Video: Accenture’s secret to high-performing consulting teams | Duration: 2520s | Summary: Accenture’s secret to high-performing consulting teams

Transcript for "Accenture’s secret to high-performing consulting teams": Following your lead, pro. Alright. I'll see you on the other side. Hello, everyone. Welcome to our webinar, Accenture secret to high performing consulting teams. We appreciate you joining us today. I see everyone in the chat. There's a link to the mural. If you'd like to join us live, there will be a few interactive elements, so we definitely encourage that. My name is Amelia Jones. I am a principal customer success manager here at Miro, and I will introduce my cohost in just one second. But first I want to get through some housekeeping items. If you're experiencing any technical issues, give your browser a quick refresh. This is a web based platform and the refreshes can sometimes help. In terms of recording, we are recording this webinar and you'll receive an email with the link to the recording about 48 hours after we conclude today. So if it doesn't hit your inbox Friday afternoon, definitely check for that Monday morning. And then questions, if you would like to submit a question to our speaker, please use the Q and A tab on the right hand side of your screen and we'll cover them at the end of the session. We've got a quick warmup to do, but first I wanna introduce my fabulous speaker today, Mike Lyons. He has over 20 years of IT experience in multiple industries in various capabilities, including solutions engineering, enterprise transformation, and extensive experience in project management, both traditional and agile. He works across federal accounts and capabilities at Accenture's advanced technology center, promoting awareness and adoption of lean agile values, principles, processes, and technical practices consulting with federal agencies, customers, and account teams on effective patterns for transformation and high quality deliver. And he provides thought leadership to enable accounts to grow their lean agile SDLC practices. So before I hand it over to Mike, we want to get us started with a quick icebreaker. I'll invite you to follow me here in the mural and we'd like to know what your guess is. How much does miscommunication costs in productivity dollars each year? Grab one of these pretty purple dots and drag it up onto the scale. Do you think it's in the, like, 50,000,000,000 range, 400,000,000,000 or 1 point $2,000,000,000,000? Give a maybe let's do a quick minute on the timer here. Get those votes in. It looks like our votes are pretty well spread out, Mike. I don't know I don't know who's gonna who's gonna guess this. Those numbers are like that's a that's a b that's a billion, like with a b? B billion. B billion to t trillion. Wow. Wow. Alright. We got about 20 ish seconds left. Let us know. What do you think? How much does miscommunication cost in productivity dollars every single year? I don't know. I think that's I apologize, everybody. I have a puppy with no manners. So thanks for getting those votes in. It turns out that miscommunication within teams can be a significant drain on productivity, which we all knew. On average though, teams lose nearly an entire Workday each week due to poor communication, which translates to approximately 747 hour oh, 7.47 hours per week over the course of this year, that adds up to 388 hours per employee. Holy crap. That's a lot of lost time. And study finds that poor communication does cost businesses over $1,200,000,000,000 annually. Yikes. If you wanna dig deeper, there's a quick article up in that upper right hand corner that'll give you some of the basis of the study. But, Mike, I'm gonna turn it over to you. Let's talk about why this is so bad and how we can maybe fix it. Miss miscommunication costs 1.2 trillion $1,000,000,000,000 a year, not a year. 1,000,000,000,000 with a t. Well, like, that's a big deal. I mean, that's a staggering amount of money just on, like, miscommunication, and and, it's it's fascinating to think about. And and for for me and my role thanks for the intro, by the way. That was just a lot of words that sounded like I do a bunch of complicate I don't do a bunch of complicated stuff. I do have this great job where I get to meet with many, many clients and talk about ways to to help better communicate across teams. You might be thinking to yourself, like, what does that have to do with agile? Isn't agile just scrum? Well, maybe. Scrum is part of it, but agile ways of working are about about shared understanding. And and so we we think about this idea of shared understanding, as being so critical to our teams being successful. And then that statistic, we just saw, you know, $1,200,000,000,000. That's a big deal. So if you're in the room right now, you're you know, you have an opportunity to to help save your your company money, and and we do that by by fostering environments where people on project teams, where where they can, like, you know, bring their brains to work every day and and solve the gnarliest of problems for for clients. As a consultant, I'm I'm a full time consultant at a a global firm there you saw, or for Accenture, and I get to see what this looks like, in the field. And we sort of have this metaphor for looking at, at 2 systems for for managing traffic that that I wanna just bring forward for you to to consider when when you're wondering about how you might foster these environments where people can communicate better and maybe recapture some of that $1,200,000,000,000 that's sitting out on the table for us. But but consider consider this, lighted traffic intersection, if you will, for for a moment. And then we've got a a roundabout I'm gonna talk about in a minute. These are two systems for managing traffic. And I love this analogy because, at least for me here in the United States, the first time I encountered a roundabout, I was like, uh-oh. This isn't gonna be like, it was weird. I didn't, like, I didn't know how to do it. But, anyway, stick with me for a minute on this this analogy. You know, both of these systems, the traffic the lighted traffic intersection and the roundabout, both of these systems, they have the same goals. We wanna maximize the flow of traffic, we wanna prevent collisions, but, you know, keep people safe and and be cost effective. It's all the same idea, but we have some very different assumptions that are built into the system. So so what are the assumptions around the lighted traffic intersection? Well, like, one is that people can't really be trusted. So we need to centralize control. We need to tell them when they can go and when they can stop and when they can turn, and we need signs and signals for all that. It's the traditional, sort of built in assumption that people need to be told what to do. So if we build comprehensive rules around what to do, what not to do, then if we do that just right, then everything will work out just fine. And that's interesting. Hold that work out just fine as we sort of make some assumptions about the roundabout. So so again, same goals, different system. Well well, like, one assumption is that, well, people are responsible. They're responsible for, in this case, their own safety. They can use their judgment, but they can they're looking out for each other. And to support this idea of a roundabout, well, guess what? Like, there's really only one rule, give the ride away to the people in the center of the circle. It's a very simple system. We've established sort of shared values that people wanna get through the intersection without smashing into each other. Like, we're pretty sure that wants to happen. And we trust you, here's the key, we trust you to figure out how to do it. And we've removed the unnecessary red tape or, you know, signals and signs and rules and all that stuff that slows you down. We've removed that so that you can move freely. Now just real quick, let me close this analogy out with with a couple thoughts for you to consider. Which of these two systems might you guess is more effective? It turns out we have a ton of data on this actually. When it comes to the flow of traffic, the roundabout is a continuous flow through the whole system. It has a high throughput. But what about safety? Well, the here the data shows that the roundabout has, get this, 95% fewer serious collisions. It's like drastically safer to trust people with less rules in this situation. Now, okay, which one do you think costs less? Well, that's easy. It's the roundabout again. You don't have to build up all that infrastructure and all the lighting and the electrical, and when they fail, you gotta close the intersection. You don't do you don't have to do any of that. You just build it once and that's it. Which of them might feel safer, more comfortable? I shared here in the US the first time I encountered a roundabout, but it didn't feel very safe. Now depending on where you're in from, I know we've got folks from all over the world on this call. Maybe you're more used to it. But for me, the first time encountering it, like, it didn't feel safe. And the takeaway for us is sort of this idea that it it might feel strange to give up control, if especially if you're a traditional sort of project manager y type person. It might feel strange. When we think about the lighted traffic intersection, well, that's a metaphor for control and compliance. We're trying to control and make sure what all the cars are doing and what we have in place. The roundabout, there's fewer rules and really no centralized control telling you what to do. It's about trust that you wanna get through the traffic intersection safely with autonomy, and you have the freedom to make a judgment call about how and when it's safe to enter. So the bumper sticker here the bumper sticker, Amelia, get it? Because cars bump I stayed out last week. I'm laughing. I'm laughing. It's not that funny. I get it. But the the bumper sticker here is the comparison between an intricately, like, managed approach, travelites, and a self managed approach, the roundabout. It might feel weird at first, but but as we shift into trusting our teams and helping them understand that we trust them, that's going to be the the shift that's gonna help us as we begin to, think about how we lead these teams differently. By eliminating the lights at the traffic intersection, we're creating a more agile flow based system, and it results in in in better outcomes. We we change the system, not the people. We change the system for better results. And part of that, as we kinda move through, we have this little saying that that, when it comes to trust, that, trust is is not a guarantee. Trust isn't a guarantee. It's a practice, and it takes practice to do that. Part part of that practice, we're gonna put in your hands right now. So, in in the mural, we have a sample of something called a team charter, a team charter. And if you're looking on the shared screen, you see Amelia is there now. And if you're in the mural, feel feel free to come on over and join us there. I'm just gonna describe this, but this is for for team chartering. Many of you might already do this or be familiar with it, but it's the idea that that we're we're empowering the teams to figure out how they wanna work together. We're removing the traffic lights, if you will, and we're empowering the teams to figure out how to work together. And so on the left hand side there, we can kinda zoom in a bit, but you can see people put their names and and the things that they excel at or the things that that brings them energy in the green sticky, and then things that might, like, drain their energy on the the the red sticky note. And they're they're, they're listing those things out. And this is a great chance if you're a leader of teams in the room. It's like this is a great chance for you to let the teams figure out and say whatever they wanna say. Like, we don't have to you know, don't put traffic lights in here. Yeah. Let's go let's stick with the analogy. Don't put traffic lights in your in your team charter. You know? If Emma says that that the things that drive her nuts are an overbooked calendar, don't be like, well, gee whiz, Emma. Like, we're a consulting firm. Everybody has an overbooked calendar. Why are you complaining? No. Don't do that. Stop it. Stop it. That thing drains that thing drains Emma. Instead, you should be saying, how might we create a system where we can avoid overbooking our calendars? Right? Now come on, that should get some applause and some amens up in here. I'm just saying. Indeed. My calendar's a disaster. I practice what I preach. Anyway, so so, like, don't put traffic lights in here. Let them tell you what energizes them and what takes away from them. And then and then switching over to the the areas of there's 5 really, focus areas that we that we zoom into. Like at the top we have, for example, core values. What are the shared values we have and how we approach our work? Remember these are teams building this. Right? So it doesn't matter what project you're on or who your client is or whether you're doing like a platform solution or doing a custom solution or you're just consulting or transformation. It doesn't matter. If you've got people working together, that's a team, and let's have them figure out their core values. What about group norms? So so group norms, like some examples, we agree not to have any meetings on Fridays. We're gonna keep we're gonna have no meeting Fridays. It's just our rule, no standing meetings. Doesn't mean you can't meet. It just means, I'm not gonna have those recurring, you know, status update every 10 AM, and we're just gonna do it on Friday. Or maybe you need office hours. Like, we're gonna say, okay. Everybody has to be available from 9 to 3 Pacific, and and everybody needs to be on at that time, but but outside of that window, you kinda work whatever. You know? Figure out what you wanna do with the rest of the time. Whatever your group norms are, let them let them talk about it. And then roles, metrics of success, standards of quality. So anyway, there's 5 key areas. Let me let me just sort of wrap this up quickly and sort of tell you how this works, but the first thing we do is we we and we use MURAL constantly. We'll set a timer for, like, core values, and we'll say, okay, everybody. Log into the mural, and we're gonna set a timer for 7 minutes. We use the timer in mural just like you've experienced here. And then everyone goes in and creates a creates a their their item. So in this example, somebody created trust and openness. Someone created customer first mindset, and you can see them there. And this is just an open space, like brainstorm. Give them time. Once they've done that, we're gonna reset that timer, and we're gonna stay in this value, this this particular one. In this case, it's our core values, and then we move over to the narrow it down. Let's reset the timer, and and after we've reviewed all the brainstorming notes, and you might have more than this example. You might have depending on the size of your team. Let's let's narrow let's do some grouping. We're gonna show you a powerful tool here in a minute that will help you with grouping, and I'll let Amelia display that later. But how do you, like, group the what what are what are ones that are similar? What duplicates? Right? Let's get those collapsed. Chuck out the ones that are, like, you know, we're not gonna not gonna use. We've narrowed it down. We'll set the timer, and we'll all agree on it. And then finally, we wanna finalize the language. And this is where we're like, no kidding for real. Let's stack hands and say these are our core values. Empathy for users as an example. Dare to innovate. Open and respectful. Now you might be on this you might be on this call with us today saying, you know, that's a bunch of hippie dippy nonsense. I'm like, I get it. Seriously. I'm a consultant. I'm a full time I work for a big old consulting firm. I know. Like, I get it. Okay? And I'm a driver. So I'm about, like, where are we at? Are we when are we gonna be done? How are we I've I uh-huh. So I for me, personally, I'm just being honest. Like, for me, I struggle with this. Let's slow down to make sure that we we're all, we do have our our shared vision. The power of doing this as a consultant, the power of doing this with your teams, I've seen time and time again lead to, faster delivery of of projects, to better quality in our delivery approaches, but also just even in how we create and engineer software. I've seen it lead to higher morale in the teams, which is so needed. You know, you all know this. So needed in a remote first world. I don't know where if you if you're in the office much, but we're we're primarily remote at in my organization. The so the team team, like, morale, so huge that even the Uber driving, I don't really wanna talk about feelings person that I am. I've seen, like, the cost benefit of doing this. Oh, and and and one more. By by doing this and reducing the stress on the people that that take it and their their morale reducing stress, they actually are smarter at work. You know? Like, our brains, when we get under stress, that that that something happens and it and and we we lose blood flow to to the part of our brain that does the thinking because it moves to the the fight or flight part of our brain. It actually just makes us dumber. So if you're if you're applying stress to people at work, like, you're making them dumber. Don't don't do that. Give them this so they could be smarter. And and now now the driver's in me, yeah, like, I want smart people at work. Hello. Of course, I do. Yeah. And, Mike, I love that you're making this point too about Mhmm. Things like core values. Like, I'm I'm with you. I am I'm also not in the hippie dippy camp. I'm I lovingly refer to myself as a golden retriever. Like, everything's great. Let's just keep throwing the ball. But I like doing an exercise like this, not only internally with teams, but I actually do them with some of my client teams as well, especially if we're gonna be on a long term engagement because it builds that relationship with your client team as well. Because if I know that Mike is a driver, then I'm gonna interact with him differently than I'm gonna act interact with somebody who is a little more feely. Right? Like, our relationships are gonna be different because I know this about him and I know what his core values are. So from a client service perspective, it helps me tailor the experience to be that much more impactful for the team that I'm working with and supporting as an outsider. That's that's well said. Yeah. I I I love that approach, you know, and whether you, like, for me at Accenture, whether we give this tool or a link to this template, which we're gonna give everybody on this call here today, but give that to the client and say, okay, you guys use this as a tool in the team. Or oftentimes, our our clients are embedded on the teams with us, you know, where we're doing a 2 in a box or we're pairing however we're doing it. And we're so we're bringing that client on. And so they're right in they're right in there with us. We want them to feel part of the team, and and sort of break it. You know how it is. Sometimes there can be, the the barrier between a a a client relationship and well, that those can slow us down. We we're agile delivery folks, so we value customer collaboration over contract negotiation, and this really helps with all of that as well. Okay. So so let me just wrap this up because we do have another example. So I I don't I don't wanna spend all the time on here, but you you can see the areas there, core values, group norms, measures of success, what roles, standards of quality. You will be blown away at what the smart people you've hired on your teams come up with as long as you get the lighted traffic in the traffic lights out of their way. You don't have to do this for them. Let them do it, and and you'll be amazed by the power of doing just that. So so this is a team charter template, but but we've got another one to share with you, and I'm gonna turn that over to Emilia, who's gonna bring that one for me. Yeah. Awesome. So before I go into the example, I am actually gonna force you all into a little interactivity because it's MURAL and that's what we do. So I'd love to just take a moment. I'll invite you to follow me here in the MURAL, but let me know, how do you like to be recognized for your accomplishments. Take yourself out of, you know, out of the land of budgets and out of the lands of the and into the lands of the impossible and tell us, like, in a perfect world, what do you wanna be or how do you wanna be recognized for your accomplish? And this can be at home, at work, in your, you know, personal life, if you're playing team sports, whatever it might be. What's your what do we call it, Mike? The the recognition love language. Let us know if anybody There's actually a there's actually a book called, the 5 appreciation, workplace appreciation languages. There's a dump of book called The 5 Love Languages, but they went on to write the a book about workplace. I'm messing the title up. I'm gonna put it in the chat window. You keep going. Yeah. No. I see people are are throwing their ideas in the chat. Interestingly, Mike and I got to do this talk, in September, I think, at the Forrester Technology and Innovation Conference. And we went in with a room full of CTOs, and we started to think about what were they all gonna respond with. And we were kind of leaning that everybody was gonna put down money. And we were surprised, and I'm getting surprised again in that a lot of the answers that are starting to pop up in the chat are really around growth opportunities, gratitude, personal feedback, written or oral feedback, career growth. Right? Like, these are all great ways to be recognized. If somebody does put in, you know, show me the dollars, I won't be offended, but I'm looks like a lot of people are really around sort of that, like, public public, excuse me, public acknowledgement and feedback. Consultant of the quarter award. Heck, yes. I want one of those. Does it come with a pretty crystal plaque? I'm a sucker for a pretty crystal plaque. Continued trust. See that one a couple times in here. Somebody making a note about the internal versus external motivators? That is a great call. Thank you. I know it was you, Anthony. There it is. Somebody added in the Dallas. More autonomy though coming in right here at the last minute, as if as if they followed the analogy. So now what we're gonna do, Mike had mentioned earlier that we do have a way to quickly categorize this. So if you're running, a team chartering exercise or the team operating system, which we're gonna talk about here in a second, especially if we have a larger team, one of the big challenges that you're gonna run into is trying to consolidate all of the information and feedback. So one easy way that you can do it with mural, I'm just gonna do a quick copy paste here, is using our AI gen or or AI functionality. I'm gonna do this super quick. I'm gonna have it cluster by topic and just give us some of these key themes for recognition so that we can understand what are the most commonly commonly used or wanted areas of recognition. Bear with me for 2 seconds. I'm just gonna clean this up a little bit. As you'll see, we've got a couple core groups here. We've got incentives and rewards, incentives incentives and rewards, professional development, creative work environments, personal recognition, career advancements. We do have a little bit of overlap since I clustered it twice. In a real setting, where I would go with this is turn this into an open discussion with my team. Right? Like, whether we're doing the team chartering or whether we're doing the team operating system. This is where I'd start to dig in a little bit further and understand, you know, okay, career advancement. What does that look like? I would probably lump that in with professional development. What are some of those areas where we as a team can focus and help each other in that area? Feedback and recommendations. What are some of those ways that we wanna be recognized? What is that feedback delivery mechanism look like? And so that's where you can start to have that core discussion with your team and then start to turn it into the outputs that we would put into either the team charter or the team operating system. So we're gonna do a little bit of that together. But first, I'm gonna walk you through our team operating system. Now this, like the team charter, is another template that's available in mural. I like to do this not only with internal teams, but as I said with my client teams as well. I have relationships that I've held since literally my first day here at mural Accenture being one of them. And so I've been working with some of these folks for years and it, it does feel like we're on the same team, which can be really powerful, but like any team you run into challenges. Right? And so being able to set some of these rules and guidelines and boundaries ahead of time leads to really productive relationships over time. So with the team operating system, the first thing you wanna do is think about your goals. Right? Like company level goals, team level goals. If you're doing this in more of a consultancy setting where you're working with your client, what are their goals? What do they care about? What are they trying to achieve? So document that first and then start to think about what is going to be core for your operating system. And I'll zoom in here a little bit. So some of the things that I like to think about in a team operating system go a little bit down a different path from the charter, and these are more rules of engagement, right? Real time communication, asynchronous collaboration. How are we handling that? Are we doing teams or Slack messages for asynchronous collaboration? Are there people on your team that love to hop on phone calls? Like, let's document those things. How do we handle real time communication? What is our meeting cadence? Are we meeting weekly or we meeting biweekly? Do we have a daily stand up? Figure out what those are. So you use this as an opportunity to start to brainstorm, and you'll see one of the opportunities here is recognition. Right? So we just did that brainstorm together to understand potentially from a recognition perspective. What are those core things that we would want in our recognition operating system? We saw things like professional development. We saw things like money. We saw things like feedback. So those would all go into this recognition bucket. From there, you would do similarly to how you would do the team charter. You'd vote on them. You'd have that open discussion of, okay, from a recognition perspective, what's most important to our team? In mural, you can use the voting functionality where you can bring everybody together, have them vote on, hey. Actually, we love per you know, we love public feedback, and maybe it comes down to creating a Slacker team's channel. We have one here at mural called the kudos channel. We go in, we tag everybody. They're like at mentions to the channel. Mike was amazing. Here's the great thing he did. For our team, that resonates. Other teams might want more of an internal private channel where they can share those kudos, but this is the discussion to have with your team. And then just like the team charter, you'll wanna document it here. So finalize your operating system. Figure out what are these principles? Why is recognition important? What does it mean to the team? What are those driving values underlying in recognition that we believe? And then how does that translate into the practices? What are the things that we do to accomplish that goal, to meet those values, to meet what we believe in? You'll see here that we've got sort of 7 predefined categories. You don't have to be married to these. You know, again, like, as we were talking earlier, Mike and I are both drivers. Like, maybe relationships is not as important because we just wanna get things done. Maybe we take relationships out of the equation and shift more towards timelines or deadlines and focus on what are those key metrics and milestones that we would move towards in that category. So the great thing about mural templates, especially, is that they're flexible. So if some of this resonates but some of it doesn't, that's where you have the prerogative to make some changes. But this, like the team charter, can be a really simple exercise to go through with your team. Suspend an hour. We're at a great time in the year where we're things are starting to slow down a little bit. We're gearing up for January. New Year's resolutions are coming up. Everybody wants to change and make things better. This is a great opportunity to invest your time in something like a team charter or a team operating system to really hit the ground running in the new year with documented rules of engagements so that you know, hey. If Mike's car is on my right in the roundabout, he's got the right away because he's gonna be making that turn. So that is our team operating system. I know I went over that super fast. Mike, was there anything that I missed? Well, no. I mean, our purpose here today is to talk about the reasons why team chartering can accelerate your performance and your delivery. I don't think I don't think there was anything you missed in in as far as that particular mural, but I wanted to highlight something you you said about this one that that I enjoyed discovering. Now the second time I've been through this with you is I have some built in biases on when it comes to workplace recognition. And guess what they're based on? Me. I'm selfish. Like, they're based on me and how I wanna be recognized. And by just taking a moment and stopping and saying, oh, turns out, you know, Sarah wants to be recognized there. It makes me a better leader almost immediately. So if you're on this call today and and you're a leader in an organization and you wanna get better at it, please take time to figure out how your teams operate together. It's it will benefit the teams because they'll be stronger, better, faster, but it will benefit you as a leader as well. Yeah. I I wholeheartedly support that. And I think if I think back to some of the the highest powered teams that I've been on, whether they were internal teams or the joint client engagement teams, it's the ones where we've taken the step back before diving in and set out these rules. Right? And and put these guardrails in place, and I find that to be so much more effective than if you have one leader on the team who's just dictating, like, this is what we're gonna do. This is how we're gonna do it, and everybody else needs to get on board. I think that if you've got that opportunity to let the team identify how they work best together, they're gonna work towards that best option. And, like, one of the things I didn't call out, but out of the operating system, we have a a category in there called superpowers. Now this means something different to everybody, but superpowers are a great opportunity to call out what individuals are bringing to the table. Maybe you have somebody on your agile squad who's actually really well versed in human centered design. That's a huge opportunity. Right? But maybe you didn't know that that existed until you had the superpowers conversation. So by taking the time to get to know the team, understand what their strengths are, and figure out how they can leverage them best together will lead you to really powerful results down the road. Brilliant. Awesome. We've got some questions. Should we jump to our q and a here? One of the questions, and I know, Mike, you answered this in the chat, but I think we should dig into it because I when you and I were prepping for Forrester, we talked about this at, concept of charter ring versus team charter. Yeah. So someone at Brianna asked, do you revisit your team charters as team members leave and join? If so, how? Yeah. And and I it is a great question. Thanks for asking. But but to to be clear, like, we try to be specific with our language. This is the act of team charter ring, as in it's an ongoing, process. Now, many many companies I work with have some form of, like, quarterly planning or or forecasting quarterly town halls. Like, the quarter of a year is a thing. Many organizations that just like, it resonates, you know? Or or might I suggest just seasons. It's easy to say in winter time, we're going to up take a look at our charter, or in the spring. But however you wanna do it, it's the act of chartering. It's not a one and done, dusty it's also why we use MURAL. We use MURAL because that's a collaborative environment, not a I'm gonna say it. Not a Microsoft Word document out on SharePoint that nobody ever reads again. Okay? Like, let's just get real for a second. SharePoint is the arctic tundra of lost documents. Like, no. It's gotta be in somewhere where we can get to it readily and collaborate. So that's what I would say, Brianna, to that. Yeah. Sylvia asked another great question. What would you recommend when the values of a team differ from the values of the company website? The company web. I thought it was just gonna be the company. I don't know what to tell you about your company website. Like you should probably fix it, But but no. Look. It's a the, if that's a good question because if you if you see your team's values and they're, like, opposed to the company's values regardless of what the website says, whatever the company's values are, that's that's an area for discussion, and I would I would actually be encouraged by that. And I would be wondering, hey. What is that about? Like, how far how come we're so far disconnected? And maybe, you know, I don't know. I'm making making it up, Sylvia, but it's a now that it's a conversation with leadership that says, hey. We did a team chartering event. I got 8 people on my team, and you know what? None of them know the company, values. Do are we care do we care? Maybe. So I would look for that. I would I would want those values to be in alignment with the with the company's values. And, again, whatever the website says, it may be different too. I do think you make a great point, though, Mike. Like, this is something at Mural, you know, we've been through leadership changes. We brought in a new CEO this year, and I think it's super interesting because I've worked for companies that have been around for, you know, a year, and I've worked for companies that have been around for a 150 years. And I find the ones that are most successful are the ones that are looking at things like values on a frequent basis. Yeah. Like, we don't like, our company values do tend to change year over year. And that's because we're evolving as a business. That's right. And so I I totally agree with you that I think that if your team's values and your company values are not quite aligning, that is an opportunity for discussion and maybe something you take to your people team and say, hey. Like, this is what we're seeing within our team. How does that resonate to the bigger picture and what we're trying to achieve as a company? And open that door for conversation because maybe it's time to refresh those company values. I think the question also ties in a little bit to Brianna's other question about how do you balance setting clear boundaries in team charters while leaving room for flexibility? And and I say that because just like the company's goals or mission, if our teams are at, like, out of whack, we we we need to have some sort of boundary in team chartering. So so for example, if if we just said, woo, log in to MURAL and, brainstorm, like, what are your core values? And someone said, well, I wanna build guitars 8 hours a day. And, I know we sell software, but, I wanna build guitars. We'd be like, what? Why would you write that down? Like, why would you do that? I mean, there has to be some sort of alignment. And so maybe, Brianna, it's the idea to tie back to what Sylvia was asking, which is that maybe you just start off the charting. Right? Here are here are our company's core values. Let's make, you know or another thing I've done is I then this we didn't mention this, but I'll give you a pro tip from the field here. When I'm doing large rooms of this, like 7 or 8 teams, I'll do them all at once, and I'll invite the the leadership of the project I'm on. And in my case, preferably the client, will come in and give a brief 1 or 2 minute kickoff of this event and say, here's the vision of the project. Here's our vision as a company. And it sets the stage or or boundaries, as it were, Brianna, to help us. And then I send people to individual breakout rooms with their own mural, and they they go create it. But we've set the stage, we've provided a boundary, we've at least given the sort of rule yield to those in the center of the circle. We've at least set something. Yeah. And that ties really nicely into the fabulous question that we got from Anthony about, do you recommend team agreements requiring unanimous agreement for ideas that are chosen? Hey, Anthony. It's a this is Mike's opinion. So, I think this webinar was free. Right? So you get what you pay for. This is my free opinion for you. No. I do not want you to notice agreement. I first of all, the teams I work with, fit in and they're not in animus on much of anything. So, like so no. I don't think so. But but if we have some outliers, like someone who's just way out who says, you know, something that's way off the wall, I wanna I wanna hear from them. And as a facilitator, I might do that individually first. I might say you might grab a one on one and grab a cup of coffee and say, like, what what's going on here? But I I don't, I don't think unanimous is is needed. I think sort of some sort of consensus is what I would say would be good enough. And please feel free to disagree in the chat window and and happy oh, Anthony's even got some more, feedback in the there's Anthony again. Yes. Anthony, I love this. So Anthony called out, you know, when you're setting the stage for either a chartering session, an operating session, setting out that kind of objective statement at the beginning, that's something I love to do as a facilitator. You know, this meeting will be successful when or this meeting will be successful if we walk away with blah blah blah. Sort of setting that expectation right out of the gate, I think is really powerful, and that's a great tip. Thank you for sharing that, Anthony. Yeah. Awesome. Well, I think that's the questions that we have in the chat. Any other kind of final closing thoughts you wanted to share, Mike? Well, again, our focus today, just as we're wrapping, our focus today has been on the power of the the team chartering activity and using a collaborative tool, using MURAL to do that. And the reason we do that as consultants is for better client delivery. It's it's not just for for some unknown reason or because we we think it's a neat idea. No. I I care about clients. I care about my clients. I care about delivering well for them, the right thing at the right time to the right people, and chartering will will help speed that up. It will it will, and then the last thing, in addition to that, you get to claim back all that miscommunication money that was sitting on the table, which is how we started our event. $1,200,000,000,000 annually globally. Go claim that money back. That's yours. Don't leave it on the table. Awesome. Thank you so much, Mike, for joining us. This is it's always a pleasure. I love sharing and being with you. Yeah. It's great to see you. Yeah. So thanks everyone for sticking with us. Before we jump, couple of things, you will get a copy of the recording in your inbox. Included in that will also be the templates that we talked about today, the team chartering and the team operating system. And before you close out the window, there are gonna be 2 pop ups that come up. If you wanna dig into Mural further, if you wanna demo pricing information, I saw there were some questions about Mural AI in the chat. Just click on that talk to Mural experts button at the top right. We'll get in touch. We'll help you get started. And then lastly, we're gonna have a survey pop up for you. We'd love to get, feedback on this session and hear of any topics that you might be interested in us covering in future webinars. Thank you so much for joining us. We really appreciate it, Mike. Thank you for being our amazing host today. It is always a pleasure. Thank you everyone for your time today and, happy collaborating everybody.