Good morning. Good evening. Good afternoon, wherever you might be, I hope you will. And I hope the universe is taking care of you on this absolutely wonderful day. Today's module is probably the most serious one of the entire program, what we're going to do is define operate operationally the most critical role that you as a leader and a leader of your business and your people are responsible for. And once we clarify that, I'm going to share with you the structure and the tools that I personally use every single day to frame and optimize my achievement of that responsibility.

Now, just before we start, as we are now a number of modules into the program, you may be starting to get a sense of what full engineering is on a cellular level. So I'd love to just clarify that so that there is there's no ambiguity in your mind whatsoever. This these feet wouldn't have made sense if I'd done this right at the beginning, but at this stage, you should start to sink in a little bit deeper. What we are fundamentally, fundamentally dealing with in thought engineering is mathematically proven are immutable laws. So okay, I hear you saying, what does that mean in English Pole? Well, what it means is that they don't change, they are mathematically expressible.

Hence, they can be relied upon to deliver a result, just as three times three equals nine, that equation will produce the same predictable result 100% every single time, so is the case with all engineering. This is what makes it so very, very powerful. It's it's not an ID or opinion. It's a proven reliable and predictable piece of data. And please understand this, please understand this, I should say The universe doesn't care if you know about these theories or not, and you don't get a vote, you don't get a vote with these they they work whether you know about them or not. But when you do, everything gets easier.

So, do you want to do it the easy way? Or do you want to do it the hard way? The only question you need to ask yourself is this. Am I going to be better by knowing this or not? And the answer is an absolute resounding yes, you will be better exponentially, I assure you. Now, you see many problems in life that we draw upon.

Bad merely because of false educational data. As Thomas Paine, who helped paved the way for the Declaration of Independence one said, a long habit of not thinking a thing wrong, gives it a superficial appearance of being right now, let me repeat that. A long habit of not thinking or thinking wrong, gives it the superficial appearance. have been right. The idea of aiming for customer satisfaction that we discussed in the previous module is a perfect illustration of that statement. The ultimate goal of thought engineering is to help you become aware of an educated on proven reliable and predictable knowledge and theories so that you are not relying on false data, ideas or opinion.

And then to stay constantly focused on applying that knowledge and those theories to reduce variation in every aspect of your business operation so that you can simultaneously optimize your potential for prosperity, abundance, freedom and happiness at all times. So I hope you're starting to get a sense that full engineering is not just about accelerating and elevating the profitability and prosperity in your business life, but in every aspect of your life. The knowledge in theory in this module for engineering more than any other has the extraordinary potential to overflow into your personal life and have as much positive influence day as it does in your business life. So please keep that in mind as we go through this module. So let's get into it. Yeah.

Okay. All right. What's the most important role of a leader? Well, what's this? And yes, I know I may be many things. But an artist is not one of them.

So please bear with me on that. We might bring an artist in for the next modules that we do. But what is this? It's a boat right? And what goes into a boat? Well, there's three main things that go into a boat you have.

We have people. We have cargo and we have crew, all three represented in my piece of RT. We have some crews Now we have some cargo, some people and some crew. Okay, so now, what happens to the people, the cargo, the crew, if I pull the boat away, they go everywhere, right? And they most likely drown. So what's going on here is that there are two parts to your enterprise, there is the structure represented by the boat.

And we call this the we call this the context, which is the framework of your enterprise. And then there are all the moving parts. So the people, the cargo, the crew, and we call these the content. Now, let me ask you, once the boat is built, does it fundamentally change the structure fundamentally change? No, we Hardly changes at all right? So the framework of your boat, hence your enterprise I'm referring to, should change very little, if at any at all.

But does the content the people, the cargo, the crew, all the moving parts? Do they change much? Well, yeah, they do they change quite a bit a bit. Now, just a very quick side note before we continue if the word context is confusing you a little because it did me when I first heard it. Just use the word framework for the moment instead. Cool.

All right. So the only difference between these two is that the content, the moving parts of your business, they changed a lot, and much, much faster now than ever before because of the world that we live in. But the context, the framework, the structure, the ground rules of your enterprise, I may change a little But fundamentally, they stay the same. So the ultimate responsibility of a leader is to sit and hold on The context of the organization, a leader has a tremendous responsibility is to sit and hold the context and to protect the integrity of this framework, this structure, these ground rules, but why do we even need or have these ground rules? This this framework this structure in place? Well the answer is simple.

So that we all have a consistent and safe place to operate from and, and so that we have a predictable theory for operating, correcting and managing the environment for optimal velocity and productivity. Think of the captain of a ship for example, what is his role, his role, his primary role is to protect the integrity of the vessel, right? If he allows the integrity of the vessel to be compromised, he reduces its performance correct, if he allows the ground rules of how the ship is to be running, To be broken or compromised, or even worse, allows someone else to sit or change the rules of how the vessel is to be sailed. He places the vessel at risk. If and if he takes his eye off this responsibility. At some point in time, he is likely to run that vessel into an iceberg.

And we all know how that story ends. Now, there are two components to context, the framework of your business. The first component is made up of your mission, your vision, and your values. The details of this of these will be they completely exclusive to your business, and it's up to you to develop and refine these independently, I can't really help you with those. The second however, is the ground rules in the business that friendly environment for optimal performance. These rules can be relied upon to produce a predictable outcome.

And just before I cover the ground rules and the framework I literally use in my businesses and my life every single day. Allow me to explain expand just slightly on an example I used in an earlier module. So you can see the dovetailing the synergy of these principles in action. In the priming module, I spoke about my finance company and how I was always first at work well dressed, shaven and ready for action. I set the framework, the climate of what was and wasn't acceptable. And I held the integrity of that framework and comment by my actions.

By setting this climate and the framework and, and making the rules crystal CLI. I rarely had to deal with unacceptable behavior, because it's self corrected. All I had to do was hold the context, the integrity of the framework of the organization. It also made that on the extremely rare occasion that there was an issue because we live in the real world. Dealing with it was easy. I would simply ask the person concerned a question like, please help me understand how you think that behavior or that action or whatever happened is acceptable in this space.

If the context is held with ultimate integrity, there is no way for the for that question to be handled and in any other way then the individual acquiescing taking responsibility and ensuring the behavior or action whatever it was, doesn't happen again. Now, I want to make this really clear, holding the context the framework, and enforcing the ground rules has nothing to do with control or manipulation or domination. It is simply about setting and holding what is and is not acceptable, and is simply about positioning every aspect of your organ ization for optimal productivity. So you can achieve the ultimate goal of business ownership, real wealth, abundance and freedom of which every member of your team will ultimately benefit from. And please understand this universal law where there is no framework are no rules, people will make up their own. It's called anarchy.

So you may as well put the framework and rules in place that support the organization's greatest potential for success because everyone's gonna win from that. Okay, so let's get into the ground rules of my organization. Now, I'm not saying that my ground rules are right and yours if you have any, are not, I'm simply sharing with you the different theory that has had in measurable, expansive impact on every enterprise I've ever owned. There are seven ground rules that form part of the context, the modus operandi I have all of my companies, and every individual that joins any of our teams is introduced to them prior to coming on board. So what I first want you to see is that the ground rules are introduced before someone even comes on board, new team members. They made a way before even commencing of how we, as a team engage and interact and operate to optimize our potential at all times.

There is a clear line in the sand of what is acceptable and what is not. This immediately positions ease of correction should someone stepped over the line by accident or otherwise. Now these seven rules don't mean that there aren't other parameters in the company about you know, dressing respectfully, punctuality, support, etc. But what I'm looking at here are the rules that manufacture a predictably positive environment for correcting and managing and simultaneously creating An environment for optimal velocity and productivity. Now, I've included as downloads all of the resources I'm about to refer to, and you can download them later if you want. Or you can pause and download now, but I'll be putting them all up on the screen as I go through them.

Okay, so the first thing I like to tell you is, I didn't make up these rules. Well, actually, I made up two of them that I specifically applied to our companies. But I didn't make up the others the others were given to me by a very dear friend and mentor of mine. However, I literally cannot measure the positive impact of using these rules, as the context of my organization's has had as has had on their productivity and their prosperity. So the first piece I'd like you to look at is speak with good purpose. This is a piece written by an American Indian medicine man called Rolling Thunder from a book of the same name by Doug Boyd.

I'm going to pop it up on screen. For you just in case you are unable to print it, where you are at this point in time, so speak with good purpose. People have to be responsible for their thoughts. So they have to learn to control them. It may not be easy, but it can be done. First of all, if we don't want to think certain things, we don't have to say them.

We don't have to eat everything we see. And we don't have to say everything we think. So we begin by watching our words and speaking with good purpose. There are times when we must have clear and pure minds with no unwanted thoughts. And we have to prepare steadily for those times until we are ready. We don't have to say or think, well, we don't wish to.

We have a choice in those things. And we have to realize and practice using that choice. There is no condemning there is no use, I should say condemning yourself for the thoughts and ideas and dreams that come into your mind. So there's no use arguing with yourself. Fighting your thoughts. Just realize that you can think what you choose.

You don't have to pay any attention to those unwanted thoughts. If they keep coming into your head, just let them alone and say, I choose not to have such thoughts, and they will soon go away. If you keep a steady determination and stick with that purpose, you will know how to use that choice and control your consciousness so that unwanted thoughts don't come into you anymore. Then you can experience purification completely and in the right way. And no impurities can exist in your mind or body at any time. So what does that mean?

Simple, speak with good purpose. Be mindful of your words and actions and choose them consciously so that you can speak with with good purpose. If it doesn't serve, just don't say. So. That's rule number one. And these rules are not rocket science.

They are rules that allow respect and homage to flourish in your environment. Now, I'm a huge fan of indigenous peoples stories and there's another one of an old Cherokee speaking to his grandson saying, My son, there is a there is a battle between two wolves inside all of us. One is evil is anger, greed, jealousy, resentment, inferiority, lies and ego. The other one is good. It is. It is joy.

It's peace, love, hope, humility, kindness, empathy and truth. The boy thought for a moment and then asked grandfather, which wolf wins, to which the old man replied, the one I feed the most. Now, I don't even know if that story is true, to be honest with you. But the lesson is golden. We get to choose we get the choice to choose what we think. And we get the choice to say what we think it is literally our choice.

So consciously Choose to think and speak with good purpose. And I'm not saying that this is easy, I can assure you, this is a work in progress even for me, and I've been doing this for years. But I can unequivocally tell you, it is worth every bit of effort to put in, that you put into living this to to living by this rule, I should say. And I guarantee you, you'll be amazed at the transformation in every single aspect of your life when you do. The next piece I'd like you to look at is a piece by a gentleman by the name of Benjamin Franklin. Now, if you don't know who Benjamin Franklin is, he was the original, the godfather of self improvement.

He was one of the 77 Founding Fathers of the United States and he was he was a part of the five most significant things that ever happened in the US. So you know, the Constitution, the declaration Independence, all of those things. He was the key player in all of them. One of the things he did was he created a list of virtues. And you can google all of them if you want. And what he did was he worked on one of these each month during his life.

And this piece is created this piece actually came out of his biography, and he said this. My List of virtues contained at first but 12 but a Quaker friend informed me that I was generally thought proud that my pride showed it so frequently. I was not content with being right, but was overbearing and rather insolent. He convinced me by mentioning several instances. So I added humility to my list of virtues. I cannot boast of much success in acquiring the reality of this virtue, but I had a good deal with regard to the appearance of it.

I made it a rule to forbear with simply means to stop. I made it a rule to stop all direct contradiction of the sentiments of others. And all positive assertion of my own. I even forbid myself the use of every word or expression in the language that imported a fixed opinion such as certainly undoubtedly, etc. I instantly adopted I adopted instead of them, I can see, I apprehend or imagine anything to be So, already so appears to me at present when another asserted, which just simply means to have said so when another said something that I thought an error, I denied myself the pleasure of contradicting him abruptly. Instead, I began by observing that in certain cases or circumstances, his opinion would actually be right.

But then in the present case, there appeared to be or seemed to be some difference. As soon found the advantage of this change in my manners. The conversations are engaged in went more pleasantly The modest way in which I proposed my opinions procured, which simply means got them a radio reception and less contradiction. I had less mortification, which means great embarrassment or shame when I was found to be in the wrong. And I more easily prevailed with others to give up their mistakes and join with me when I happen to be in the right, and this mode to rich at first put on with some violence, which means he found it difficult to my natural inclination became at length so easy and habitual to me that perhaps for these 50 years passed, no one has ever heard a dog medical expression escaped me into this habit, dog medical Just so you know, means that you think you're in the right and that everyone else is in the wrong and to this habit after my character of integrity, I think is principally knowing that I had early so much weight with my fellow citizens when I proposed new institutions or ultimate In the old and so much influence in public councils, for I was a bad speaker, never eloquent subject too much hesitation, in my choice of words, hardly correct in language yet I generally carried my points.

Now, I read that very slowly because if you ever read Ben's autobiography, it is very difficult to read. So I apologize for reading that slowly. But I have to read it slowly to get the words out in order. So, the idea here in that piece is that when you disagree with someone or you don't understand or you don't like something, what you want to do is ask a clarifying question. So let me explain that briefly. What happens when I tell someone they're wrong, and then try to prove them that I'll prove to them that I'm right.

What happens when I tell someone or I disagree with that? Do I create an open environment of communication In collaboration, or is coming at it like that suppress the environment and create a barrier between me and the person I'm speaking with. Are they? Are they more or less likely to listen to my perspective? When all I'm doing is trying to prove my point? Are we saved?

The greatest illustration is this in a mastermind group a number of years back, a friend of mine was at the front of the room explaining the details of a concept. I made the mistake of spreading the words. I disagree with that, Chris. Now. Chris is a very, very big man. He's about six foot five and clearly are nowhere near that size.

And he literally had a physical reaction to my words, and he turned and move toward me to confront me on my comments. Now the entire energy in the room shifted immediately my comments shut down the room and created immediate tension. My mentor, the On, then abruptly call me on my breaking of this rule. You see, when I said to Chris, I disagree. What I was really saying is that he was wrong. And I was right.

And whether I'm right or not is irrelevant. It simply isn't the optimal position for positive influence or relationship development. And where do we always want to be, we want to be in the optimal position. So instead of saying things like, I disagree, you're wrong, that will never work, etc. What Rule number two requests is that you first seek to understand the other person's perspective by asking a clarifying question. Now, what I mean by that is start using sentences like, that's an interesting perspective.

Can you explain that in more detail, or how did you come up with that? Can you help me understand, or can you tell me more about that? Or, I don't quite understand. Can you explain that a little bit further and in some more detail. The goal here is that approaching any situation from the perspective of seeking to understand first achieves a large number of positive outcomes that apply not only to your team, but to everyone in your life. And I'm just going to cover a couple, just a few key.

Firstly, coming from this perspective, seeking to understand first opens up the space and allows the person you're engaging to express their point of view. Now, human beings have an inherent desire to be heard. Think of think of what it's like when someone really listens to you, and how that makes you feel. Do you tend to like that person more or less, more, right? And the more you like someone what happens to your level of trust? It goes up, doesn't it?

And once again, what's the fundamental component of six have a successful life Friendship, it's trust. So you're killing two birds with one stone, just at this point alone. Secondly, if you're a leader in, in your in your environment, or any of your staff or in leadership positions, you are an authority on some level or another. Yeah. So when you take the time to listen to someone below you, you make them feel incredibly special and connected. Think of when you were young, and you had a boss or a teacher or a coach, who you revealed.

And think about a time when that person really listened to you, and how that made you feel about that person. You see, you have the power to develop that emotion in your entire team, just by the way you choose to engage them for when someone really listens to you, and here's your point of view. Are you more or less likely to listen to their perspective open? And receptively more, of course, and so is the case with people you listen to. So, if you want to get your point a point across, the most optimal way to achieve that is to listen first. And let me ask you this.

Can you learn anything while you're talking? It's actually not possible. Because when you're talking, all you're doing is repeating what you already know. So the optimal position for learning is listening. One of the best things my first mentor ever said to me was this. Paul, you have two ears and one mouth, use them in that ratio, right?

Apparently, I used to talk a lot, but anyway, now, I could go on about this. But in summary, the list of benefits to this rule is absolutely extraordinary. And this synergetic impact across the business when applied is extraordinary. So rule number two is simple. When you disagree or don't understand, ask a clarifying question. seek to understand first.

Now, rule number three deals with integrity. There is a there's a third piece that that's on the list that you could have downloaded. But I'm going to pop it up on the screen for you in a moment. So you can if you haven't downloaded it, you can read as well. It's a piece by Michael Jensen. And now Michael is a professor of Business Administration at Harvard University.

And he has a list of accolades and qualifications as long as your arm the pieces on integrity, and you can read the entire article later. But or you can just pause the video and read it or now if you want, however, I'd like to bring your attention to just a couple of sections in the actual in the actual piece that I've highlighted up on the screen. So the first section is on the first page and individuals on the right hand side in the highlighted section and individual is whole and complete when their word is whole and complete, and their word is whole and complete when they honor their word. We can honor our word in one of two ways. First, by keeping our word on time and as promised, or second, as soon as we know that we can't keep our word, or that we won't keep our word I should say, we inform all parties involved, and we clean up any mess that we've caused in their lives.

When we do this, we are honoring our word despite having not kept it and we have maintained our integrity. If you are serious about being a person of integrity, you will think very carefully before giving your word to anyone or anything. And you will never give you a word to two or more things that are mutually inconsistent, as they should many people focus on the importance of keeping their word. However, if one does not consider how to maintain integrity when one cannot keep one's word, this is shorter lead to Adam integrity behavior at some point in time. If you're up to anything important in life, you will not always be able to keep your word and that's alright. But if you are a person of integrity, you will always honor your word.

And there is a critical difference there. Keeping your word means doing what you say you will and making only agreements you are willing and intend to keep. honoring your word means, if you can't keep an agreement, then communicated as soon as possible and take their responsibility to clean up any mess you've caused. Back to the place, integrity is important to individuals, groups, organizations and society, because it creates workability. Without integrity, the workability of any project system person group or organization declines and as workability declines, the opportunity for performance declines. Therefore, integrity is a necessary condition for many maximum performance.

As an added benefit, honoring one's word is also an actionable pathway a pathway to being trusted by others. If we aren't serious about this aspect of integrity, it will create an workability in our life, we will appear to others as inconsistent, unreliable or unpredictable. This is why integrity is such a vital component of business is a necessary condition for maximum performance and without it, we appear inconsistent, unreliable and unpredictable, which is the polarized opposite of what we want to achieve. Integrity is one of those things that is spoken about flippantly so much, however, rarely do individuals comprehend that there is a a tangible, real world benefit to actually understanding it and living it consciously in everything we do. Back to the document. The next page reads, as I've said, integrity is a necessary condition for maximum performance.

That is, if something is in integrity is whole, complete and unbroken, it has maximum workability. But because it takes more than workability a product of integrity alone to realize maximum performance, integrity is not a sufficient condition for maximum performance. The proposition is that if you violate the law of integrity, the opportunity set for your performance will shrink, and therefore your actual performance is likely to suffer. As with the gravity analogy, which is actually earlier in the piece, but you'll understand this anyway. This is just a plain fact. If you violate the law of gravity, without a parachute, you will suffer severe consequences.

If you respect the law of integrity, you will experience enormous increases in performance both in your office ization and in your life and I can guarantee you that in my experience that is a fact not a proposition. People tend to view integrity as a virtue that is nice to have, but not as something that is directly related to performance. They fail to link the difficulties in their lives or in the organization's to out of integrity behavior. But the increases in performance that are possible by focusing on integrity are huge. And I'm not talking about 10% increase in output or productivity, it's more like 100% to 500% 100 to 500% increase in productivity. Integrity is not a nice to have, it is a necessary and critical component of performance, abundance and prosperity.

Now, you can read the whole document later and I suggest you do because the knowledge in this particular piece is absolutely sievert superb However, in summary, rule number two Is this live integrity, live and breathe integrity? Tell your truth. Avoid half truths and misleading behavior. Make only agreements that you are willing and intend to keep. And if you cannot keep the agreements, which happens from time to time, because life gets in the way, just communicate it as soon as practicable to the appropriate individual, and take responsibility to rectify any issues that you've caused. It's really that simple.

Now, rule number four is something that we've already covered in Module Three, and that is this agree that communication is the response that you get, just take responsibility for your communication. There is nothing to be gained from getting uptight. When someone doesn't understand what you want or doesn't do what you want. Just find a better way to create Indicate and look at it from the perspective of being responsible for your communication. Rule number five. And this is one of the rules that I actually implemented into my business over a decade ago.

The impact that this has had on the productivity and the ability of my team members to be creative and independent, has been phenomenal. And the roses don't come to me or anyone in the business with a question or a problem with at least one potential solution or idea to the solution. Think about your problem before you bring to the table. Let me ask you. What do you call a person that turns up with a question or problem? Who hasn't actually considered or thought about a possible solution?

I call them children. And you don't want to be surrounded by children in your business. Do you want to be surrounded by a capable, independent team who can Think and function with all without you. It's a simple rule with incredible income impact, don't come to the table with a question or a problem with at least one potential solution. Rule number six refers to a module we'll be covering shortly. So this one will make more sense when we cover it there.

But in short, it refers to directly to Dr. demmings work again. And it refers to a measured and proven theory that 94% of all breakdowns in business are caused by default in the system or the process. So how does that help? Well, when there is a breakdown in anywhere in the systems or anywhere in your business, I should say, first look within the system for correction, find a process within the system that needs to change and make sure that improvement is implemented. So if something isn't working, or there's a breakdown Well, you want to do is you want to focus on fixing the system or the process not, don't come at it from the angle of who screwed up. Now, this one will become much clearer when we cover it in the later modules.

So just relax with this one for the moment because we haven't covered the principle that is behind it to to understand it. But what you really need to know at this point in time is that 94% of all issues in your business are system related. So rather than attacking the individual when there's a problem, we'll focus on the system but we'll cover it more later. And finally, rule number seven we covered in Module Two, communicate above the line. Each individual needs to be responsible for continuously improving the organization system, no laying blame justifying or shame. People are responsible for correcting the system, laying blame.

Justifying or shame is nothing but a waste of time. So just take responsibility. So the other rule is that Frame my environment Feel free to use as many or none of them, it's all up to you. But what I would say to you is this, implement them see the change and allow effectiveness to be your measure of truth, because I assure you, they will impact the productivity, the profitability and the prosperity of your enterprise in a way you cannot begin to imagine. Now, at the beginning of this module, I discussed briefly what thought engineering fundamentally was and on fundamentally is and I would like to clarify that even further for you right now. For engineering is contextual programming.

We are building the the framework of your vessel so that it is optimally prepared and positioned for opportunity, potential prosperity, profitability, and abundance and at the same time, optimally prepared to To handle any rough seas that at anytime should appeal. And both sides of that preparation are equally important because let's be honest, you never see rough seas coming and think I'm going to sell right into them. Now do you know it comes when you least expected or a completely away. So all you can do is get ahead of the game and prepare for it. And that's what thought engineering is all about. So you are always in an optimal position to manage everything.

There was a quote I once read, and it went like this. It's perfectly okay to cope. One always must. But one must organize things while he copes. The mounting, overload and overwhelm in any area comes entirely from cope, to cope to cope without organizing also, in a flood. If you can channel the water You can handle the flood.

If you just better at the water, you drown, the end product of cope is drown. The end product of organized is freedom. But when is the best time to prepare for a flood before or after it comes. Of course it's before. The ground rules permit optimal productivity and organization and simultaneously preparation for opportunity collection and adversity management because they produce a predictable result testing and see for yourself the incredible results that they can deliver for you. And please allow effectiveness to be your measure of truth.

And always remember, as the leader, your ultimate responsibility is to sit and hold the context, the framework of your organization because if you don't set it, somebody else we'll in module seven, I'm gonna, I'm going to show you how to develop a comprehensive perspective of your entire organization and identify the source of almost every issue or problem you ever encounter in business, and then detail the optimal method to instantly accelerate the solving of those issues, blocks or problems. So Till we meet again in the next module, please think zippered. think clearly and have an absolutely incredible day.