What’s Your Winning Aspiration? A Key Question that Transforms the Rest of Your Business Strategy

0:04 Ahoy! Captain David Gallimore welcomes you aboard the Regenerate Show, live Mondays, 10 a.m. Pacific on K4HD Radio at K4HD. com. Now, here's your host, Captain Dave, your personal regenerator. All aboard! Ahoy! And welcome, fellow navigators. Welcome aboard to episode 36 of the Regenerate Show. I'm Captain Dave, your personal regenerator. So this show is a safe harbor for my guests to be able to share real stories about the messy middle of personal, professional, and organizational transformation. Today, I'm going to be my own guest. Are you feeling as anxious as I am about life's current challenges? I was just waking up this morning and looked at the cost of organic food that my wife, Margaret, and I love to eat.

1:03 trying to be as nutritious as possible. And I think we paid $ 9 for organic blueberries not too long ago. Food prices are rising currently overall about 30% since the pandemic. And it seems like costs are rising everywhere, especially nutritious food and of course, gas and diesel. And because of our fossil fuel-based economy and food and other products and services, well, not services, but products are brought to us largely by different forms of transportation, be it ships or airplanes or trucks.

1:48 The price of gas and diesel is certainly increasing the cost of our current lives. Rising interest rates, I was just reading a financial review of what the likely interest rates are going to be. It's not clear whether interest rates will be stable or rise between now and the end of the year, but it's likely that they will rise. And of course, the impact of news and social media on our psyches, it's a challenging time. I don't know about you, but my anxiety is compounded not just about the present, but the future. a lot of political uncertainty.

2:29 We've got the U S midterm elections coming up in 15 days. It seems like it was such a long time ago when people were talking about, uh, the midterms, uh, but here they are coming up quickly. And of course we have a continued economic uncertainty from tariffs, uh, the war in the middle East and not to compound yet again, but AI, uh, how it's reshaping the world of work literally, uh, under our feet. But you know what? You're not sailing these storms alone. I have lived for 64 years. I've seen these booms and these busts multiple times. I have figured out a way to become a little bit more resilient with each one of the catastrophes that I've personally experienced or that we culturally have experienced. And so in today's show, we're going to talk a anchor in the storm strategy but before we get into that as you know if you've been a fan of the regenerate show our key principle of the show is regeneration and though my own definition is evolving as i live it regeneration very simply it draws on 3.8 billion years of life's own logic if restore vitality across every because ultimately it's a it's a closed environment But for you and I, where do we start? So I believe, and this has

4:01 been much harder than I expected when I left the corporate crazy back in January of 2022, considering nurturing myself first, taking care of myself. So for you, your sleep, your nutritious food choices, your daily movement, exercise, your mindfulness to strengthen emotional and mental health, When we put our own masks on first, each of us can be then our better selves for the people who matter in our lives. So just like rings on a tree or ripples in a pond, when you throw a pebble into the pond and how those ripples move out, I believe we can be our best selves and create better ripples. So you want peace everywhere. in your own family, your own organization, in your community, in your nation. It really begins with each one of us. So I invite you to consider reviewing some of our early episodes back in February when Rebel Medlar, our producer, helped me kick off the Regenerate show.

5:10 So Matthew Graham on identity and self-worth, Bert Eckert on emotional management. I was talking over the weekend to Dr. Tomas Sarev, And some of the cool things that he's been adding to his cognitive oxygen framework. So we met with him, I want to say in April, talking about health and developing the mental capacity to step back and think, which is the basis of his cognitive oxygen framework. And then my recent episodes on regenerative life and leadership and business. And we'll put those in the show notes for you. So just like a vibrant, strong tree growing from the inside out, My belief is that we can strengthen our own capacity for resilience and adaptability, that we can level up our personal and professional leadership. And ultimately, I challenge us, challenge you, like I challenge myself every day, to be just a little bit better, a better role model to others, to strengthen themselves, their families, their teams, their communities, and working together, our planet, including all life. So in our last episode on regenerative business assessments, we explored Bill Reed's well-known trajectory of ecological design. He laid out a spectrum from extractive to green, to sustainable, to restorative, to finally regenerative business. And I think it's a good model and

6:41 I'll put that model in the show notes as well. So working together, regenerators are moving beyond just being sustainable doing no harm, but instead being more regenerative. How do we create healthier organizations? How do we turn business into a force for good? So consider the last time you walked through a healthy forest, you know, what did you see? What did you experience? It's endlessly renewing throughout the seasons. And I was just talking to Rebel, our producer, about how much we both love the fall. A little bit easier sleeping weather, cooler at night. It's sweater weather. I get all my favorite sweaters I don't get to see for nine months. And there's just this beauty in the world.

7:29 So if you haven't been out in a forest where the maple trees are turning from shades of green to now shades of red and orange and yellow, I'll never forget when I was living on a sailboat in Mystic, Connecticut, and I went up with my girlfriend and to Vermont and New Hampshire and rode horses and just the beauty of the leaves. And then we got so lucky kind of mid-October where the full bloom of those colors just before the leaves fall. And again, it's nature doing what she does best. She's drawing back into the trunk from the leaves, from the branches, all of the sugars. to then protect the tree through the cold winters, certainly in New England and elsewhere. So it's an endlessly renewing process.

8:24 And the forest wastes nothing. So in our lives, when we look at waste, how can we be more like a forest? How can we be more resilient like a forest after a fire or an earthquake or a volcano eruption? I remember when I was going back from a band competition in Southern California, Mount St. Helens blew and dust and dirt and debris and logs and destruction. Oh my God, it was horrific. And people said it's going to be decades before we're going to see life emerge on that mountain. But nature is incredibly powerful and she's incredibly persistent. And within just a couple of short years, we started to see weeds, grasses, and then flowers. And before you knew that, then trees and shrubs and other life was returning. And then, of course, when there's plants to eat, then some of the deer and the elk and the little critters on the ground all started to return. And if you go back to Mount St. Helens, that happened in 1979. So what is that 30-ish years later? It's absolutely a thriving mountain.

9:47 So the abundance of life, it's remarkable. So whether you're a longtime crew member or just now joining for the first time, welcome aboard. So my promise is we're going to have some fun. I hope to leave you inspired and finally leave you with just one key takeaway you can apply before you sleep tonight. So grab a pen. Transformations happen here. So last week we asked, where are you really in your organization, in your business, in your team? And today, we're asking, where are you going? So our theme this week is, what's your winning aspiration? Now, it seems like an easy question, but it's a question that if you really, really go deep, it can transform the rest of your business strategy. And I would submit, because I've applied Roger Martin, who's the founder or creator with AG Lafley, of... the strategy, the five question strategy framework, I apply these questions that we're going to be discussing for business. I just, I use them as well in my personal life. So stand by to be amazed. So what if winning meant more than just a successful business, but it also could include leaving people, planet and profit, as you may know from being a regular business audience for the Regenerate show. I don't think profit is a

11:20 dirty word. I think businesses need to make money responsibly, sustainably, fairly. But if we don't have businesses making profit, then we can't invest in people, in benefits, in innovation to create better products and services. So what if we could do all of that and leave the world a little bit better than we found it? So we're going to do a bit of a mashup today of regenerative principles, as well as business design and Roger Martin and AG Lafley's playing to win strategy cascade, their framework. And we're going to start with this one question that most leaders skip.

12:04 What's your winning aspiration? We're going to see that that question then leads into where to, where do we play? How do we win? What are the capabilities that we need to win? And finally, what are the systems, including the business processes and the tools, for example, use of generative AI, but also the best of people? I think this is one of the challenges of systems and process redesign right now is how do organizations keep the best of what people are known for and what they are doing? most capable in doing, what lights them up, but also what's the best use of generative AI, LLMs, and how does the combination of people and technology, one plus one is not just two, but one plus one is 11.

12:54 We get this multiplier effect if we get this right. So strategy can help us in so many ways, especially when there are literally millions of choices thousands of directions, hundreds of products that organizations could do, that they could pursue different markets, they could pursue different kinds of ideal client profiles. In my own life, this plethora of strategic choice is what really has been, frankly, paralyzing. I'll share with you some of the good, the bad, and the ugly of my own application of Roger Martin's and AG Lafley's strategic questions. All right. So with that as a tee up, I think what I'd like to do is talk a little bit about how I first discovered Roger Martin and his views on strategy. It was when I was helping a client, Jennifer, with a business strategy that she wanted to revise. She didn't feel like her organization was which is a commercial construction services company. They serve school districts in the Washington state area, you know, half a billion dollar bond program to create high school or renovate a high school or build elementary or renovate elementary

14:26 or middle schools. So these are large, large commercial construction projects, multi-year. And so she felt that her organization's business strategy was really not inspiring people. And it also was very much focused on large school districts rather than trying to look at what was perhaps a shift in the market, at least at that time when she and I were working together in 2022. So Jennifer still works at this construction services company. She's elevated her leadership as a result of the inner work that we did and a lot of the strategy work that we did. And so I'm here to tell you that this stuff works. I've seen it work not only with Jennifer, but I've seen it work when I was also helping another company, a software company out of the UK and Australia. And The jury is still out, but I believe it's still working. It's going to be working better for Regenerative World Group. So strategy, you might ask, well, what is that? So strategy is simply an integrated set of choices. And what Roger Martin did so effectively was he kind of broke down strategy into these small chunks that we can now get our head around. And why do most leaders skip it?

15:58 They don't. Typically don't understand what a strategy really is, or they do strategy as a once a year annual planning session where they and their leadership team go offsite, some exotic place, or they lock themselves away in a boardroom and they start to say, well, what do we want to be? What do we want to do? Are we going to be successful financially? but they often just jump straight into tactics or they settle for a very vague aspiration, like let's be the best. So what Roger Martin and A.G. Lafley realized was it all begins with your winning aspiration.

16:42 And in one of the training podcasts that I listened to when I was researching this framework for strategy, Roger Martin tells the story of the Malibu, which I don't think it's still produced. I should have looked that up, but I don't think it is produced still. But back in the day, they were producing about 250,000 cars a year. It's a Chevrolet brand, General Motors, Chevrolet brand. And so they hired Roger Martin to help them improve their company's performance.

17:23 And he began like all good Consultants do, you know, did an assessment, which is the topic of last week's episode. And then he moved to their strategy and he asked them, okay, what's your winning aspiration? And here's, I think the level of creativity in corporate America, their consensus opinion was let's double our car output to 500,000 vehicles. boring, right? Who gives a shit about doubling production of a vehicle? If I'm an engineer, does that float my boat? If I'm a customer service representative, does that float my boat? It probably makes the manufacturing department feel pretty good job security, but it's not getting to get people's hearts and minds.

18:24 And so Going through a brainstorming session, Roger Martin kept asking, well, what would really inspire you? What would get you out of bed on a Monday morning? What would have you be thinking about it constantly? And how would you really measure a different kind of winning aspiration? So one of the things that he did like about the Malibu team's winning aspiration, as boring as it was, was that it was measurable, right? They could confirm that they were actually, their strategy was working because it was on the path to doubling production every year. So one thing led to another and the Malibu team settled on a winning aspiration, which I think is really brilliant. And that was, we want to be the best rated midsize vehicle. So their competition at the time was the Toyota Camry. Now, full disclosure about my own bias, my family and I have owned Fords, we've owned Oldsmobiles, we've owned different US vehicles.

19:39 But when we bought Toyota vehicles and the variant uh, Lexus, it was like, oh my God, you know, there's a reason why these cars are the best rated in their class. They're the company Toyota is committed to quality. Uh, yes, they're more expensive and the parts and the repair costs are more expensive, but we drive our Toyota vehicles and our Lexus vehicles, um, until they die. I remember we got over 300,000 miles in a Lexus ES300 that we owned. That was my car for 25 years. And so they just work. And when you press the start button or turn the key, they fire up and they get you from where you are to where you need to be. Plus, they look good. They're well-made. When you close the door and you hear that And apparently that's a thing. Many, many manufacturers are now, they spend a lot of money to figure out how to engineer the door closing sound.

20:47 If it sounds too tinny or too heavy or whatever, it has to have that right clunk when you close the door. So the winning aspiration really lit people up. And then they started to ask, a few more questions about, well, where do we play and how do we win? So I'm going to pick those two questions up when we come back from our short commercial break. You're listening to Regenerate with Captain Dave, your personal regenerator on K4HD Radio. We'll be right back.

21:31 Are you feeling overwhelmed are you ready to regenerate and live the life of your dreams Start the transformation now. Call Captain Dave at 253-237-2558. Stop overthinking. Again, call 253-237-2558 or go to regenerativeworldgroup.com to book a free, no-obligation clarity call. Let's get back to regenerate right here on K4HD radio for more life-changing transformations. Here's your host, Captain Dave, your personal regenerator.

22:16 Welcome back. If you're just now joining us, we've been talking about strategy and specifically Roger Martin's five cascading questions. And we were starting to delve into the first question, which is what is your winning aspiration? Um, So personally, for me, before we jump into the next four questions, the winning aspiration for Regenerative World Group is to navigate to a bold, regenerative future for today and a future for all generations. So what does that mean? It means that I want to be a part of a movement.

22:57 I am part of a movement that is working together to improve our current state of the world and our future state for all generations, creating healthier people, planet and profit. And it's going to require not just business as usual or incremental improvement. It's going to require bold changes whenever that's required. And so that really helps me stay very focused on what, matters and gets me up on a Monday morning. And it's something that I can't stop thinking about. And just like the Malibu story, you know, being the best rated vehicle in their class, in this case, really being best rated versus the Toyota Camry, that was a big, hairy, audacious goal. And I think that's part of what is required if you like this idea of thinking about your business strategy or your personal strategy, that winning aspiration has to be big enough that it scares you a little bit, that you don't know really how you're going to get there.

24:12 And that's part of the brilliance of our minds. When there's a big, hairy, audacious goal that we don't quite understand how we're going to get there, it's very motivating, right? We're human beings with a big problem-solving brain. So if you don't feel like it's bigger than you at the time that you say it out loud, then it's probably not your winning aspiration. It's not big enough. So what happens next is the question, where do we play? So the question, where do we play the second Roger Martin question is not so easy to answer. I have to admit.

24:53 and especially somebody with neurodiversity and ADHD, where do I play has included this regenerate show, which I love doing. And I've learned so much from doing it. And hopefully, you know, we're starting to get some traction in the market and people are showing up and they're referring others to the show because of the value that they receive, the authenticity and the sincerity of, our guests, and hopefully myself most of the time. And I love, love, love my coaching. I feel it's a privilege to ask people, well, really what's in your heart? What is your winning aspiration?

25:40 And what's keeping you stuck? And to be able to diagnose the root causes and the challenges and to be able to meet people where they are learn about their personalities, understand their self-worth, self-esteem, where do they self-sabotage, which I don't, I can't think of a client that I've had of the 130 ish so far since 2005, where somebody hasn't had imposter syndrome challenges with their own self-worth, including me. And, and then last thing I love to do is being on the water and teaching sailing and creating community. And I, Joke, but not really. I say I get to create world peace one sailor at a time. Because you can't be grumpy and on the water at the same time. So those are the three big things that I have defined as to where do I play. For the Malibu, obviously when they said they wanted to be the best rated midsize vehicle going after Camry, the competitor, well, that really was a clear... answer also to the second question, where do we play? They knew that they needed to understand who were the other competitors, including Camry. And, you know, what was it about them, the mid size that was being served well, but also where it was not being served well. Um, so it's not easy. It's a simple,

27:13 but it's a not easy question to answer. Where do you want to play? And sometimes. There's a tendency, I know I have this tendency, to take on too many things. When I first started Regenerative World Group, and its earlier incarnation was Sustainable World Group, and then I woke up mid-summer of 2024 and realized that sustainability wasn't going to get us the outcomes that I felt we needed. Business doing no harm was not going to serve the greater good. So Regenerative World Group was born and I wanted to be a writer. I was working on a book. I was doing workshops. I was still teaching sailing. That was perhaps my psychology, mental health, physical exercise. So yes, I did get paid, but not very much. It was really the fact that I was outside for 20 hours. Over the course of two days, being on the water, my happy place, and creating community and teaching people something that is pretty magical, harnessing the magic of lift. When you trim those two sails, the jib and the main, and that boat accelerates upwind, was that possible? Well, it's the freaking magic of lift. And so with that anchor, I

28:43 knew that that was always going to be a part of Regenerative World Group. But the other things that I was doing, the coaching, which I also loved, and thinking about selling digital products. And just there's a plethora of things that I was spinning up all of these plates. And as you can well imagine, with that lack of focus, my results were not very good. At that first year in business, I don't think I landed more than about a dozen clients. And I certainly wasn't billing. enough for the value that I was creating. So yeah, that first year was really, really rough. So this idea of where do we play matters and learning to say no is also really important. Now, before we go on to the third question, how do we win? I want to talk about Patagonia. So this was a prior episode as well almost about four weeks ago and we'll put that in the show notes um so their winning aspiration is we're in business to save our home planet so that's an aspiration that sets up then every choice that follows um We also know that there are other examples of products where, because they were not clear about where they played, they never really met the requirements. They didn't really meet that

30:13 market need. They were trying to be all things to all people. And one thing I learned when I was leading the Boeing Ventures, the $ 200 million corporate venturing fund, where we were funding Boeing engineers' ideas, and I hired VentureQuest. a innovation firm and a commercialization firm. Mac Davis talked about, and it's tattooed on my eyelids, the road to riches is niches, or the road to riches is niches. Rhymes better. But yeah, it was really, really hard to say no to things. FOMO, right? Fear of missing out. All right, so now let's shift to the next question. How do we win? So Roger Martin gives two routes. There's the lowest cost route or the differentiation route. So examples of this are Walmart, who's really doing well because of rising food prices and rising cost of toilet paper and just everything that people are buying, the staples that people are buying.

31:25 We've shifted quite a bit of our purchasing to the Walmart because their whole reason for being is to be the least cost provider of these kinds of products. We need food and staples and all of the basic human needs here in the United States. And they have a very, very efficient distribution system, so they are able to reduce their costs. And because they're able to reduce their costs, they get more volume, they get better pricing from their suppliers. I mean, it's this virtuous cycle. Same thing with Amazon.com. Frankly, we're trying to reduce our use of Amazon.com partly because just think about all of the vehicles that are on the roads these days that are likely Amazon delivery trucks or delivery cars. And we saw this in our own household and we've seen it in our neighbors where sometimes there's a car or a van coming every day to drop off one or two products. And we definitely decided to do more batching, try to do our part, but still so much carbon is being produced up in the atmosphere from all of that traffic that is delivering just a handful of things to people in a neighborhood. So the way to create more value then lowest cost is differentiation.

32:58 So what is that? Well, in the Malibu example, um, as I understand the story, Chevrolet hired some really, really talented engineers. They created three shifts of engineers. And what they were trying to do was really understand how could they deliver unique value that would be different from the Camry that would create a differentiation and therefore, uh, start to earn the opportunity to be the best rated vehicle in their class. But more importantly, to create a better experience for their customers. Because word of mouth, when somebody's enjoyed a movie, or they've read a great book, or they've listened to an inspiring podcast, or some other media, we're pack animals. We love to share those stories. We tell people what we've enjoyed. And so that was part of the challenge for the Malibu team was to create and engineer a vehicle that people really loved being in that they would tell their friends about. And obviously the major automotive review community would then also sing their praises.

34:16 So for Regenerative World Group, how do we win? There are basically three things that I believe in. One is that I'm in the trust business as much as I am in the change business. And so for me, the way that I win is creating authentic and vulnerable trust and rapport. And hopefully you feel that, uh, as I host our regenerate show and how curious I am when I invite guests, by the way, we have some guests coming. Uh, so the invite to be amazed they'll work in on that from the summer, but this idea of creating trust, because when somebody trusts a service provider, especially, they're way more likely to open up and share what's really going on, right?

35:06 What is in their heart? What's their winning aspiration? But more importantly, what's stopping them? And often it is emotional to describe it. It's hard to put words to it. So this opportunity to meet people where they are Not where I wish they were, but truly where they are. So that's the second key differentiator. The third is I don't use cookie cutter methods. I'm not like a two-year-old with a hammer where everything that the two-year-old sees is now a nail, you know, bang, bang. But rather, I really take a long time the first few weeks of an engagement to really understand the person's personality, their brand persona.

35:53 They're limiting beliefs. What are some of the ways that they self-sabotage? And it's that good diagnosis, like a good doctor doesn't just rush to their diagnosis. They want to really understand what's going on, which is why in the medical profession these days, we have so many tests that get run because people, doctors, nurses, they really want to understand, no shit, what's really going on in the body. So I do the same thing. And then the fourth differentiation is bespoke. So how do I then stitch together roughly 35 years of experience and all the tools and the approaches and the tips and the things not to do and the lessons learned? And one of my challenges is providing too much value. And so that is something that I struggle with. But the way to differentiate is to really meet people where they are and provide that minimum dosage.

36:54 So in your own business, you know, consider about how do you win the way to create more value is through differentiation. And when you create more value, then you're able to have a bit more pricing control, right. As opposed to the lowest cost producer. And, you know, basically they have to undercut whoever is the next person who's lowest cost. And that can be a race to the bottom, as they say, or a commodification of, of the business. So if you're leading a company, leading a team and your margins are shrinking, your prices are having to fall because of now you've got new competitors with the price of gas and diesel and transportation. And now other competitors that you didn't have before are dropping their prices. And now you have to drop your price. That's a raise to the bottom. Sure as I know, a way to drive yourself out of the market, drive yourself out of business.

38:00 So then, you know, time is never our friend. We're coming up on quarter to the hour. Let me stop there and now pivot from, we've talked about what is our winning aspiration and how exciting and motivating and scary that needs to be. Where do we play is more of a function of saying, what do we, where do we not play? What do we stop doing? We've talked about how do we win either on lowest cost or differentiation. And you can see my bias is differentiate, create more value. Oh, and the fifth thing about differentiation for me is it's not just about, in fact, it is not about exchanging time for money. It's about getting really clear with my clients about outcomes and specifically transformational outcomes, not just incremental, but transformational outcomes. For example, I help my career clients double their income. Now, do we always double it? No.

38:57 Sometimes we don't get quite that far, but we're way better than if we'd said, yeah, let's increase your income with your next job by 10%. That's not bold. That's not going to scare people. It's not going to challenge them to think about what really matters and what they're really good at and So many great things come out of this idea of, okay, what would it take to double your income? And then we design the career opportunity for that. And I'm proud to say so many of my clients have come asking. or above that doubling and many have come very close to that so it's it's something that is a way to differentiate right how do you create so much value that then people want to pay you more for that kind of outcome those kinds of transformations All right, so then the next question is around capabilities. So think of a capability as a skill or a mindset, a way of approaching how are we going to win. So, for example, in the Malibu car example, some of the capabilities that were required were to really level up their engineering prowess, their engineering skills. quantity of people, right.

40:17 For three shifts of work to be able to get a new car, basically a new car designed, uh, that was going to be really a game changer, um, that was going to be come the best rated in its class. Another capability that Malibu had to do was they had to really learn what was it about, um, the design that people were attracted to and what were the key functions that this vehicle needed to, um, have inside the vehicle. How is it going to feel? How is it going to look? And so they had to bring in new design talent and better product managers who were willing to really listen to this market that they were going after in a very, very serious way. In my world, capabilities like constantly learning new modalities, so applied critical thinking based on red team thinking, something I've invested a lot of time in because I tend to have tendency to have bias.

41:20 And it turns out most of my clients also have bias, but they're not aware. So they have what's called blind spots. So being able to improve my capability in critical thinking, my gosh, that's opened up such good work for my clients and certainly given me methods and tools that make me a better coach, a better thinker, better, better, person who can more likely guarantee the transformation that the client is asking of me. Another capability I invested quite a bit of time in was stakeholder-centered coaching. How do you leverage the power of your teammates, your boss, your colleagues, and then those that report to you or contractors that report to you? Certainly, Alan Mulally's working together management system.

42:11 And I could go on and on and on. Principals you, principals us, these are all capabilities that I didn't have when I was starting out in my coaching in 2005 and that I've acquired over the years that have made me the person that I am today. And then the last question is, what systems do we need? So for the Malibu, they needed engineering systems, so better CAD systems. design tools and CAD cam manufacturing so that the output of a CAD drawings would translate into higher quality on the manufacturing processes. It was, it was a lot that they had to do. And what's fascinating about Roger Martin's cascading questions is that they're a loop. So depending on what your winning aspiration is and what your, where are we going to play and how are we going to win, doing an honest assessment about your capabilities. And if there are capabilities that are missing, which that's entirely possible because you've just changed your winning aspiration, where do we play and how do we win? So you will likely have capabilities that you don't have, but you're going to need to have. Well, how does that affect the questions above, especially around systems? If we don't have systems that support the capabilities, well, what does that mean in terms of our ability to deliver those capabilities. So once we get the systems that we need and the processes that we

43:43 need and the tools that we need, then it starts to inform, okay, now we're more likely to be able to meet the capabilities. Capabilities are gonna help us win. We already know where we're gonna play, so now we're gonna be more likely to play in that area. And that has been incredibly valuable for me. As a neurodiverse ADHD leader, the capabilities, are now focused in support of where do I play and how do I win? And same thing with the systems and processes. So I'm not like a shotgun. I'm more like a rifle and just very, very focused. So you probably are wondering, and we're about to wrap up, what came of the Malibu? Well, it took a year, but in their second year, they became the best rated midsize vehicle. They beat out Theodicamry. So I'm here to tell you, this is a strategy framework that works. What happened with Jennifer, she got promoted. Her boss got moved out. The organization is absolutely thriving as she shifted because of the economic challenges to smaller school districts.

44:53 But now when the bigger school districts have come back with their bonds, now she's got this Where do we play that's more balanced between small districts and large school districts? And her team is growing, and everybody in it is very clear about what they do and what their capabilities that create the most value. So I hope you found this interesting. Join us, please, next week, episode 37, 10 a.m. Pacific, 1 p.m. Eastern, 6 p.m. CET on k4hd. com. And later... in the week on your favorite podcast platforms. So if you've received value today, please hit like, subscribe for this to someone who needs it. And if we touched you in an important way, please leave a review. And next week's show is going to be on the subject of lessons from Stacey Berger's Passion to Purpose program. Looking forward to sharing in real time or near real time what happened that weekend. So thank you for investing your valuable time.

45:57 Think about that one next step What's the winning aspiration is where I would begin. The key takeaway from this particular Regenerate episode, what's your winning aspiration? On behalf of Rebel Meddler, our producer, and the entire Talk4Media team, stay healthy, stay safe. We need you. you got this you