Sunday, January 21, 2024
Thursday, January 18, 2024
Leading Effective Engineering Teams by ADDY OSMANI
Google found that psychological safety is the most important dynamic for an effective team. This was alongside other dynamics like dependability, role clarity, meaningful work and impact.
The following is a write-up on effective teams based on Google's Project Aristotle. I will be covering this topic more in the upcoming Leading Effective Engineering Teams O’Reilly book.
At the heart of Google's productivity are teams. Teams are where ideas take shape, work unfolds, and team members engage with their tasks. Yet, they're also a breeding ground for interpersonal challenges and ambiguous objectives, all of which can disrupt your team's workflow.
In the wake of Google's Project Oxygen research insights on managerial excellence, Google embarked on another large research effort - Project Aristotle - to understand the makeup of an effective team. Named after Aristotle's adage that "the whole is greater than the sum of its parts," this initiative aimed to harness the collective prowess of Google's workforce.
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"What Google Learned From Its Quest to Build the Perfect Team" goes into more detail on the study.
Defining a "Team"
To understand what elevates a team at Google, we must first define what a "team" is. This is about understanding the roles, relationships, and responsibilities that characterize a team's effectiveness.
A "work group" and a "team" may seem interchangeable, but they differ fundamentally in their degree of interdependence:
Work Groups: Operate with minimal interdependence and are often a product of organizational hierarchies. Their interactions are typically limited to information sharing during occasional meetings.
Teams: Thrive on interdependence. They collaborate intensively - planning, solving problems, making decisions, and evaluating progress - to achieve specific project goals.
Recognizing that organizational charts don't capture the full picture, Google's researchers focused on entities with genuine interdependent connections, as identified by the teams themselves.
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Defining "Effectiveness"
What metrics determine a team's effectiveness? Traditional measures - like lines of code or bug fixes - proved insufficient. Leaders realized these metrics could be misleading; more code isn't inherently better, and more bug fixes might indicate more initial errors.
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Thus, Google combined qualitative assessments from executives, team leads, and team members with quantitative data, such as:
Executive evaluation of the team
Team leader evaluation of the team
Team member evaluation of the team
Sales performance relative to quarterly goals
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Executives focused on tangible outcomes, such as revenue figures or product rollouts. In contrast, team members highlighted the significance of a positive team environment as the true gauge of effectiveness. Bridging these viewpoints, team leads emphasized the importance of ownership, clarity of vision, and clearly set objectives.
These evaluations allowed for a richer, albeit subjective, picture of effectiveness, balancing out the concrete but context-blind quantitative data.
Collecting Data and Measuring Effectiveness
The Project Aristotle study encompassed 180 diverse teams, aiming to parse out how team composition and dynamics influence effectiveness.
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Researchers drew from existing studies and Google's own data, probing variables like:
Group Dynamics: Openness to divergent opinions
Skill Sets: Ability to overcome obstacles
Personality Traits: Reliability
Emotional Intelligence: Empathy
Alongside, demographic details such as tenure and location were also considered.
Identifying Dynamics of Effective Teams
Data analysis illuminated that a team's success hinged less on who was in it and more on how its members interacted. The Google researchers found that individuals on teams with higher psychological safety are less likely to leave, they’re more likely to harness the power of diverse ideas from their teammates, they bring in more revenue, and they’re rated as effective twice as often by executives.
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Key factors included:
Psychological Safety: The team's comfort with taking risks without fear of negative repercussions.
Dependability: Team members' ability to reliably deliver quality work on schedule.
Structure and Clarity: Clear understanding of job roles, processes, and performance consequences.
Meaning: The personal significance found in the work or its outcomes.
Impact: The belief that one's work meaningfully contributes to the organization's goals.
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Let's dive into this in more detail. Upon analyzing a large number of data points, the investigative team employed more than 35 distinct statistical models to parse through hundreds of variables. Their aim was to discern patterns that influenced team effectiveness in manifold ways. They looked for factors that:
Affected multiple outcome metrics, encompassing both qualitative perceptions and quantitative results.
Were prevalent across diverse teams, regardless of their functions within the organization.
Demonstrated a strong and consistent pattern of statistical significance, suggesting a reliable influence on team effectiveness.
The insight derived from this comprehensive analysis indicated that team effectiveness was fundamentally influenced not by the identities of team members but by the nature of their collaboration. Highlighted below are the critical dynamics, ranked by their impact:
Psychological Safety
Psychological safety emerged as the cornerstone of effective team dynamics.
This pertains to a team's collective comfort in embracing vulnerability - where members feel insulated against ridicule or retribution for voicing their ideas, questions, or concerns. High psychological safety enables individuals to propose innovative solutions or admit errors without fear, fostering an environment ripe for growth and learning.
Dependability
Teams that were marked by dependability consistently delivered high-quality work within established timelines. This dynamic hinges on the reliable performance of each member, contributing to the team's collective success and sidestepping the pitfalls of missed deadlines or unmet obligations.
Structure and Clarity
A team's understanding of job roles, processes, and performance consequences underpins its ability to function effectively. Clarity about what is expected, how one should proceed, and the implications of one's work contributes to efficient goal attainment.
Google harnesses Objectives and Key Results (OKRs) to demarcate and communicate objectives, emphasizing specific, challenging, and achievable goals.
Meaning
Team members who find their work meaningful are more likely to contribute to a team's success. This meaning can take various forms: financial stability, familial support, the success of the team, or personal expression. When team members perceive their tasks as significant, their engagement and productivity soar.
Impact
Recognizing the significance of one's contributions to the broader organizational goals underlines the importance of impact. The acknowledgment that one's efforts are not in vain but instead play a crucial role in the organization's triumphs is a powerful motivator for team members.
Factors With Minimal Impact at Google
Interestingly, certain variables that might intuitively seem linked to team effectiveness did not hold statistical significance within Google's framework:
Colocation: Physical proximity of team members.
Consensus-driven decision-making: Teams that strive for unanimous agreement.
Extroversion of team members: The outward sociability of individuals.
Individual performance: Assessing team members on isolated accomplishments.
Workload size: The amount of work assigned to a team.
Seniority: The tenure or rank of team members within the organization.
Team size: The number of individuals comprising a team.
Tenure: The length of time team members have spent within the team or company.
While these factors did not heavily influence team effectiveness at Google, their significance may vary in different contexts. For instance, literature suggests that smaller teams, generally those with fewer than ten members, can outperform larger ones, potentially offering better work-life balance, outcomes, communication, and cohesion, which are essential components of team success in numerous studies outside of Google's specific environment.
Survey: How Teams Can Identify Their Unique Dynamics
The Google research team knew that sharing their findings wasn't enough; they wanted each team to have the tools to explore their particular dynamics and improve upon them. To do this, they developed a reflective survey rooted in the five pillars of team effectiveness. The idea was simple yet powerful: create a conversation starter that allows teams to self-assess and spark dialogue about their collective practices and behaviors.
Here's what that looked like:
Psychological Safety: "On our team, making a mistake is seen as an opportunity to learn rather than a blunder to be penalized."
Dependability: "I can count on my teammates to deliver on their promises and commitments."
Structure and Clarity: "We have a clear and effective roadmap for decision-making within our team."
Meaning: "The work I contribute to the team holds personal significance for me."
Impact: "I can clearly see how our team's efforts make a difference to the broader goals of the organization."
Upon completing this survey, team leads would receive scores that, while anonymous, provided a clear snapshot of where the team stood on these pillars. With these insights, teams could come together, led by a facilitator or guided by a carefully designed discussion framework, to have open, honest conversations.
A Google Doc copy of the discussion guide can be found here
These discussions weren't about pinpointing flaws but were designed to celebrate strengths and identify opportunities for growth - the kind of conversation that leads to real, tangible improvements in how a team functions. It's about giving teams the lens to look at themselves critically, understand where they excel, and where they have room to evolve.
Building a Culture of Psychological Safety
In a psychologically safe environment, team members feel comfortable taking risks and expressing their thoughts without the fear of ridicule or rejection. This mindset isn't just about keeping team members content and productive; it helps drive the company forward too. When teams feel safe, they may stay longer, tap into a diverse pool of ideas, boost revenue, and double their odds of being recognized for their effectiveness by leadership.
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Amy Edmondson, a renowned Harvard scholar, originally coined "team psychological safety" and described it as the collective confidence of a team to take interpersonal risks without fear of embarrassment or punishment. The reality is that asking a seemingly basic question or admitting a mistake can be daunting – the kind of daunting that can lead to critical misunderstandings or missed opportunities.
To get a real pulse on psychological safety within a team, Edmondson crafted statements that asked team members to reflect on their experiences:
"Making mistakes here is often held against you."
"We can talk about tough issues."
"Being different isn't fully accepted."
"It's safe to take risks."
"Asking for help is difficult."
"No one will undermine my efforts."
"My unique skills are valued."
In her TEDx talk, Edmondson shares three actionable steps anyone can take to cultivate this safety:
Treat work as a learning process, where problems are solved through trial and error, not just by executing on known procedures.
Admit your own mistakes – it's a powerful way to open doors for others to contribute and take risks.
Be inquisitive. Ask questions to spur a culture of exploration and discovery.
To bring these concepts to life within Google, the research team hosted interactive workshops. They use anonymized, real-world examples to dissect and understand behaviors that promote or undermine psychological safety.
Here’s a scenario they might have used:
Scenario: Uli, a seasoned manager with a technical edge, has led team XYZ for two years. Renowned for his high standards, Uli's tolerance for errors and new ideas has waned. Recently, he openly criticized a team member's suggestion, which was otherwise seen as innovative by the rest of the team. Since then, the flow of ideas has stopped. Uli's concepts dominated the latest project proposal, which was turned down by the executives for its lack of creativity.
Debriefing Points:
Identify actions that either support or hinder psychological safety.
Discuss the impact of psychological safety on team performance.
Share personal observations or experiences related to psychological safety in your own teams.
For managers, embracing these principles is paramount. Your approach to leadership can either build a fortress of trust and innovation or erect walls of hesitancy and silence. Remember, fostering psychological safety is not about lowering standards, but rather creating an environment where people can meet those standards through collaboration, openness, and mutual respect.
Manager actions for psychological safety can be found here
Conclusions: Actionable Insights from Google's Project Aristotle
Understanding Team Dynamics
Project Aristotle delved into the core of what elevates a team's performance. Your team's formula for success may diverge from Google's findings, but these principles can guide any organization in enhancing team effectiveness:
1. Establish a Common Language - Create Definitions: Craft clear definitions for the team behaviors and standards you aspire to achieve within your company.
2. Foster Open Dialogue - Encourage Conversations: Facilitate discussions on team dynamics in a secure and positive environment. Bringing in an HR Business Partner or a seasoned facilitator can add value.
3. Engage Leadership - Model Behaviors: Secure commitment from the top. When leaders exemplify and constantly refine these behaviors, it cements the organizational culture.
Strategies for Leaders and Managers
The following strategies, informed by Google's findings and corroborated by external research, can support managers in cultivating these five critical team behaviors:
For Psychological Safety:
Encourage participation by asking for everyone’s ideas and opinions.
Share your personal work styles and encourage your team to do the same.
Watch and discuss Amy Edmondson's TED Talk on psychological safety with your team.
For Dependability:
Clearly outline who is responsible for what.
Create detailed project timelines to give visibility into each person’s contributions.
Dive into the research on conscientiousness and its impact on team performance.
For Structure and Clarity:
Keep everyone aligned on team objectives and review the progress regularly.
Run meetings with a clear agenda and appoint a facilitator.
Implement Objectives & Key Results (OKRs) to streamline the team's targets and tasks.
For Meaning:
Recognize individual contributions and offer support where it's needed.
Show gratitude publicly for team members who lend a hand.
Explore the KPMG case study on cultivating a sense of purpose at work.
For Impact:
Co-develop a vision that connects individual efforts to the team's and organization's goals.
Reflect regularly on the direct impact of your team's work on customers or clients and the organization.
Adopt a user-centered approach to evaluating success, focusing on the people you're serving.
By integrating these approaches, you can steer your teams toward a culture of collaboration and excellence that resonates with Google's findings yet is uniquely tailored to your organization's ethos. The book “Leading effective eng. teams” will cover this topic in a lot more detail. I can’t wait to share it with you :)
How To Escape Being Average in 2024 (And Live A life Most People Can Only Dream of) by Tim Denning
Calling people “average” sounds like rich white guy privilege.
It can be offensive as hell. But when I talk about not being average, I don’t say it to gaslight people or pretend I’m superior to anyone…because I’m not.
Escaping average is a must for these reasons:
Average people get paid the worst
Average people find it hard to stand out
Average people have the most competition
Average people don’t live up to their potential
Average people build someone else’s dream instead of theirs
Average people rarely become the best in the world at anything
This is the nightmare I lived until a few years ago. It caused enormous depression that required years of therapy to resolve. It created huge regrets for me because I knew I could do and be more. But I was just full of fear (and beer).
You don’t need more intelligence to be extraordinary instead of average.
It’s paradoxically hard to be successful and hard to be a failure. So you may as well choose the path with the best results because the heartache and pain is the same.
The trend of the last few years is to worship average people
That’s right. Being average has become cool!
Ryan Holiday nails it with this thought:
This backlash against “elites” is so preposterously dumb…and I say that as a proud college dropout. Everyone and everything I admire is elite.
The way Stephen Curry shoots. The way Robert Caro writes. What a Navy SEAL can do. This idea that we should celebrate average people and their average opinions about things is well…how you make everything worse than average.
The “average” trend isn’t your friend. A few dumb-dumb social media influencers promoted this average trend to get ‘likes’ for saying this sh*t and to spread pessimism.
Don’t get fooled.
Our job in life is to make the world slightly better than we found it. That’s done through the pursuit of excellence, not being a lazy mofo who worships average and sits on the couch watching back-to-back seasons of Game of Thrones in their g-string.
The world is better when you become 1% better every day.
"Why chase winning? Because the only thing that's guaranteed in life if you don't chase it is losing." – Coach Lewis Caralla
Here’s how to escape the curse of being average in 2024.
1. Average IQ people have a huge advantage over smart people
Seems counter-intuitive, right?
People who are smart (or even geniuses) never escape the average results normal people get because they overanalyze everything. They’re obsessed with overthinking, so they never take the basic actions that lead to an extraordinary life.
I remember a consultant I came across in banking. He had three master's degrees from Harvard and had even written a thesis about the state of finance. One time, my boss was going through our team’s expenses, and the cost of his consulting came up.
He got paid less than a first-year graduate.
More brains often equals less money. High IQ becomes a barrier for execution that creates real insights the memorization of information can never deliver.
Overanalyzing everything also leads to a lack of risk-taking.
Without risk you can never have success. You have to know what doesn’t work before finding out what does. And only action can deliver that wisdom.
ROI isn’t a linear graph.
No one can predict what path will help you escape mediocrity. But what I can say is if you get stuck in trying to outsmart everyone with overthinking and analysis, you’ll be collecting a first-year graduate salary.
People pay you for results, not qualifications or letters after your name. Once you understand this average IQ framework it’s easier to get ahead.
2. Stop craving hidden certainty
Average people are drowning in certainty.
They don’t take small risks that could save their life because they want to be certain of the results in a world driven by a state of disorder and consistent chaos.
Society is built on certainty.
Predictable paychecks, generic college curriculum, fact-checking, and career paths that exploit our human nature. Career paths should never be off the shelf.
Certainty leads to comfort, and once you’re relaxed, you’ll find it harder and harder to seek out the discomfort that leads to growth. Over time this certainty breeds a lack of creativity and imagination. This leads to boredom. That leads to feeling lost.
In this unsexy state of mind, you wake up exhausted, drink coffee to try and bounce back, consume sugar to spike energy levels, go to bed tired, sleep poorly, then wake up the next day feeling like crap. This is a vicious cycle.
I once heard a guru say he ate a low-inflammation diet, and it made him 8 figures. On the outside this sounds like hyperbole. If you break it down, what he’s saying is healthy food gave him high energy that allowed him to be more productive.
Energy = Results
Results = Money
Money = Freedom
Freedom is how you go from average to extraordinary and live a life most people dream of.
Statistically speaking, a “normal person” is physically unhealthy, emotionally anxious/depressed, socially lonely, and financially in debt.
F*ck being normal.
– Mark Manson
3. Program your mind, or society will do it for you
“There is no normal, Evelyn.
A 'normal person' is what is left after society has squeezed out all unconventional opinions and aspirations out of a human being.” – Sylvia Path
Society wants you normal because it’s easier to slot you into the economic machine as a newly minted cog. This isn’t a conspiracy theory, it’s just reality.
The fastest way to fight against average is to program your mind through books, podcasts, social media, and live events. I call this your content diet.
Seek out unconventional opinions.
Be led by non-famous people.
Follow people you disagree with.
That last one is demonstrated perfectly by this Substack. Every few weeks, I do a write-up on a polarizing figure I don’t like. Without exception there isn’t a person in history I disagree with who doesn’t make at least one good point.
The media programmed me to hate Elon Musk, but when I did my own research, I realized they have a huge incentive to bury him alive because Twitter is making the giants like Fox News irrelevant.
Once you see hidden incentives, you can’t unsee them. And that makes you harder to manipulate and program.
4. Break the rules with a smile on your face
Creativity is a rebellion against following the rules.
Music producer Rick Rubin says in his book:
“Rules direct us to average behaviors. If we're aiming to create works that are exceptional, most rules don't apply. Average is nothing to aspire to.
The goal is not to fit in. If anything, it's to amplify the differences, what doesn't fit, the special characteristics unique to how you see the world.”
Nothing new is produced when you follow the rules. All you get is copycat work that’s low value and keeps you stuck on a hamster wheel to nowhere land.
Rules also produce this type of world, according to Naval Ravikant:
“The modern world is managed by bureaucracies staffed with average people. Bureaucrats pile on rule after rule to keep the below-average from hurting themselves or others. Smart & capable individuals need to either opt out of society or win big before the system suffocates them.”
You either escape mediocrity or, by default, become part of the bureaucracy. When I worked in banking I became a kind of bureaucrat. A politician, even.
My real job was to maintain the status quo. To stifle innovation and not lend money to entrepreneurs with big dreams. Unless a businessperson had real estate to give the bank as security, they were kindly walked out of the office.
Most rules exist to help normies stay the same. Rules are how the nanny police stop average people from hurting themselves from the various paper cuts life delivers.
You’re assumed to be stupid unless you escape average and demonstrate otherwise.
As I write this, I’m watching my one year old daughter play in a blow-up pool. Around the entire outside of the pool are warning labels. At first count there are more than 20.
Holy crap. If society doesn’t trust you with a blow-up pool for kids, what does that say about mediocrity? A lot. If you don’t chase being extraordinary, by default you become one of the adult babies that needs their hand held to work each morning.
This is the definition of hell.
Solution
Break the rules. Question the rules. Redefine the rules like Uber and Airbnb did. Just don’t follow the rules to a tee like a sheep.
5. See busyness for what it is
Being #busy is how they keep you trapped. Read that again.
Runner Scott Mayer describes how it’s secretly done:
In this world, this reality, there’s no time for questions. No time for dreams. No time to consider whether the default path is the best path for you.
There’s only time for obedience and compliance and adherence to the default path. This is how you get ahead. This is how you matter. This is how you fit in.
By keeping you busy at a job and stuck following bureaucratic rules that are enough to make you go mad, there’s no time left.
Every full-time job I’ve ever worked started with 8 hours a day, 9-5. But as soon as I got past the probation period, my bosses always kept loading on more hours until I was running in circles like a crazy person, AND working weekends.
If you ever find yourself saying “I’m busy,” what you’re really saying is you’ve fallen into one of the greatest traps of the 21st century.
It’s only by escaping “busy” that you have a chance. Read that ten times.
So start saying no to stupid meetings. Get stuff out of your calendar. Switch to an easier job with fewer hours, even if it means you take a minor pay cut.
Because without free time, you don’t have time to think freely.
Without free time, there’s no time to see new solutions and opportunities that’ll help you escape being average forever.
When you don’t act like the normal person, normal people will criticize. That’s okay. It means you’re doing it right – Steve Adcock
6. Use fear or it will use and abuse you
When people online get mad at me for trying to get them to change, what they’re really saying is “I’m afraid ya big-eared mofo.”
I get it. I was afraid too. Fear pushed me into a dark place. That led to becoming an alcoholic. And hanging around people who smoked crack cocaine.
I was always one puff away from becoming a crack addict. And I nearly took a god-damn puff!!! It’s only by sheer luck that I didn’t.
Fear is energy. It’s free motivation that destroys mental ma$turbation. You’re not supposed to avoid it, you’re meant to use it. The reason why we don’t use it is because our friends and family secretly sabotage us, according to Rich Dad, Poor Dad author.
"The fear of being different prevents most people from seeking new ways to solve their problems.
Don’t fear being different. Fear being normal and living a life full of unnecessary struggle and pain that’ll hurt the people you love over time.
There’s nothing better than making your parents proud.
Never apologize for being weird in a world full of normal – Zach Pogrob
Alex Hormozi says average people “fear rejection more than mediocrity.” Getting rejected ain’t so bad though. It toughens you up. It forces you to change.
Rejection isn’t forever. Rejection is redirection.
7. “What we settle for, we get”
(@SchrodingrsBrat)
To escape being average you must be unreasonable enough to believe you can be great.
I’ve always thought I was average. Then I attended a few Tony Robbins events and realized I was settling. I had lowered my expectations and adopted stupid beliefs about what was possible.
When I got around people in a mastermind who had higher expectations, mine naturally rose to meet them at their level (without any extra effort).
It’s easy to settle. It’s easy to give up.
Become intentional and set the bar above what feels like reality. Then you’ll flip the game in your favor.
8. Push 1% beyond what others will do
It’s easy to read this article and think you’ve gotta be freaking Richard Branson and fly a spaceship to Saturn to be happy.
Entrepreneur Codie Sanchez taught me this:
Most people do the bare minimum. Go just one step further and you're in the top 1%.
Just a little bit more effort gets you ahead. 1% increases compound over time to produce results that look unusual (maybe even impossible).
It’s the 1% better mindset.
I’m not the best writer, but I’m about to hit 10 years of writing daily. Over those 10 years I’ve just got slightly better each day. A tiny change here. A tiny experiment there. One new writer friend here. One new subscriber there.
It’s easy to become obsessed with the next 30 days and forget about what you can do in the next 10 years.
Focus on being 1% better. It’s a mental model that’ll feel achievable. And like me, you’ll probably find on most days you beat the 1% threshold. Amazing.
It's not hard to stand out in a world that has normalized mediocrity – Dan Koe
9. There is no such thing as a loss
When I had $1.2M stolen from me in a day, I woke up the next day unemotional.
I got on a call with my business partner Todd and we got right back to work as if nothing happened.
A few weeks later he said “Man, I don’t know how you do that. Like you just lost over a million dollars and it’s as if nothing happened. Most people would jump in front of a bus or take a year off. Are you even human? WTF.”
Todd had a right to be worried about me.
The only reason I have this way of being is because I’ve lost so many times, it’s my version of normal.
Twitter guy Lawrence King says “The most successful people can take five massive losses in a row and still show up the next day like nothing happened. Average people will quit before the first loss even happens because of the fear of that first loss.”
Some quit because they lose. Others keep going because they know you have to lose to eventually find the strategy that helps you win.
Now, I’m not suggesting you gamble your life savings and lose everything to become successful. What I’m saying is you must hardcode into your brain that losses are normal. You don’t quit when a loss happens. No. You make a comeback.
What you’re reading right now is the continuation of my comeback. I found this idea out by accident. But you don’t have to.
Lose more to eventually win big.
10. Develop a sense of urgency
The average person is slower than a snail.
They walk slowly with their head down, looking at their phone. They think slow. They make slow, indecisive decisions. As one Twitter Bro put it, “They lollygag around life.”
They have low energy and little joy for life.
They never make anything happen because there’s zero sense of urgency. There’s always tomorrow, or worse – SOMEDAY (mayday, mayday).
All that’s left is to work for the man on a peanut salary and finish work at 5 PM, then cram onto public transport with the other sardines. Eventually, you’ll do what I did and do the bare minimum to get paid every week and not get fired.
If layoffs strike, you’ll work a little bit harder. Then if you avoid getting fired, you’ll be right back to doing the comfortable bare minimum until the next recession.
There’s a simple solution to the norm of slow: go faster. If you’re told it takes 10 years to become a manager, find a way to do it in a year. If your startup dream typically takes 10 years, find investors and make it happen in one.
Technology and AI are speeding the world up. If you go slow you’ll get left behind.
Start with 1% faster. Then speed up from there.
Big Final Thought
This thought from Mark Manson will put everything into perspective.
Sorry to interrupt your scrolling but this is just a friendly reminder that your time on this earth is extremely limited and everyone you love is going to die one day so maybe you should put the f*cking phone away and go do something meaningful.
There’s no time for bullsh*t. You’re going to die. Live like it. Remove the limiting valve on your consciousness and go out there and make sh*t happen.
And for god sake, put the freaking phone away and wake up.
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