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Chief in Tech S1E28 - Cydni Tetro : Why a Blue Sky Mindset Matters · Chief in Tech Deep Dive Shortcast

• 0:00
  If you look up right now, depending on where
• 0:01
  you are, you might see, like, a drop ceiling.
• 0:04
  You know those little white textured acoustic
• 0:06
  tiles? Oh yeah, the classic office ceiling. Right.
• 0:09
  And there is a specific comfort to a drop ceiling,
• 0:12
  I think. You know exactly how high it is. You
• 0:15
  know exactly where the room ends. Yeah, the boundaries
• 0:17
  are totally defined. Exactly. The parameters
• 0:19
  are set, and your brain doesn't have to spend
• 0:22
  really any energy calculating the unknown. It
• 0:25
  is a perfectly closed, predictable system. But
• 0:28
  imagine instead you step outside, right, and
• 0:31
  you look straight up on a perfectly clear day,
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  just blue sky. Yeah. Suddenly, that predictable
• 0:36
  ceiling is gone. There are no grids. There is
• 0:39
  no defined endpoint. It is, you know, completely
• 0:42
  unobstructed. Which is a huge shift. It is. And
• 0:44
  honestly, while that sounds liberating on like
• 0:46
  a motivational poster in real life, for a lot
• 0:50
  of us, that lack of a defined boundary is deeply
• 0:53
  terrifying. Well, absolutely. Because when there
• 0:55
  are no limits to the environment, well, there
• 0:57
  are no limits to the expectations. Right. You
• 0:59
  are no longer operating within a safe, predefined
• 1:01
  container. You... you have to define the container
• 1:05
  yourself. And that tension right there is exactly
• 1:08
  what we are unpacking today. Welcome to our deep
• 1:11
  dive. For you listening right now to get an edge,
• 1:14
  to find those actual mechanisms of clarity in
• 1:17
  a very noisy professional world, today's mission
• 1:19
  is all about dismantling that drop ceiling in
• 1:23
  your own career. Yeah we're looking at some really
• 1:26
  fascinating source material today. We are. We're
• 1:28
  exploring a framework drawn from a presentation
• 1:30
  and an accompanying article by tech leader Sydney
• 1:34
  Tetreault. Both of these center around a concept
• 1:36
  that she calls the blue sky mindset. And our
• 1:40
  goal today is to really bypass the typical you
• 1:43
  know positive thinking tropes. We are extracting
• 1:45
  the actual practical mechanics of this mindset
• 1:48
  from Tetreault's work. So it's not just I think
• 1:50
  positive and good things happen. Right, exactly.
• 1:53
  We are going to look at the psychology of how
• 1:54
  you stop seeing artificial limits, the operational
• 1:57
  tactics of turning massive ideas into rapid reality,
• 2:01
  and crucially, the interpersonal mechanics of
• 2:03
  how you elevate the people around you while you
• 2:05
  do it. To understand how to execute these massive
• 2:08
  ideas, I feel like we have to start at the origin
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  point. We need to look at the mental framework
• 2:13
  that actually generates them. Yeah, the foundation
• 2:15
  of the whole thing. Right. So for Tetro, this
• 2:18
  visual metaphor of the blue sky, it crystallized
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  during her time at Disney. Specifically, she
• 2:24
  was working with a division called the Blue Sky
• 2:27
  Group. And the philosophy there is quite literal.
• 2:30
  I mean, you look up at a blue sky and nothing
• 2:32
  obstructs the view. Just wide open space. Exactly.
• 2:36
  It's a mentality built on the premise that you
• 2:39
  can accomplish basically anything you can imagine
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  if you just remove the upfront hindrances to
• 2:44
  growth. But what makes the source material valuable
• 2:46
  is how she applied this abstract philosophy to
• 2:49
  a very concrete high stakes career decision.
• 2:52
  Right, because theory is easy, but practice is
• 2:54
  hard. Exactly. The story she shares about getting
• 2:57
  the job at Disney Research perfectly illustrates
• 3:00
  the terror of removing that drop ceiling. So
• 3:02
  she was already an established chief marketing
• 3:04
  officer at a tech firm. She's doing well. Very
• 3:07
  well. And a former colleague who was heading
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  up this new Disney group calls her and essentially
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  says, we need someone with a business mindset
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  to figure out how to make businesses out of all
• 3:19
  this new technology we are developing. That's
• 3:21
  amazing, right? It does. But he follows that
• 3:23
  up with a massive caveat. He tells her, it's
• 3:26
  a brand new role. I don't know exactly what it
• 3:28
  looks like. I don't know how long it's for. And
• 3:30
  I can't even tell you what the projects are.
• 3:32
  Wow. Talk about a lack of parameters. Right.
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  It is the ultimate undefined opportunity. It
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  is the blue sky staring right at her with zero
• 3:41
  guarantees. And her reaction to that ambiguity
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  is really the foundation of the whole mindset.
• 3:45
  She didn't ask for a 90 -day plan. She didn't
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  ask for clear KPIs. You know, those key performance
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  indicators that most of us desperately demand
• 3:52
  just to know how will be evaluated. Exactly.
• 3:55
  We want that safety net. Would she pause for
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  maybe 10 seconds? Realize she would never get
• 4:00
  this exact call again. and just jumped all in.
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  10 seconds. Yeah and she ended up staying for
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  five and a half years building entirely new businesses
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  inside Disney. Let's dissect the mechanics of
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  that 10 second pause though because I think that
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  is where the real work happens. Oh for sure because
• 4:15
  in those 10 seconds she is actively overriding
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  the brain's natural threat detection system.
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  The panic response. Right. When faced with ambiguity
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  our amygdala fires up. It screens for certainty,
• 4:28
  for a job description, for a defined path. But
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  she forced a cognitive override. She basically
• 4:34
  realized that waiting for a perfectly defined
• 4:36
  opportunity usually means you are waiting for
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  a mature opportunity. And mature opportunities
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  rarely offer exponential, transformative growth.
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  They offer incremental steps. It makes me picture
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  it like standing at a train station and someone
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  hands you a ticket. You don't know the exact
• 4:52
  destination. You don't even know how many stops
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  there are along the way, but you trust the track
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  and you trust the conductor. That's a great way
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  to look at it. But let me challenge this for
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  you, the person listening right now who might
• 5:02
  be weighing a job change. How do you differentiate
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  between a genuine blue sky opportunity and just,
• 5:09
  you know, boarding a train that is going to derail?
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  Yeah, because there is a very fine line between
• 5:16
  a bold leap of faith and a poorly planned risky
• 5:20
  career move. Right. So how do you tell the difference?
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  The distinction lies entirely in what you are
• 5:25
  actually risking. It's about understanding the
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  difference between fundamental risk and path
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  risk. OK, unpack that a little. So the blue sky
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  mindset is not about blind gambling. Look at
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  her baseline in the story. She was already a
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  successful CMO. She had the skills. Exactly.
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  The person calling her had worked with her and
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  knew her capabilities. The risk in taking the
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  Disney job wasn't about her core competence.
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  The risk was purely about the ambiguity of the
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  role. OK, so a disastrous career move is when
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  the fundamentals are flawed, like a toxic culture,
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  a broken product, unstable leadership. Yes. A
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  genuine blue sky opportunity is when those fundamentals
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  are solid. but the path is just unmapped. You
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  de -risk the ambiguity by trusting your own internal
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  adaptability. You are relying on your ability
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  to figure it out once you are inside the building,
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  rather than demanding a map before you even open
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  the door. Exactly. If you demand a perfectly
• 6:19
  rendered map before you take a step, you essentially
• 6:22
  relegate yourself to... only ever going where
• 6:26
  others have already paved the road. So you step
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  into the unmapped path. You embrace the ambiguity.
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  But just standing in a field looking at the sky
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  doesn't actually move you forward, right? No,
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  it doesn't. A limitless mindset doesn't do you
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  any good if it just stays in your head as a fun,
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  optimistic daydream. Seeing the opportunity is
• 6:45
  merely step one. Right. The crucial second step
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  is taking aggressive action, which brings us
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  to the next phase of the source material. becoming
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  what Tetra calls an activator. An activator?
• 6:55
  Yeah, the activator phase shifts us from philosophy
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  to execution. It is the literal translation of
• 7:01
  abstract strategy into tangible reality. And
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  Tetra's experience running her 3D printing company
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  serves as an absolute master class in the mechanics
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  of this phase. It really does. It's a wild story.
• 7:12
  So she starts this company in the personalized
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  3D printing space. They developed incredible
• 7:16
  tech where they could map a person's face onto
• 7:18
  an action figure. Yeah, you could literally buy
• 7:20
  an Iron Man figure with your own face on it.
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  Which is so cool. And they secured massive premium
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  partnerships. Marvel, Star Wars, Hasbro, the
• 7:29
  NFL. They do a highly successful launch at Comic
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  Con. Which is huge. Huge. They are selling high
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  -priced premium collectibles directly to a dedicated
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  fan base. So they had a proven working business
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  model operating within a very specific set of
• 7:44
  parameters. Then immediately after Comic Con,
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  she gets a phone call. The question from the
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  other end of the line is basically, how many
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  Walmarts could you launch in? for Superhero September.
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  And Superhero September is exactly 60 days away.
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  Think about the operational whiplash of that
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  moment. I mean, to pivot from a premium, high
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  -priced, direct -to -consumer collectible to
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  mass market retail in Walmart. It's totally different.
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  It requires systematically dismantling your existing
• 8:10
  business and rebuilding it in two months. The
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  pricing structure was fundamentally wrong for
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  mass retail. The product itself was wrong. The
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  distribution infrastructure didn't even exist.
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  Right. They didn't even have time to manufacture
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  new bodies. She describes how they literally
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  contacted Hasbro, completely changed their pricing
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  model, and physically spent days popping the
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  heads off existing action figures to replace
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  them with their 3D printed ones. Wait, they were
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  literally popping heads off? Literally popping
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  the heads off. They had to invent entirely new
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  attachment systems on the fly just to hit this
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  deadline. All in 60 days. It sounds like sheer
• 8:48
  logistical chaos, but honestly, it isolates the
• 8:52
  defining characteristic of an activator. How
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  so? Well, when faced with an impossible 60 -day
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  window, an activator does not sit at a whiteboard
• 9:00
  listing the 50 logical reasons the project will
• 9:02
  fail. Right. They don't look for the no. Exactly.
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  They assume the outcome is possible, and they
• 9:07
  immediately shift 100 % of the team's cognitive
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  load to the how. They de -risk the massive idea
• 9:12
  through absolute relentless adaptability. But
• 9:16
  let's look at this from your perspective listening
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  right now. If your goal is to build a sustainable
• 9:21
  career and avoid burnout, adopting a mindset
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  that requires you to pop the heads off action
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  figures for 60 straight days to meet an impossible
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  retail deadline. It sounds exhausting. It sounds
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  like exactly the kind of grinding hustle culture
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  trap you want to escape. How does an activator
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  survive that kind of sprint without breaking
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  the team? That's a really important point. It
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  requires separating the physical intensity of
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  the event from the underlying psychology of the
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  team. Okay, what do you mean by that? Burnout
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  is rarely the result of simply working hard.
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  Burnout occurs when you are working hard while
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  fighting reality. It happens when you feel powerless.
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  Or when a team is paralyzed by the constant fear
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  of failure and second -guessing every decision.
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  Ah, so you are exhausted by the friction of doubt,
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  not necessarily the speed of the execution. Exactly.
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  The blue -sky mindset. removes the friction.
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  When that team was in a warehouse modifying those
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  action figures, the leaders weren't allowing
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  debates on whether they made a mistake taking
• 10:20
  the Walmart deal. The decision was already made.
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  Right. All of the team's energy flowed in a single
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  unified direction. Execution. Yes, it requires
• 10:29
  an immense physical toll in the short term. But
• 10:33
  it is an empowering exhaustion, not a draining
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  one. because there is total clarity of purpose.
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  And the strategic payoff is that this one 60
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  -day sprint completely altered the trajectory
• 10:45
  of the company. Oh, massively. It led to subsequent
• 10:48
  launches in Target, Toys R Us, and partnerships
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  with the Super Bowl and the World Series. They
• 10:53
  sprinted through the ambiguity to reach a fundamentally
• 10:56
  new plateau. Yeah, they really did. But pulling
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  off that kind of retail miracle in 60 days requires
• 11:02
  more than just internal team alignment. Absolute
• 11:05
  adaptability within your own company isn't enough.
• 11:07
  No, because you cannot launch in Walmart if Walmart's
• 11:10
  buyers aren't willing to adapt with you. Exactly.
• 11:12
  You have to convince external partners to step
• 11:15
  into the ambiguity alongside you, which requires
• 11:18
  a completely different mechanism, leading us
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  to the third cornerstone of this mindset, developing
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  deal sense. Deal sense. Yeah, this is a critical
• 11:25
  evolution in this framework because Tetra radically
• 11:28
  broadens the definition. We usually think of
• 11:30
  deals as like these high stakes, multi -million
• 11:33
  dollar contracts negotiated by lawyers in boardrooms.
• 11:37
  Right. But she argues that DealSense is actually
• 11:39
  the everyday value exchange between human beings.
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  It is the underlying mechanics of how you interact
• 11:45
  with a partner, a junior employee, or a vendor.
• 11:48
  And she shares a story that perfectly dissects
• 11:51
  the emotional intelligence required for this.
• 11:53
  She was managing a project with a company worth
• 11:55
  roughly ten billion dollars. A behemoth. Yeah,
• 11:59
  a giant. And the deal was bleeding money. It
• 12:02
  was structured as a multi -million dollar contract,
• 12:04
  but her company was only making a couple hundred
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  thousand while pouring massive resources into
• 12:09
  fulfilling it. That's a nightmare scenario. Truly.
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  So she secures a meeting and walks into the room
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  with the CEO of this 10 billion dollar company
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  to fix it. And this specific moment is where
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  the vast majority of negotiators fail. How so?
• 12:21
  Well, most people walk into that room completely
• 12:24
  consumed by their own deficit. They walk in with
• 12:26
  a slide deck ready to say, I am losing money.
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  My costs are too high. You need to pay me more.
• 12:32
  They make their problem the center of the negotiation.
• 12:34
  Exactly. But she used DealSense instead. She
• 12:38
  explains the necessity of reading the room. She
• 12:40
  walked in with a planned presentation, but realized
• 12:43
  instantly that she had to drop her own agenda
• 12:46
  and react to what the CEO needed in that exact
• 12:49
  moment. That takes incredible self -control to
• 12:51
  put your own panic aside when your project is
• 12:54
  failing. It really does. She laid out the facts
• 12:56
  transparently. She basically said, we cannot
• 12:59
  cover our costs on this trajectory, but we know
• 13:02
  we are adding massive value for your specific
• 13:04
  goals. So she focused entirely on how to maintain
• 13:07
  the value for them while solving her own economic
• 13:09
  problem. Yes. And they walked out with a restructured,
• 13:13
  mutually beneficial, multi -million dollar deal.
• 13:16
  The mechanics of that pivot are just fascinating
• 13:18
  to me. By not centering her own panic, she avoided
• 13:21
  triggering a defensive response from the CDO.
• 13:24
  She essentially said, we have a shared problem
• 13:26
  threatening a shared success. Is the difference
• 13:29
  between treating a negotiation like a zero -sum
• 13:32
  fighting game? Where you only win by depleting
• 13:34
  the other player's health bar. Right, versus
• 13:36
  a co -op game where you are both on the same
• 13:39
  side trying to defeat the level together. DealSense
• 13:42
  is turning every interaction into a co -op game.
• 13:44
  Exactly. Whether you are negotiating a starting
• 13:47
  salary next week or trying to get the marketing
• 13:49
  team to approve a difficult project tomorrow
• 13:51
  morning, if you approach it as a joint puzzle
• 13:54
  to solve rather than a battle to win, your success
• 13:57
  rate completely changes. And there's a deeply
• 14:00
  pragmatic long -term reason for that co -op approach.
• 14:04
  Zero -sum thinking. actively destroys long -term
• 14:07
  value. Because if you squeeze external partners
• 14:09
  so hard that they walk away frustrated or feeling
• 14:12
  defeated, the relationship begins to degrade
• 14:15
  the moment the ink dries. True deal sense requires
• 14:18
  the emotional intelligence to pause your own
• 14:21
  ego and constantly recalibrate toward mutual
• 14:23
  success. People fundamentally want to work with
• 14:26
  people who make them feel successful. When you
• 14:28
  win together, you create an environment of abundance
• 14:30
  rather than scarcity. and the source material
• 14:33
  shows how this mindset of abundance naturally
• 14:35
  expands outward. It does. Once you realize the
• 14:38
  sky is limitless and you're playing a co -op
• 14:40
  game, you start looking at how to bring other
• 14:42
  people up there with you. Which brings us to
• 14:44
  building things that matter, specifically focusing
• 14:47
  on the Women Tech Council and the She Tech program
• 14:49
  that Tetra co -founded. The sheer scale of that
• 14:52
  initiative is remarkable. I mean, they have introduced
• 14:55
  over 20 ,000 high school girls to STEM pathways,
• 14:59
  science, technology, engineering, and mathematics.
• 15:02
  That's massive. Introducing that many young women
• 15:05
  to these fields isn't just about giving a nice
• 15:07
  speech. It is about fundamentally altering the
• 15:11
  default career path for an entire demographic.
• 15:14
  And the proof of that impact is captured in a
• 15:16
  really powerful feedback loop she shares. Oh
• 15:19
  I love this story. Yeah she was at an event and
• 15:21
  a young woman approached her and said seven years
• 15:24
  ago I came through your program and heard an
• 15:27
  aerospace engineer speak. That one moment changed
• 15:29
  my life and I am graduating with an engineering
• 15:32
  degree right now. A seven -year delay on the
• 15:35
  return on investment. It perfectly demonstrates
• 15:37
  the compounding interest of human capital. You
• 15:39
  make a small investment of time and access and
• 15:41
  it accrues value over a decade. But what makes
• 15:44
  this section of her presentation truly actionable
• 15:47
  is the framework she provides to achieve this
• 15:49
  kind of impact without burning yourself out.
• 15:51
  Right, because everyone is busy. Exactly. She
• 15:54
  refers to it as the rule of one more. And to
• 15:56
  explain this, she uses the story of her friend,
• 15:58
  Shannon Barkhapi, an Olympic skier. Oh, yeah.
• 16:01
  Her training philosophy was brilliantly simple,
• 16:05
  but physically brutal. Brutal whatever exercise
• 16:08
  she was doing she just did one more if she was
• 16:10
  doing a set of squats She did one more squat
• 16:13
  push -ups one more push -up over years of training
• 16:15
  That micro addition, that tiny bit of extra friction
• 16:18
  created Olympic -level strength. And Tetro maps
• 16:22
  that physical training concept directly onto
• 16:24
  professional leadership and mentorship. You do
• 16:27
  not need to quit your job and found a 20 ,000
• 16:29
  -person nonprofit tomorrow to have an impact.
• 16:32
  No, you simply need to execute one more in your
• 16:35
  existing daily routine. Invite one more person
• 16:38
  to a networking event. Bring one more entry -level
• 16:41
  employee into the boardroom just so they can
• 16:43
  sit in the corner and observe the dynamics. Give
• 16:45
  a speaking opportunity to one more junior team
• 16:48
  member instead of taking the stage yourself.
• 16:50
  But let's look at this from your perspective,
• 16:52
  the listener. You are likely thinking your schedule
• 16:55
  is already packed back to back. Time is the one
• 16:58
  resource none of us have an abundance of. True.
• 17:01
  How do you incorporate this rule of one more
• 17:04
  without it adding three hours of mentorship duties
• 17:07
  to your work week? Well, the structural genius
• 17:09
  of the rule is that it requires almost zero extra
• 17:12
  time. The boardroom meeting is already happening.
• 17:15
  You are simply cc -ing one more person on the
• 17:18
  calendar invite. That takes two seconds. Exactly.
• 17:20
  The networking event is already on your schedule.
• 17:23
  You are just asking someone in the elevator to
• 17:25
  walk in the door with you. It is not about spending
• 17:27
  more time. It is about applying the leverage
• 17:29
  you already possess to open the door a fraction
• 17:32
  wider for someone else. You are changing their
• 17:34
  trajectory using the momentum you have already
• 17:36
  built. You don't have to build a new door. You
• 17:38
  just hold the existing one open an extra second.
• 17:41
  I love that. So we have covered some serious
• 17:43
  ground. We started by looking up and embracing
• 17:46
  the terror of ambiguity. We explored the activator
• 17:50
  phase, aggressively pivoting a business model
• 17:52
  in 60 days by focusing entirely on the how. We
• 17:55
  discussed restructuring massive deals by pausing
• 17:59
  our ego and playing the co -op game. And we looked
• 18:01
  at lifting up the next generation by leveraging
• 18:04
  our existing momentum with just one more. But
• 18:07
  the sources include a final necessary reality
• 18:11
  check. They do. Because if you are executing
• 18:13
  all those bold moves, you know, taking massive
• 18:16
  risks, sprinting through product launches, negotiating
• 18:19
  with CEOs. It becomes incredibly easy to develop
• 18:22
  a massive unchecked ego. You start believing
• 18:24
  your own myth. Which makes you brittle. Yeah.
• 18:26
  The grounding mechanism of the blues guy mindset,
• 18:29
  the thing that keeps you tethered, is a relentless
• 18:31
  aggressive openness to feedback. And the story
• 18:34
  Tetra tells about this is honestly jarring compared
• 18:36
  to the massive wins we just discussed. It really
• 18:38
  is. So she is early in her career, fresh out
• 18:40
  of grad school. She holds a computer science
• 18:42
  undergrad degree and an MBA. She is highly educated,
• 18:45
  primed, and ready to dominate. And her VP sits
• 18:48
  her down and says point blank, you have to stop
• 18:51
  talking in the meetings and you have to listen.
• 18:53
  Ouch. That is a staggering piece of feedback
• 18:56
  to process when you feel like you have been hired
• 18:59
  specifically because you have all the answers.
• 19:01
  Oh, absolutely. She admits she could have been
• 19:03
  furious. She could have easily dismissed it,
• 19:05
  thought he was threatened by her degrees or just
• 19:07
  felt put down. But instead, she paused. There
• 19:11
  is that pause again, the exact same mechanism
• 19:13
  she used when she got the undefined Disney job
• 19:16
  offer. Exactly. She paused her defensive reaction,
• 19:20
  reflected, and allowed it to become a pivotal
• 19:23
  course -correcting moment in her career. Let
• 19:26
  me ask you this though, because I see a massive
• 19:28
  contradiction here. Okay, what is it? How does
• 19:30
  a person reconcile the bold, borderline irrational
• 19:33
  confidence required to pitch a superhero launch
• 19:36
  to Walmart in two months with the deep, quiet
• 19:39
  humility required to sit in a chair and be told,
• 19:42
  you talk too much? It's a great question. They
• 19:44
  appear to be opposing forces, but they are actually
• 19:47
  part of the same engine. Let's go back to the
• 19:49
  original definition of the blue sky. It's limitless
• 19:52
  limitless if you genuinely possess a limitless
• 19:55
  mindset Then you must also be limitless in your
• 19:58
  capacity to grow and adapt If you reject difficult
• 20:02
  feedback because it bruises your ego You have
• 20:05
  instantly created a ceiling for yourself You
• 20:08
  have drawn a hard line in the sky and said I
• 20:11
  refuse to grow past this specific point which
• 20:13
  directly violates the entire philosophy of the
• 20:16
  mindset precisely Rejecting feedback is literally
• 20:19
  grabbing a drop ceiling tile and installing it
• 20:22
  right over your own head. Wow. The fearless energy
• 20:25
  is what gets you moving fast, but the humility
• 20:28
  to absorb feedback is the navigation system that
• 20:30
  keeps you steering in the right direction. Without
• 20:32
  the feedback loop, you aren't flying in a blue
• 20:34
  sky. You are just a loose cannon with a lot of
• 20:37
  velocity. Tetra notes that she now actively seeks
• 20:40
  out friction, constantly asking what she could
• 20:43
  have done better in a meeting or how she can
• 20:45
  support her team more effectively. It is the
• 20:47
  mechanism that keeps the limitless mindset anchored
• 20:50
  to reality. Bringing this all together for your
• 20:52
  own career, it really is a complete operational
• 20:55
  system. Look up and decide to jump into the unmapped
• 20:58
  path, trusting that you can lay the track as
• 21:01
  the train is moving. Become an activator, shifting
• 21:03
  all your cognitive load to how to make it happen
• 21:06
  rather than why it will fail. Play the co -op
• 21:09
  game in every negotiation, using deal sense to
• 21:12
  ensure everyone's value increases. Adopt the
• 21:15
  Rule of One More to leverage your daily actions
• 21:18
  into massive impact for the people coming up
• 21:20
  behind you. And finally, stay humble enough to
• 21:23
  pause your ego and listen when someone tells
• 21:26
  you that you are heading in the wrong direction.
• 21:28
  Before we sign off, I want to toss it over to
• 21:30
  you for a final thought. Yeah, there's an unmentioned
• 21:32
  application of this source material that I think
• 21:34
  is really worth pondering today. We discussed
• 21:36
  the Rule of One More. Primarily in terms of helping
• 21:39
  other people. Right. But consider applying the
• 21:42
  rule of one more to the way you consume information
• 21:44
  and interact with your environment. What if today
• 21:47
  you asked just one more why about a corporate
• 21:50
  process you assumed was set in stone? Or ask
• 21:53
  one more genuine question of a colleague whose
• 21:55
  motivations you thought you completely understood.
• 21:58
  Exactly. What artificial limit in your own professional
• 22:01
  life might you accidentally dismantle simply
• 22:03
  by asking for one more piece of the puzzle? Ask
• 22:06
  one more why. I love that. The next time you
• 22:09
  find yourself staring up at a drop ceiling in
• 22:11
  a meeting room, just remember what is waiting
• 22:13
  right on the other side of it. Thank you for
• 22:16
  joining us on this deep dive. Keep looking at
• 22:18
  the blue sky and we'll catch you next time.