 2
The empathy that I can bring to that just real quick is that in a lot of organizations, you get kind of one crack at the new thing. Yeah, dude. And then you need something that punches you in the face. And it's that it's done. So like, I'm only going to do this one time. Like, let's make sure it's the right thing. The op model that you're talking about here, though, is not about doing a set of missions one time. It's about like actually accomplishing missions spinning down that team, starting a new mission, accomplishing it, spinning down that team. And it's an ongoing thing. You don't have to get it 100% right the one time. You'll get more at bats as they say.
Speaker 1
Totally. And like in your description of mission selection, there are just a few things that I want to highlight because in the whole idea of like start the way you mean to go, how you kick them off And pick your first ones is a really good place to start disrupting old habits. So I can hear the thoughts of my HR leader, homies out in the world right now going like, well, shouldn't we know what all the missions are before we choose? And then shouldn't we have like a filtering process for choosing it? It's like, okay, I know, I know what you want to do. Just hear us out that first of all, what you actually can do as a filter on what to do is a very good filter because HR is just as guilty of this as life.)
- Time 0:22:15
-

(highlight:: 1min Snip
Transcript:
Speaker 1
Totally. And like in your description of mission selection, there are just a few things that I want to highlight because in the whole idea of like start the way you mean to go, how you kick them off And pick your first ones is a really good place to start disrupting old habits. So I can hear the thoughts of my HR leader, homies out in the world right now going like, well, shouldn't we know what all the missions are before we choose? And then shouldn't we have like a filtering process for choosing it? It's like, okay, I know, I know what you want to do. Just hear us out that first of all, what you actually can do as a filter on what to do is a very good filter because HR is just as guilty of this as life. And so it's just as guilty of this as lots and lots of other organizations except that HR tends to be even more thinly stretched and even more under resource than other organizations To be like, let's talk about our most perfect ambition, rather than doing our available move. And it's like, just getting out of that is a really interesting shift.
Speaker 2
So that's what I'm saying. There's so much to talk about there and I won't talk about it too long, but there's like often in many organizations, there's such a disincentive for talking about things in a very realistic Way. Like, yeah, if we're not shooting for the moon, like, what are we doing here?)
- Time 0:22:49
-

(highlight:: Organizational Strategy: Focus On Your Available Move Rather Than Your Perfect Ambition
Summary:
Organizations often struggle with the concept of choosing their missions before knowing all possibilities and implementing a filtering process.
The speaker emphasizes the importance of focusing on what can be done as a filter instead of aiming for the perfect ambition, highlighting the tendency for HR and other organizations to prioritize ambitious goals over feasible actions. The speaker points out the disincentive in many organizations for discussing realistic strategies and the unhealthy consequences of solely aiming for the highest aspirations.
It's crucial to shift the focus towards practical moves and realistic discussions rather than spending excessive time on unattainable ambitions.
Transcript:
Speaker 1
So I can hear the thoughts of my HR leader, homies out in the world right now going like, well, shouldn't we know what all the missions are before we choose? And then shouldn't we have like a filtering process for choosing it? It's like, okay, I know, I know what you want to do. Just hear us out that first of all, what you actually can do as a filter on what to do is a very good filter because HR is just as guilty of this as life. And so it's just as guilty of this as lots and lots of other organizations except that HR tends to be even more thinly stretched and even more under resource than other organizations To be like, let's talk about our most perfect ambition, rather than doing our available move. And it's like, just getting out of that is a really interesting shift.
Speaker 2
So that's what I'm saying. There's so much to talk about there and I won't talk about it too long, but there's like often in many organizations, there's such a disincentive for talking about things in a very realistic Way. Like, yeah, if we're not shooting for the moon, like, what are we doing here? And it's can really spawn some unhealthy situations.
Speaker 3
What's like, how people talk about strategy?
Speaker 1
It's like, let's spend six months making the most. We're whispering because nobody should. We don't want anybody to know that this is true. It's true. It's like we spend six months making sure we're using the word optimize instead of maximize on bullet for a strategy that we can't fucking do. And it's like, we can apply those muscles to anything because they're very well developed. So we're not going to do that with mission based teaming.)
- Time 0:23:05
-

(highlight:: Focus on Action over Perfection
Summary:
Many organizations have a disincentive to talk realistically, focusing too much on perfection and using vague language like 'optimize' instead of 'maximize'.
This approach hinders progress and can lead to unhealthy situations. Instead of trying to 'make sure' of everything, it's more effective to take action, learn from the process, and iterate quickly to achieve goals and missions efficiently.
Transcript:
Speaker 2
So that's what I'm saying. There's so much to talk about there and I won't talk about it too long, but there's like often in many organizations, there's such a disincentive for talking about things in a very realistic Way. Like, yeah, if we're not shooting for the moon, like, what are we doing here? And it's can really spawn some unhealthy situations.
Speaker 3
What's like, how people talk about strategy?
Speaker 1
It's like, let's spend six months making the most. We're whispering because nobody should. We don't want anybody to know that this is true. It's true. It's like we spend six months making sure we're using the word optimize instead of maximize on bullet for a strategy that we can't fucking do. And it's like, we can apply those muscles to anything because they're very well developed. So we're not going to do that with mission based teaming. Two is you use the phrase that is the most HR phrase that I would like stricken from the record of all time, which is make sure. Like, I feel like HR's entire identity. And this was absolutely true in my tenure in the field is make sure. We actually can't make sure of something we haven't done yet. So all we can do is get going and six months of trying to make sure that we're doing the right mission comes at the cost of being able to do three missions in that period of time and find the Fuck out. Yeah. So we're going to do that instead.)
- Time 0:23:57
-

(highlight:: The Importance of Taking an Agile Approach to Organizational Mission & Strategy
Summary:
Focusing on perfecting the wording or trying to 'make sure' of a mission before starting can hinder progress.
Instead of wasting time on perfecting details, it's crucial to take action and get things moving. By being agile and starting on missions without over-planning, organizations can uncover unexpected, impactful missions that were not initially on their radar.
Staying in the planning phase only reveals more obstacles, not the valuable insights hidden underneath.
Therefore, it's essential to embrace a hands-on approach, turning over rocks to discover hidden opportunities rather than getting stuck in over-planning.
Transcript:
Speaker 1
It's like we spend six months making sure we're using the word optimize instead of maximize on bullet for a strategy that we can't fucking do. And it's like, we can apply those muscles to anything because they're very well developed. So we're not going to do that with mission based teaming. Two is you use the phrase that is the most HR phrase that I would like stricken from the record of all time, which is make sure. Like, I feel like HR's entire identity. And this was absolutely true in my tenure in the field is make sure. We actually can't make sure of something we haven't done yet. So all we can do is get going and six months of trying to make sure that we're doing the right mission comes at the cost of being able to do three missions in that period of time and find the Fuck out. Yeah. So we're going to do that instead.
Speaker 2
Yeah, I love that because I'm sitting on this hypothesis, which I will be really curious to see if it shakes out that the most impactful mission that many organizations will do, let's Say in their first 18 months, is something that wasn't even originally on their radar that it was only uncovered by a different mission that actually made us realize, Oh, this is the Other thing that we really need to go do. And if we hadn't got started, we never would have lifted up that rock that that really important mission is hiding under.
Speaker 1
Yeah, it's so true. And it's like no amount of staying in planning will uncover that. It'll just show you more rocks. It won't show you what's underneath any of them.
Speaker 2
Yeah, we got to go. We got to go turn over some rocks.)
- Time 0:24:29
-

(highlight:: Uncovering Impactful Missions
Summary:
Organizations may uncover their most impactful missions by engaging in different initial missions.
Staying in planning won't reveal these missions; action is needed to turn over rocks and discover what's underneath. Research supports this approach, with the Hollywood model emphasizing the importance of exploring unexpected paths for organizational success.
Transcript:
Speaker 2
Yeah, I love that because I'm sitting on this hypothesis, which I will be really curious to see if it shakes out that the most impactful mission that many organizations will do, let's Say in their first 18 months, is something that wasn't even originally on their radar that it was only uncovered by a different mission that actually made us realize, Oh, this is the Other thing that we really need to go do. And if we hadn't got started, we never would have lifted up that rock that that really important mission is hiding under.
Speaker 1
Yeah, it's so true. And it's like no amount of staying in planning will uncover that. It'll just show you more rocks. It won't show you what's underneath any of them.
Speaker 2
Yeah, we got to go. We got to go turn over some rocks.
Speaker 1
So obviously this is the way of the future. And here's the thing, there's really broad recognition around this. There's a lot of research. There's research coming from the Kinsey. There's research coming from Josh person who is like a very brilliant thinker in the HR field that basically articulates all of the conditions and ideas around the Hollywood model.)
- Time 0:25:22
-