Research Reveals 3 Practices of Elite Execution
NEW BOOK GIVEAWAY!!
20 copies available!!
Leave a comment on this guest post by Mark Miller to become eligible for one of 20 complimentary copies of his new book, Win Every Day: Proven Practices for Extraordinary Results (The High Performance Series)
(Deadline for eligibility is 3/13/2020. International winners will receive electronic versions.)
What transferable practices help any organization excel at execution?
This is the question we presented to our research team from Stanford University when this work began. What we learned surprised us all.
The research:
We spent the last decade studying high performance.
We researched some of the world’s best organizations – Apple, Starbucks, Mayo Clinic, Southwest Airlines, Ritz-Carlton, NAVY Seals, Clemson Football, Chick-fil-A, Zappos, and more.
We also talked to a kung fu grandmaster, sports psychologists, and hundreds of leaders.
Confirmation:
First, we confirmed a big idea from our original research a decade ago: The magic is in the masses. You cannot achieve and sustain elite levels of execution without everyone’s full participation.
We distilled a mountain of research and conversations into the three Practices of Elite Execution.
Power is only unleashed when everyone embraces each practice as part of their daily routine.
3 Practices of Elite Execution:
#1. Pursue Mastery:
Mastery is a level of skill in which the desired behavior is consistent, flawlessly executed, and is second nature.
The goal of mastery is to do the right thing the right way every time.
#2. Own the Numbers:
When people care about the numbers, execution improves. Tragically, most workers do not know the outcome of their work.
Everyone must know the numbers before they can own them.
#3. Help Others Win:
Pursuing mastery and owning the numbers are about individual work. This practice represents a shift from “me” to “we.”
When everyone in an organization agrees it is part of their job to help others win, a new culture emerges.
Can these three practices really transform an organization? Yes, and they can do more than that… they can change lives.
How might leaders put these practices into action on a daily basis?
What practices of elite execution have worked for you?
Mark Miller is Vice President of High Performance Leadership at Chick-fil-A, Inc. and an international best-selling author with over one million books in print. Learn more at WinEveryDayBook.com.
Very interesting. I would love to receive and e-book and learn more.
I am wondering if there is evidence, how much processes are required for that?
In my observation, the longer you aim for mastery, the more complex the processes get which ultimately harm mastery/excellence to a large extent. Any thoughts from the audience?
I am a firm believer in mastering the little things. If you consistently master the day to day you have a solid foundation upon which to build. You have to build a team culture where everyone develops a leader mindset, even those without direct reports. When people are taught how to lead and expected to lead teams flourish.
While it is true that we can encourage mastery, it is the individual that has to accept and desire to achieve. I have experienced that regular workers are less inspired than their temps. Is their job with you a stepping stone to get their desired position within your organization?
The real point Thomas Kuhn made in “The Structure of Scientific Revolutions” was simple:
Master the Existing to Transcend it.
He actually had to disown the concept “paradigm shift” as a way to describe it, because the hippies/Age of Aquarius/New Age types (mis)used the term as a way to rationalize “because thinking it makes it so.”
He demonstrated time and time again thru out history that it was those most invested in the (scientific method) system were the only ones who could truly revolutionize science by making the anamolies (call them “black swans”) moot with better explanations/theories that explained far more than the exisring ones.
In other words, through a process of rigorous analysis the creative solution emerged.
The idea of being better together resonates with me. Putting these practices into play is the hard work of leadership! Looking forward to reading Mr. Miller’s book!
So looking forward to reading Mark’s book and happy that it sounds like our team already engages in the behaviors he describes.
Learning to perform at certain levels in order to get desired outcomes makes logical sense. I would love to read more about this. Please send me the e-book.
I agree with the three points. If I could comment on each point;
Point #1- to pursuing mastery, you need the right mindset to who influences the right mastery, what are your realistic expectations.
Point #2- I believe the numbers should be that of encouragement and not that of a bubble of negativity. Choose wisely who sets the numbers and their motive.
Point #3- Helps others win, this is a win – win scenario. This always fruit of excitement within a team and creates an atmosphere of belonging.
A few short comments.
Well said. All three matter. It is difficult for some organizations to share the numbers in orders for everyone to know the numbers and to care about the numbers. Everyone also needs to know “why” the numbers being tracked matter. Get to the “why.”
No doubt…you need the whole team on board with the mission and values, as well as buy-in on the plan. If the leader takes it all on and becomes the sole conduit for execution, he or she becomes the facade and the rest is hidden behind the curtain, toiling without seeing the payoff. We want to be the team that throws open the curtain and reveals nothing shocking…just an entire team working toward the same goal, performing at a high level, and able to see the other side of the curtain and the result of their hard work.
Wonderful post. The routine of daily habit is definitely key to progress. Focusing on the “we” is critical to overall success, but the struggle is getting individuals to recognize their part of the “we.” If team members don’t recognize their own potential and value themselves, it’s difficult for them to see the bigger picture they should be contributing to.
I am a strong believer in getting everyone aligned to common goals, working as a team, mastering the day to day activities and knowing the numbers provides an organization the best opportunities for success.
Mastery and its associated benefits have long been known. Since the early inception of my management career I have been inspired my Aristotle, “We are what we repeatedly do. Excellence, then, is not an act, but a habit”. I would also love to know more about this research and to do read the book as I am now in a position within my career to be able do, coach and teach.
A focus on mastery and teamwork is what drives the numbers in the desired direction.
How do you reconcile this with the current prevalent business practice of “good is good enough?”
This is so true. As we grow as individuals we need to grow as team. We would all succeed if we were working together . I really would like this book
Would LOVE reading this free book via the giveaway and then sharing with my team for optimal alignment and performance! Love the Help Others Win virtue!
When everyone can share in the wins and the losses, they have a vested interest in succeeding. Everyone wants a culture like this, so why do the beating continue until the morale improves?
Love the simplicity and ease of application. Mutual Learning mindsets and behaviors allow for elite performance as a “We” vs. just a “Me”. It takes a village.
Sounds like a great read! I never thought about how most people don’t see their finished work. It’s a good reminder to help our teams see the bigger picture.
Oh the numbers. We hear them and see them on the big screen, but we don’t get to know them. It’s a mystery as if they are being hidden, when in reality one must see the goal post to make the field goal. 🙂
Thank you on behalf of the international part of your audiance. I hope to have a chance to get a copy and practice these principles! All the very best from Krakow, Poland.
I would love to learn more about how to shift a company culture from “me” to “we”; it can be challenging to convince people that group success can and will lead to greater individual success. It’s important to celebrate those teammates who give selflessly and willingly for the greater good, and encourage others to follow the same model.
Great article!!! Cant wait to get the book!!!!
What a great quote!! “When everyone in an organization agrees it is part of their job to help others win, a new culture emerges.”
On #1 Pursue Mastery:
Mastery is a level of skill in which the desired behavior is consistent, flawlessly executed, and is second nature.
As a psychologist working in a corporate environment – where mental health issues become to be more and more evident (part of my Master’s Thesis) I really wonder about that consistent and flawless execution bit…
Would love to read the book in its entire context!
Perhaps I will have a chance…. 😉
I agree. Interesting. Routine helps when things go a little crazy.
I have to say I wonder about applying the methodology of (say) the US Navy’s SEALs to general workplaces. The SEALs are a super-elite, drawn from the most highly motivated of volunteers, trained to the highest standards by ultra-experts and funded to the greatest extent the world’s richest country can manage. This is eminently sensible because the risks and benefits that accrue from the missions the SEALs undertake are of the highest importance and value. I’m not sure how that applies to the untrained rabble paid minimum wage to pack plastic novelties.
I like the conversation and look forward to hearing more. The final “morsel” mentioned rings very true with my own value of Providing Service Above Self. I believe this attitude garners the ultimate respect in life and in business.
Good Stuff.
Dave
# 3 Team building resonates most with me. Thanks, Dan for the giveaway and your daily posts
Expert skills, practice, habits are 90%. Mastery is in the mind – the next 10%. Leaders have to work in that last 10% realm with each individual.
The three practices above are so intertwined that they almost cannot exist without the others. They are not mutually exclusive as you must have mastery of being that servant leader, to help others win, by fully understanding the data and what it is telling you. Great thoughts today, thank you.
I would love to read this book. As a high performer and over achiever- always desire to learn new skills and insights of how to “mastery” the areas i serve- people, communities as well as profit and still have time, energy and balnace for other parts of my life.
I know execution is where many leaders fall short. I believe #4 Help Other Win is the most important component. You can’t do it all yourself and your team must execute as well. If you create a great vision, include your team in the strategic plan building (WE not ME) you will have their buy-in and they will be willing to execute without as much of a push. I look forward to more on this topic and can’t wait to get the book. I am a big fan of Mark Miller!
A very good read. Peeked my interest. I work with an Engineering firm where everything we do has to be done in the most professional manner, leaving very little room for error. When we mess up, our projects fail. We design unique projects. It takes a lot of collaboration between team members, but also accountability at the lowest end for us to be successful including owning their budget. I would love to read this book and gain further insight into elite execution.
Interesting and looking to read more. This ties closely to what we are trying to do in my organization!
Big fan of Mark Miller’s work. Sign me up for that book!
I couldn’t agree more with these 3 pillars. I am going to be bold and say the first place to put them into practice is our personal family life, particularly as a parent. So many times we see raw talent flash hot and fast only to burn out because they were not built on a foundation since childhood of excellence, accountability and “we”. And these are lessons most impactful when instilled by the parent, not a hired-stranger, regardless of how loving and talented they may be. Even if we aren’t parents, we all are part of a family, blood or otherwise. Let’s start applying these practices to these “organizations” first and I believe we’ll see it spill over into the other areas.
I agree with 1 and 2 but am struggling a little with #3.
(Pursuing mastery and owning the numbers are about individual work. This practice represents a shift from “me” to “we.”) Individual work is the definition of “me” and antithesis of we. Maybe it is just me…
I agree that it takes more than just being data informed. You have to help others in the organization understand the key data points and how they contribute to the organization’s success.
Purpose mastery can elevate leaders and teams to move from short-term success to long-term significance . The key is Finding Team Core Purpose, while the personal purpose is transformative, team purpose is powerful for the entire enterprise.
I wonder, how can you convert a traditional worker organisation (skilled trades doing Job for hourly income) where workers try to extend hours because they earn more – into a culture of we.
Especially if gaining mastery and knowing the numbers and improving efficient / effectiveness ultimately means they reduce their hours and hence income.
I need this! I am both a Federal employee and a military member….I’ve got two jobs in which I need to execute and lead to extraordinary results!
Sounds like a great read. Would love a copy. Thanks.
Sounds promising, especially if grounded in solid research. I fully agree that #3 is a huge change of culture for most companies, especially big ones. Companies promote values such as “respect”,”speak up”, “win together” but fail to actually change their internal culture, often because the existing organization and processes foster competition and office politics
Respecting and helping each other sounds obvious but I have rarely seen it happen in 20 years and always among a few individuals only. How do you Implement it across an entire company ?
Looking forward to read the book
Very enriching content. I would love to receive a copy of your book!
Working at an employee-owned company gives us an edge in #3. Our company shares operational, sales and financial information to improve the knowledge base of each employee. Our goal is that everyone of us makes decisions to help each other to serve our customers better each day with the result being really good performance across all areas of our company.
Helping others to be successful is one of the most powerful assists we can do as a leader. It is a belief that moves an individual or an organization more than any other practice. Thanks for sharing.
Wow- I am really struck by #2 today… so often upper leadership can think it is protecting everyone by not sharing lots of data, assuming that just summarizing “status” without getting into the weeds about how that status was achieved is simpler, inherently motivating, and preferred. I see, however, how UN-empowering that is and, in my own practice, where I have left others out of the learning, as well as places where I have had to backtrack to fill in details because the generalized “idea” of where we are was misunderstood. Thanks for this post – this book looks like a great read!
Very enriching content. I would love to receive a copy of your book!
Excellent Article – Buy In is truly key. If organizations have the passion of the organizer most obstacles are only steps toward success. Mastery, Knowing oneself, and Selflessness are paramount to succeeding. Thank You
Looks like an interesting book. I wonder what the optimum number of members on a team would be.
Thanks for the great reminder this morning! Our daily habits matter, and we must keep them in sight. I have been dwelling on James Clear, author of Atomic Habits, reminder to “Spend less time focusing on outcomes and more time focusing on the habits that precede the results. You do not rise to the level of your goals. You fall to the level of your systems. Your system is the collection of daily habits that will get you there.” Mark’s idea of pursuing mastering and owning the numbers correlate to this idea of focusing on daily habits. Helping others win is the icing on the cupcake that gives purpose to our days. Thanks for a great post! I look forward to adding your book to my read list.
I hadn’t thought about #1 in terms of mastery. I have read and believe an organization is successful if everyone is a lifelong learner and is always curious. These are certainly components of mastery.
These are vital concepts when we are entrusted with children and their learning!
Great post. I couldn’t agree more with the three points discussed, however I can share within my own world that this can be challenging.
What suggestions do others have for owning the numbers? In healthcare, timely data isn’t always readily available so we sometimes shoot from the hip based on perception and not the numbers.
Additionally, there’s many challenges leaders face in getting large teams on the same page. Any suggestions for encouraging mastery across the experience continuum and the “we” approach for large, multi-disciplinary, and generational teams?
Such simple concepts, however so challenging to do correctly. Would love to have a copy of this book to read through the information and gain insight into these concepts.
Timely post! I am about to enter 6 months of intense and at times conflicting deliverables with a large international team. At time when Covid 19 is seriously affecting how we operationalize and deliver while keeping everyone on-board and enthusiastically owning their parts, these concepts are particularly pertinent. Thank you for bringing this book to my awareness!
What practices of elite execution have worked for you?
Full transparency wrt financials.
I shared the business P&L with my team members ( union members) back in 1983.
I was reprimanded by upper management but the owners loved it because of the positive results it generated wrt customer service and employee satisfaction.
I continued this practice and it became a standard in the corporation.
“Tragically most people don’t know the outcome of their work.” 🙁 Yet another place we can do #3 and help others win. I want to get better at helping team consistently see the impact of the work they do. Mark Miller pounding home what sounds like another winning title.
Look forward to reading this book! We’ve made great strides in owning the numbers where our teams realize the outcome of their work. Helping others win poses more difficulty at times especially as an organization grows in size. thank you for sharing this!
Often we feel we have obtained mastery because we understand and can explain a process or strategy. I appreciate the way Mr. Miller notes that master means you use it consistently and it is second nature. Thank you for a helpful guest post!
very interesting observations. i would like to know more information
I agree that after taking ownership of me, to taking interest and dedication in we, is the missing step for so many. The Ego, or the Concept of Undersupply — that somehow through competition there is less and not more for everyone — is the real hinderance of true success.
I’m particularly interested in the section about “Owning the Numbers” and the discussion around how many metrics to track. Is one number, a handful, a dashboard, or multiple dashboards most effective. Of course, audience matters; however, I’d like to read more on the pros and cons of each.
Continuous improvement and mastery sound very similar. The more you try to learn and understand as much as you can about something, the better your processes will become.
I think it’s also important that the leadership expresses these practices to their teams. The team has to have a clear understanding of where the leadership is coming from and what they expect.
Awesome observation really looking forward to knowing more
Sharing the numbers is a vital part of our culture. At our weekly staff meeting, we share company-wide numbers with everyone on the team. I’d love to receive a book and learn more. Thanks for the guest post!
In learning the processes that make up the business functions, immersion is a fundamental step in pursuit of mastery. Without owning the numbers, the immersion is incomplete. And, unless you can teach the process, mastery is incomplete. Without mastering the process, there is no way to whittle down the steps and improve. The very basics of process improvement!
Awesome subject, and one I am passionate about! I would love to read this book!
I would enjoy the opportunity to sit at the feet of Mark Miller and absorb. As a student of leadership studies have proven execution and culture are priorities to the success of any organization. Reading the books by S. Truett Cathy and really internalizing his concepts have impacted my personal practice in leadership.
For me, being organized and owning the numbers is part of how I make pursuing mastery and helping others win a daily practice. For mastery, I set achievable milestones that keep me motivated to improve my skills, then try to collect feedback (though there’s always room for improvement there). When it comes to helping others win, I’ve found it’s helpful to schedule the time to sit down and work with someone. It makes it a visible priority and you can tell when you’re not doing it enough.
Love the “own the numbers” bullet point. I do see some downside if the focus becomes the numbers, rather than the real result. The lesson here is to make sure what you measure really aligns with the desired future state. Thanks. And would love to read the book!
When management involves the workers in the goals of the company, and management help’s the workers succeed, they will work to the best of their ability to make the best decisions and make the company successful. 3 Great points.
I’ve been interested in high performance both individually and in business culture for that past few years – mostly because I wasn’t where I wanted to be. While I’m not to the steady state I want to be in most of the time, I have made progress. I’d love to get a copy of this book so I can both refine my method and see what I can share in the Communities I contribute to inside my business.
I would love to know how the 3 Practices of elite execution translate to the running of an Anglican Church in England. Here numbers are less important than quality of contact ( and content) though I think mastery of behaviours is crucial to both. Working for the benefit of others is certainly relevant too. As a volunteer worker ( as all members are) how should we be trained?
I would love to hear views as to this context.
Thank you.
As a Mayo Clinic employee, I am very interested in this book.
Can high performing teams or individuals exist without a great culture? Or can these individuals influence the culture which then creates high performers?
Thanks so much for sharing today and everyday with the insight. I would love a copy of the book
Hmm … Yes, and!
Mastery is important, and so is lifelong learning. “We don’t know what we don’t know until it’s pointed out to us (in a way we can see it).” People who believe they’re masters of something and can’t acknowledge their blind spots are troublesome to me.
Maybe this is all included in the book, so I’d definitely like to know more. Please include me in the drawing!
Knowing the numbers is a good point. When working, and you are “low man on totem pole” you start to wonder why you have to work so hard or why the management is “breathing down your neck” about certain expectations. Not all numbers need to be seen but numbers can be communicated so that everyone understands what they are a part of and what they are helping build. This also ties into making sure everyone understands how there role effects different co-workers, teams, and numbers. Employees should have pride in not only their work but in their co-workers’ work too. And sharing numbers and how responsibilities and jobs affect everyone and everything in a company help move towards a new culture.
Moving from “me” to other-centricism (“we”) = serving everyone’s full presence, seems to me, in almost every work situation, Maya Angelou is a irrefutable litmus test: “I’ve learned that people will forget what you said, will forget what you did, but never forget how you made them feel.” We must feel whole. Without “Helping others,” the whole is diminished; mastery is unachievable; and accountability (numbers) becomes a hoax. When the numbers are wholistic, #3 is #1.
This part struck me: “Own the Numbers–When people care about the numbers, execution improves. Tragically, most workers do not know the outcome of their work.” I try hard to share relevant information with my team, but I see where I could do a lot better on this particular aspect.
Lots of folks have great ideas. Creating ideas. Lofty ideas. World-changing ideas. Unfortunately, ideas are useless without strong execution. To improve dramatically, focus on improving execution. A mediocre idea executed with excellence often makes much more of a positive impact than a great idea executed poorly.
Great points and the organizational shift from me to we! As leaders we must go first in implementing and executing these types of practices. Reminds me of a previous Leadership Freak post from way back in 2014 – What Matters Now. The following quote from that post still resonates with me today, “The passion of a few matters more than the lethargy of the masses.” Great stuff Dan!
Routines and rituals – vital to extraordinary achievement!
I agree 100% with #2 The Numbers. While sometimes the conversations might be difficult if the numbers are not what we want, it allows individuals to make changes/adjustments to improve! It is imperative, however, that the conversations regarding the numbers are professional and not personal. Thanks!
thanks
I am looking forward to discussing this with my team at our next meeting. Thanks for sharing!
Help know the out coming of their work, that resonates with me, working for a big agency sometimes it is difficult to see to big picture. I think this is something I would like to incorporate into my staff meetings (quickly) celebrate the accomplishments by the numbers so everyone sees their impact on accomplishing the our goal.
Huge fan of Mark Miller – can’t wait to get the book. We are a dedicated Servant Leadership company making equipment, and this just works!
My emphasis is on the control we should (I’d use MUST) take with regard to our efforts / actions – what I’m calling Personal Servant Leadership or PSL. It’s what individuals do in an effort that may be part of a formal organizational effort or, if not, will certainly be part of an informal group or organizational effort. [The inclusion of ‘Servant’ is intentional – intended to represent the same considerations included in the better known Servant Leadership. Indeed I would include the preparatory efforts an organization’s leadership makes for pursuing Servant Leadership could be considered PSL.]
In the optimization of PSL, mastery is an important goal. As such, the quote from this post (“” Mastery is a level of skill in which the desired behavior is consistent, flawlessly executed, and is second nature.”) represents the clear objective. All three characteristics are key: The skills must be developed until they are ‘consistent, flawlessly executed, and second nature.’
Very interested in Mark’s book and look forward to the challenge of applying these concepts to state agencies!
I have met Mark before about 8 years ago at a conference. Mark is fantastic to listen too. His book must be amazing. I loved the section in the blog on, Help Others Win:
Pursuing mastery and owning the numbers are about individual work. This practice represents a shift from “me” to “we.”
When everyone in an organization agrees it is part of their job to help others win, a new culture emerges.
Can these three practices really transform an organization? Yes, and they can do more than that… they can change lives. This sure will change lives since now everyone is helping others win so we all win and that will change lives.
Help others win. Love that one
Great points. Something for all leaders to remember!
I like that #1 is “Pursue” mastery, not “Attain” mastery. Also, #3 makes it about others – a key to be an effective leader. Great post. Thank you.
I want to win a free book.
Would love to receive a copy, thankyou
I am fortunate to be working with leaders who already implement these 3 practices of elite execution at my workplace. For “Pursuing Mastery,” I see our director and manager lead by example. From time to time, they would fill in to perform the tasks of front line workers. In this way, they can understand the difficulties and problems the front line workers may face. With this knowledge, they improved processes to help everyone master their tasks correctly every time.
For “Owning the Numbers,” our management create quarterly reports that show our strengths and weaknesses for the quarter. This report includes different sections on processes that are being monitored. It shows what new process was implemented and the effect of that change. This way, all employees are able to know if their efforts made an impact on our score for the quarter.
For “Helping Others Win,” our management team discourages gossip and cliques. A positive and uplifting culture is promoted in which everyone’s expected to be team players and help each other. There’s no strict line between job titles. If the phone rings and a front line worker is busy, anyone can help answer the phone. This camaraderie is why most of the employees stayed with our company despite years of financial turmoil.
This intro has created a real interest in wanting to learn more about these principles so that I can share with other leaders in our organization as well as my individual team members. I hope that I am selected to receive e one of the copies.
I recently witnessed the shift from people who were only out for self to the same people becoming a major help to others. We had an uneven level of performances among our team members and the company was suffering and almost failing because of it. It took a lot of communication, dropping dead weight and restructuring positions and titles. Once the more experienced guys realized that helping the less experienced guys would benefit everyone, the shift in our environment was as amazing as it was sudden. Now, instead of being met with resistance, the entire operation flows like a well-oiled machine. We all feel the difference and we all agree that it’s a much better place to work…enjoyable even! Life changing indeed!
“Tragically, most workers do not know the outcome of their work.”
This seems like a big thing. If this is the case, how do we as leaders do a better job of helping workers know the outcome of their work?
Desires become deservingness only through consistent, directed, self motivated intelligent effort says an Indian Guru Mahatria.
So true for Success requires the RIGHT Routines…
Excellent points. I would love to receive a copy of the book.
Becoming a better leader is paying attention to the details. Including the shift from “me” to “we” will likely lift the team’s execution and outcomes.
I have been using the “numbers” with my team this year, already seeing results!
Hi Dan! This topic is very timely. My team is working on an extraordinary number of high-profile projects and it is overwhelming. Tips on how to be extraordinary would be very welcomed! Thank you!
Having spent the best part of the past 3 months working on developing my team’s strategy based on the company strategy and making sure our strategic principles and pillars are on the right track to inspire and give the team direction. These three practices really resonate with me and I will work to weave these into our strategy.
Thinking of my team specifically, I’m not sure how I’d motivate the pursuit of mastery. Owning the numbers I more-or-less follow; but in an environment where everyone always has too much to do, how do we make “help others win” anything more than another way to say, “Do what’s in front of you and we all benefit.”?
“Everyone must know the numbers before they can own them.” This has been my mission since I took over as supervisor. I would love to learn more ways to inspire my team.
Motivating my team into mastery by setting the example. As a leader I am responsible for setting the tone for the level of excellence I want to see my crew pursue by showing them how to do it through my actions. Thanks!
I had a boss who always maintained, and i quote, “You can’t manage what you can’t measure!”
Not sure if it was his quote but he certainly said it like he owned it!!
I love this and the practicality behind it all!
Very interesting.
Pursue Mastery, Own the Numbers and Help Others Win:
should all be part of everyones personal business commitments. It opens up for great discussions. I would love to receive a copy of the book and read more 🙂