How To Make Accountability Easier

Do you ever feel like accountability is just another pressure weighing you down? What if, instead of feeling like a burden, accountability could be the key to your success?

In this session, Jet Xavier, one of Australia’s leading mindset and high-performance coaches, will show you how to shift your perspective and make accountability work for you—not against you.

Jet Xavier, has conducted over 5000 HIGH PERFORMANCE HUMAN coaching and training sessions with individuals and teams, particularly in Sales. He has helped many sales agents and teams to increase their commissions by more than $250,000-plus per year. He’s achieved this while enabling team members to avoid burnout, boost energy levels, decrease stress, stay motivated and improve the quality of their work/life balance.

This webinar isn’t just about ticking off tasks—it’s about creating a mindset that sets you up for long-term success. Make the decision to invest in your future with expert guidance from Jet Xavier. Let’s make accountability easier—together!

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Jet:

Let's go! Great to see everybody on the call. We're going to be talking about radical ownership today, not only as a concept for high performance, but as an actual practicality to help people with high performance. I believe the future of success in life and business belongs to those who take radical ownership, not accountability. And I just want to start with a passage. It sounds a bit egotistical, but with a passage out of my book term writing, but that's the best way to to start this session, so excuse me if I indulge a little bit, but it's a great way to to start this session.

Most of us believe that accountability is what we need to create. Success is what we need to have high performance. But what if the actual act or trying to take accountability is actually the problem. And what if it's actually the cause and associated with the reason we fail? Time and time again the uncomfortable truth is this, that most of us struggle with taking accountability.

Not because we don't try, but because the very idea of accountability is internally wired to trigger denial, resistance and avoidance actually inside us. So what we do is we carry around. I believe this broken model of accountability doesn't serve us. So today I want to sort of show you why the future of success belongs to those who take radical ownership and not accountability, and throw some ideas and some concepts out there around high performance that you might not have heard before, or might find even a little hard to digest. So let's get going all right. I reckon accountability is dead.

2025. Accountability dies. Oh, it's pretty! It's pretty close to it because the problem with accountability is this. I don't know about you, but I don't get out of bed in the morning. Going. I just cannot wait to be accountable. Now. I'm happy to be accountable to eat a good brekkie and to clean up my bedroom. But I'm not ranting and raving about how good it is today that I'm going to have to take accountability for things that I might not want to take accountability for. I'm not overly excited about the challenges that come with talking about accountability in my Dave.

I don't know about you, but accountability is bloody hot. It's sometimes a struggle. It's tough. It's more like an obligation than it is something I'm really keen to do. I don't know if you feel sort of the same way about that. And there's this heaviness to accountability that says we have to be accountable rather than wanting to be accountable. And there's a big difference between the 2.

I was with a friend of mine in thought leaders called Dave Fish. He's a futurist. And we were talking about this very concept that I'm working on and creating. And he said this brilliantly, our resistance to accountability is killing its effectiveness. It's not the outcome we are afraid of. It's the actual idea. And I thought he really hit it on the head. Why do we want to take accountability? We try to take accountability, but we don't. We fall short time and time again. It's not that we're afraid of the outcome, the outcome of being at the gym at 5 AM. And getting healthy. The outcome of that is great, the outcome of working hard and doing the right thing in your business, and profiting from that and helping other people. The outcome is great. It's awesome but it's the actual idea we're afraid of that we have to be accountable, and that there's a sense of challenge and struggle that sometimes comes with that.

I want to start with this as well. Accountability means I have energy. Radical ownership is, I choose to let that sort of sit for a minute. Accountability is I have to, and we know when we have to. There's a sense of that obligation. And I really do. Do I really have to do it? Do I really have to have radical ownership? On the other hand, is, is choosing to. It's almost effortless. It's just something that is a part of us. So it's something that we actually become not an external measure to obtain something.

It's interesting. The workplace is the greatest example of where accountability fails. Loeen, her workplace in crisis study, found that 84% of the workforce describes itself as trying. But failing or avoiding accountability altogether, even when they know what to fix. There's a number of studies I won't bore you with today, but I thought, it's a great, great opportunity to sort of bring it home. The fact that we have a bit of a crisis with accountability. Dr. Paige Williams, another colleague of mine in the Thought Leaders School brought out this great book, owns it, honouring and amplifying accountability. She's an expert in accountability. And she says, traditional accountability is focused on external enforcement, fear and blame you would have experienced having to be accountable through external enforcement, sometimes fear and sometimes blame but she argues that it's ineffective and disengaging, and she's trying to champion the cause of positive accountability where individuals take that personal ownership of their actions fostering trust and high performance.

If we look at leadership globally, the leadership accountability Gap report in 2017 talked about organizations that 72% identify leadership accountability as critical. Yet only 31% are satisfied with their leaders' accountability levels. So it's not only sort of in our personal lives. It's in our workplace as well. I love a good Gallup poll, a good Gallup study, and in 2024 they bought out the state of workplace engagement. And there's a couple of telling signs here around accountability not functioning well within teams and companies.

It found that 23% of employees are engaged, motivated, committed, etcetera. 15% are actively disengaged. 62% are not engaged at all. They're doing just the bare minimum. They're sort of detached psychologically, and they're just going through the motions. The majority of these quiet quitters aren't actively harming the business, but they're not adding value as well, not taking accountability.

Another study by the global business ethics survey about 75,000 people across 42 countries. Quite sizable. Study found these 3 things. 40% of employees report that their organization has a culture of accountability where individuals are held responsible for their actions. 36% of employees believe that accountability is either weak or insignificant in their organization, and nearly 30% of respondents indicate that leadership does not consistently take responsibility for poor decisions or mistakes contributing to an environment of low accountability.

Have you ever been at work, been in a meeting, and everybody's been fired up, jumping up and down, excited, pumping, waving high. 5 and doing the happy dance, saying, I'm in. I'm behind this project. I can't wait to get involved. You can count on me 100. There's no way I'm going to miss this, only to find that when you reconvene for the next meeting to see what happened over those couple of weeks, nothing has been done. Have you ever been in one of those meetings? I'm sure you have. They're pretty common in the workspace.

Some people lean in to try and take accountability, and other people saying they will, but not actually follow through. If we look at this sort of graph here, this is sort of where a lot of people sort of sit personally when it comes to accountability as well. You've got success, and you've got time and you've got the sort of S curve there at the top. Obviously, it's where we want to be. We want to. We want to achieve things. We want to have high performance in our life. In our business. We want to, you know, have health. We want to have finance, whatever it is for you. We are always moving towards something. It might be just balance and down the bottom.

Here we sort of look at what that is and what's holding us back, and how we can change, and we make a commitment. And we say, I'm going to be accountable. And I'm going to fix this problem, and I'm going to do something about it. And I'm going to take some action, and I'm going to make a promise, and you've all done the New Year's resolution type of thing only to find the halfway up the hill of the S curve. Here you sort of it gets a little bit too hard. You give up, and you sort of drop off. I mean, health's a great example of that. Saving money is a great example.

If you're in sales watching this, you're making those important calls. How many times have you said, yep, this is the day 50 call day 50 call day. Here we go. Here we go 50. Okay. Matter box drops. I'm gonna go for it. And then, halfway up that hill. Halfway up that accountability hill, you drop the ball and it's game over you finished before you started. Almost.

I don't know if you can relate to this, but a lot of people are in that accountability loop where they know there's something they need to be accountable for. They have a good crack at it. They have a good try at it. Their intentions are there. Off off they go! The start again goes, but they get sort of stuck, for whatever reason, and they stop and don't complete the project, and they slide back down to the bottom. I think most of us, I think, are in that bag. Most of us have experienced this and still do many things.

And so for me, I think we're in a crisis with accountability. I think it's something that's not working as good as it should. That's something that's almost failing us to an extent. And it's something that we really need to address. And hopefully, today, I can get you thinking about it differently, so that you can move out of this session that we have together, and you can maybe apply some of these principles for massive massive change, particularly in regards to your high performance.

Just pause for a moment. What are the things that you struggle with being accountable for the most? What would you say? They are? Just write down if you're taking some notes, just write down something for your own personal value. Where? Where is it that you start and you get up halfway up the hill and you fall off. Is it your prospect? Is it in your relationship? Is it in your health? Is it in your finances? It might be how you manage people. It might be you might be leading a team, and you might not be having hard conversations with the team. Where do you sort of fall off that S curve and get back down the bottom, and then hustle up and get ready and go again, and just get stuck on that accountability loop. Where is it for you? What sort of comes up? Let me have a quick look at this chat. Anyone's kath. Thanks for that personal health fitness. The office always comes first.st Yeah, nice.

So where are we? Listen to? Why, let's look at what happens, and what's behind us going with all good intentions to be accountable. And then not being accountable, let's look at why, I think accountability has failed us. Let's look at why, I don't think accountability is something we need to sort of focus on more. I think there's more in the radical ownership aspect of high performance than there is accountability. Let's look at the 3 reasons right now why we don't be accountable when we want to be accountable, and the 1st one is that our brain.

It's a pleasure machine. It just loves pleasure. A researcher called Schultz in 2,002 shows that brains are designed to chase rewards and avoid pain, to prioritize, avoiding threats and maximizing rewards. So if you're an agent and you've got to make a difficult call with a vendor around, maybe a price correction. There's nothing really pleasurable in that. For most agents. Some there might be, but they're the psycho people in a different stratosphere of being an agent, and they're there. That's why they're so successful. But Johnny's making a call. He's got to talk to a vendor. It's really hard and all of a sudden he gets this sense of fear, this sense of overwhelming, avoiding danger that he has to talk to this vendor. 9 times out of 10. He'll put that call off until he's really forced to make that call and have to make the call.

Imagine a conversation you need to have with your partner around your accountability, around something straight away, that the sense of pain and concern and worry would come up rather than pleasure. However, if you were at the airport like I used to be when I had to put a bit of weight on. I used to be 17 kilos heavier. I got accountable for my health and fitness. I actually took radical ownership and lost 17 kilos. But I used to run sessions like this travel get to the airport, and as a reward I'd go straight to the Krispy Kreme donut stand, and I'd order 4 Krispy Kremes.

I don't know about you, but I love a good Krispy Kreme, and I justify in my head why, it was the right thing to do, but at the same time knowing. Hang on a second mate. You're not being responsible. You're not taking accountability. You're not looking after your health. You're not keeping the promise you made yourself that you wouldn't eat too many Krispy Kremes, that you do something about your weight, and this battle would go on. The Krispy Kreme was the pleasure my brain wanted, and 9 times out of 10 it won.

And this is what we battle with when it comes to taking accountability. And the reason why we don't often and not often and do. It's because our brain wants pleasure, and most of the times we have to be accountable. There's a sense of pain that's associated with it. There's nothing pleasurable about getting up at 5 Am. In the morning and doing that extra gym session. There's nothing pleasurable about shutting your computer at night when you've ordered 10 things off Amazon, and you want to order 20 things off Amazon. There's nothing pleasurable about having to have a hard conversation that you've put off. There's nothing pleasurable about having to stay back and make an extra 50 calls when you didn't make them during the day. It's all associated with pain.

So the brain's pain, pleasure, and principle gets in the way of us taking accountability. That's the 1st thing. The second thing is lower. Found in a workplace in crisis study was this, 80% of individuals perceive accountability as a form of punishment? I think that for a second accountability is something that can bring a great outcome. However, we see it as a sense of punishment, a form of getting into trouble.

I remember when I was about 8, I used to play backyard cricket with my sister. She's about 3 years younger with me, and if you had a younger sibling you just drag them around all summer playing sports getting tackled out the back. Pretty much your slave for the summer, unless you're hanging out with, unless I was hanging out with my mates. But we'd always play backyard cricket and this day we're playing cricket to set it up. I've got my imaginary crowd around me because I'm Donald Bradman, the best cricketer ever. She's Dennis Lilly, the most feared bowler ever. This is in the late seventies, when World Series cricket was on. It was the final game. I was the final batsman, and I had to score the point to win the game, and so she chucks the ball at me. I've whacked this as hard as I could, and it's sort of over the fence. The imaginary crowd just went up out of its seat, just yelling and screaming and chanting my name. I've raised the bat in supreme jubilation, but I've hit a 6 which in backyard cricket is hero type of stuff as it is in cricket, only to hear the most awful, horrible scary sound you could hear in backyard cricket.

Can you guess what it was? It was the neighbor's window smashing, because, as that board soared over that fence. Little did we know that we were in an impending doom situation, and as it smashed through that window I screamed to my sister. Run, run! Get out of here! So we bolted. We took off like we've never run as fast in our lives before, and hid in the house. It was all in vain, but because we knew it was going to happen.

You can hear my dad's footsteps from 20 miles away. My dad was an ex trucker ex shearer back then. He's not like that now, but back then he'd have a pack of smokes for breakfast and 4 bottles of day before he got in his truck and drove. All day. He was sort of more, I guess, more hard than fair, you could say. Anyway, he boomed into the room and shouted, Where are you effing 2 people to put it politely, and out we sort of came with our heads hung down. Sort of waiting for the next thing to happen. As he sort of took his belt off.

We knew it was D-day, and our time had come, he said, who effing hit that ball over the fence, and it was almost like without even thinking about it. It was like a gold medal synchronized swimming team in unison. We just looked at each other, and at the top of our voice shouted, he did! She did, and totally went on a rant about why they should. The other person should get punished at fun times, but a great example is that at that moment that that was happening, I wasn't looking forward to the punishment that was going to be meted out to me and my sister at that point in time. I wasn't excited about taking accountability for hitting a ball over a fence. I was quite the opposite. I was trying to get out of this. I was trying to explain myself. I was trying to get away from being accountable and that little seed was an association that was built with accountability, that most often accountability has a sense of punishment associated with it.

So the pain, pleasure principle in our brain stops us from being accountable, and the fact that we associate punishment with it is the next thing. The 3rd thing is that a lot of the time we don't take accountability because we want to protect ourselves. We don't want to take a risk in front of people. If I take accountability for a project or leading a project, or take accountability for saying that I'm going to set a goal in front of the sales team. I'm going to write this much gci, for the rest of you know, June, I'm taking a risk. I'm putting myself out there. There's a potential that I might fail. So it's easier not to actually take accountability for things around me that are risky than take accountability for those things. A great example is Steve Jobs. I think it was the iphone 4. They brought this out in 2010, 11. I'm not an iphone guy. I'm an android guy. But they brought this new iphone out. Iphone 4. And it was revolutionary, as all things jobs did. It was an incredible moment. And I think in 2 weeks, I think it was 3 million in not 3 million dollars. Sorry. I think it was 3 million units in sales in a couple of weeks like this thing just totally went through, the stratosphere absolutely took off and which was amazing and incredible.

The only problem was when you held it close to your ear, and your hands were down the bottom where it normally would be to hold a phone. It lowered the bars and the signal. So you didn't get a good reception, and it impacted a whole lot of people as you could imagine. So there was a bit of a fault with the phone that went undetected and slipped through the gap, so to speak, and was unfortunately connected to one of the most successful product launches in history. So obviously they had to get in touch with jobs who happened to be on a holiday at that point in time, and, as the record shows, when he got contacted and asked, okay, told. There's a problem here with the phone.

What do you think he would have done as one of the greatest leaders in business in history and greatest leaders of the world to an extent, especially in entrepreneurialism? What do you think he would have done as a leader of that ilk, and that's that measure and that standard? Well, what he did was this, he said look, and apparently he was a bit bereft about being interrupted in his holidays, and told that there was a problem, and a bit annoyed and almost dismissive about it. But he said, "Why don't I just turn it around and hold it the other way?"

Now I know about you, and I'm not Steve Jobs, and I don't think I ever will be, or that quality or caliber. However, I've figured out that that potentially sounds like a bit of an insult just telling 3 million plus people have just bought this phone from the best supplier product designer in the world. Just turn the phone around and just have it the other way. I don't know about you, but that is a lack and a great example of someone not taking accountability in that moment.

If you look at the Youtube footage of the Press Conference that he set up when he came back to sort of fix the problem. I guess it's a 35 min press conference which I've watched. He again goes through the motions of saying, Well, Nokia and Samsung and all those other ones have had this problem and fault as well as opposed to forthrightly. You know upfront, saying, My bad got this wrong. Here's what we're gonna do about it. Off we go rather than try and justify ourselves  to other people and do this. This sort of sense of not taking accountability because it protects us, is really really big in this conversation, because, you know, our prides involved our sense of self, and who we think we are, and in a lot of times that not taking accountability because we don't want to maybe be wrong, or or maybe be judged makes us miss out on a whole lot of opportunities and potential growth for us. So those 3 things are important to understand why we don't take accountability, and you can imagine the impacts of that. As well avoid pain, find pleasure. We think it's punishment and protects us from failure. So what do you think happens when this sort of association is developed? Sort of since birth around accountability? And why do you think this makes accountability harder? I said. I'll tell you why. Because when these 3 things that we just discussed are going on and they're stopping us from being accountable, they're contributing to making accountability harder. These 3 things are occurring, or these 3 things create a relationship with accountability that becomes front and center and almost walls and barriers to taking accountability, we become denials of accountability. We don't have to. Steve Jobs almost gave us a great example of that. We become resistant to it. It's like. No, I don't really want to be, and ultimately we become avoidant of it.

If you think about all the times, the critical times, the crucial times, the times you really needed to the Times. You still need to. Now, where you don't take accountability, we understand what contributes to that. But generally there's a denial or resistance, some form of avoidance that's occurring either in the background or in the front. That's sealing the deal for you not to step up and take that. And that's really what needs to change. Because what happens out of that relationship with accountability, through denial and blame. And you know, excuses are that we become that blame, we become the victim, and we become the excuses. And so what happens is accountability becomes something that's easy to deny. It's easy to resist. It's easy to avoid. And then we become people that find it's easy to blame. It's easy to make excuses, and it's easy to play the victim.

I usually do a personal accountability, self-assessment, questionnaire. When I'm running this with groups. If you want to do that questionnaire, it takes 10 min. It just gives you an insight into your own accountability. Email me at jet@jetexavior.com. And I'll just send you out a word, Doc, with it, and you can sort of do the assessment. It's not that long, and it's sort of helpful as well. But here's my question. Understanding what contributes to us, not taking accountability. What then, impacts our high performance? Or us trying to be high performers? What sort of almost sabotages the life that we deserve and we want outside of that. What if we could make accountability easier? What if we could almost bypass it in a way, and almost push it to the side to an extent for something else and that's where radical ownership comes in better teams, better results. 

Radical ownership is the form of accountability that gets executed. It's the form of accountability where the job gets done, where the follow through happens. And I think this is the shift that we're making in high performance around better teams and better results. It's a shift that we're making in our own personal lives. And hopefully, I think it's the shift that we've got to make globally, and are making as well for a better world.

See, because accountability is an obligation. Radical ownership is a choice. The obligation is arduous. Sometimes the choice is easy, and it's all about flow. There's a lot of studies that support taking ownership as a next level approach to high performance. And you know, we've got a lot of literature coming out around everything from extreme ownership, radical ownership, leadership, ownership. So it's becoming, how do you say? Favorable? I guess, in the corners of the global powers as well. But studies have shown that employees who take ownership are more likely to be promoted and receive raises than those who don't, and they're also less likely to experience burnout or turnover, which is a great thing. And what rise is all about.

There's plenty of upside about taking ownership. 2,004 suggested individuals who take ownership of their reactions and actively seek solutions are more resilient and adaptable. Other studies suggest taking ownership can impact everything from improving relationships to increasing our emotional intelligence. So let's look at 3 things that are part of how we take radical ownership. These are sort of 3 base things. I can't go into everything today, but these are sort of the 3 core pillars to what radical ownership means, and why I think it works better than us trying to take accountability. Don't get me wrong. There is a place for accountability, but I think it's not where critical decisions around moving forward and high performance need to take place. And that's another discussion for later.

But the 1st thing that defines radical ownership is what matters. It's about values and conviction. And what I mean by that is this. 2,01820 22 World Cup. The Japanese team shocked everybody. After the game. They cleaned up their dressing sheds even better than when they found the dressing shed. Spotless, immaculate Japanese style. You can imagine how clean these dressing sheds were and, in fact, a lot of the Japanese fans stayed back at the stadiums and helped the cleaners clean up the stadiums which is, I haven't heard of that before, which is incredible. And there was a lady that was asked in one of the stadiums, one of the fans who was cleaning up. What? Why are you doing this? And she said the word amaditas. I think that's how you pronounce it. I'm not sure. Don't quote me. But that will do for today and I and the person said, What does that mean? And she said, It's obvious there's almost no reason why we're cleaning the stands. It's just obvious and right. In that moment there was a great example of what value led. Conviction is all about. This person had particular values about supporting, making a difference being involved, committing to something bigger than themselves, that led their conviction to do it. As it was the same for the Japanese soccer team by cleaning their sheds. They weren't asked to. Their value overrode their need to look good or be told to. Their conviction was built on the foundation of what they believed in. and radical ownership is about living through values led conviction.

Dr. John met Demartini, a values expert, probably the best in the world. You want to Google his stuff. He's got values, exercises, and tests. You can do really good stuff. But he says, by living congruently with your highest values. Your actions tend to become intrinsically driven instead of requiring extrinsic motivation to get things done.

Key Point. There they become extremely, intrinsically driven, internally driven, value driven, conviction driven. When you have conviction about something when it's your highest value you don't need to be told. You don't need to be asked. There doesn't need to be a conversation. It just gets done, because if it's important to you, you will do it. I remember I used to be a personal trainer and a lot of men over 40 that were really overweight used to come to me to get training, and we'd set the program out, and we'd, you know, help them with their food. And we'd create the right training for them and all that sort of stuff. And we know the impact was going to be on their family and their kids and their work and their health, and it was going to keep them alive. Bailey, they're just bordering on a heart attack and I give him all this stuff. They'd go away. 2 weeks later, when I went to see them again. Nothing had been done because it wasn't important to them. They wanted logically to make it happen. But from a value conviction, level importance level. What mattered most was that it wasn't important to them.

Accountability is an act of will.

Radical ownership is an act of love when you have to will yourself to do something that's hard but when you do it, it’s because it's an act of love and you want to do it. It's part of who you are. That's radical ownership.

The second thing is this. What's spoken? What's spoken is about intentional integrity. Intentional. Meaning, I'm going to do something made up my mind. This is a decision. This is going to happen, and integrity is keeping my word about what I said I was going to do. I'm from the old school. The old days were most of them. You know my story. I'm sure I'm an ex-criminal heroin addict. All that sort of stuff. Not a great scene to grow up in as a 15, 16 year old, nearly killed myself and ended up in jail all that sort of stuff.

But the thing that I miss from even those darker times, and those times that were highly obviously illegal and violent. The thing that I miss is that your word was your word. What you said you said, what you did, you did and there was no umming and ahhing about it. I'm sure there were people that weren't like that. But in my circle I got taught that your word is your word, that there is honor in your word, that your integrity means something, that it stands for something. Any agreements were just done in a handshake, and I sort of miss that now. But that's the sort of raw integrity we're talking about when you say you're going to do something, and you do it when you keep your promise to yourself around what's spoken, and it comes to pass.

There's a guy called Alex Sheen, and I think it's in 2011.He stood in front of his dad's coffin at his dad's funeral. He was given the eulogy and he said to the people that turned up the congregation, he said, “Look, my dad wasn't a superstar. My dad wasn't an NFL quarterback, and you know won super bowls. He didn't climb Mount Everest. My dad wasn't even a millionaire who was an entrepreneur who changed the world with these products. My name really wasn't anything that special.” And like, he's saying this to the people in the congregation. he said. But what my dad did was keep his word and because I learned that from my dad. I want to remember my dad by creating a movement called because I said I would and because I said I would.

Movement is about helping people have more high level integrity to keep their promise, not only to themselves but to other people around them. Ali Sheen believes he can change the world if more people keep their promises if more people are true to themselves and have integrity. And so he developed the because I said movement, and that movement is about sending these because, I said, would cards to over 9 million people in over 140 countries globally, since he stood in front of his father's casket.

Inspiring people to make a promise on this card about something that they're going to keep their word to, and then by taking that card and giving it to someone else, and saying, This is my promise to myself or my promise to someone else, or what I promise to you that I'm going to do, going away and doing it, coming back and getting the card when it's done.

How cool is that? That's all about intentional integrity. See, a promise is a declaration or assurance that one will do something, or that a particular thing will happen. I want to be successful. I want to make more calls. I want to prospect harder. I want to help people more. I want to get healthier. I want better wellness and balance. There's a declaration assurance that I will do something, or that a particular thing will happen.

Then we try to take accountability, and we fall off the horse, and we start again, and nothing generally happens. Alex Sheen wanted to cut through that and bring people to account through a radical ownership lens that when you make a promise. It means something, there is power to it. I love what Brene Brown says. She says integrity is choosing courage over comfort. Choosing what is right over what is fun, fast or easy, and choosing to practice our values rather than simply professing them. Boom!

There you go in a nutshell. I don't know if there's anyone on the call but a couple of people in the real estate industry, and myself and my partner went on a ride in Thailand recently for little kids like this Kong. This was a little kid that I rode for, and we rode 500 kilometers over 5 days, 100 kilometers a day, and we raised $400,000 for these kids in these orphanages over here that have got nothing. Some have got HIV, some have been left in bus stops. It's just horrible that some of the stories that you hear, and so we were there to sort of as a fraternity, a real estate fraternity, Australia wide.

Hey? New Zealand? I know of some Americans as well that joined us to sort of highlight the issues and raise the money for hands across the water, which is a charity. Peter Bain started. I won't go into that. But here's my point. At the start of the ride you're giving me a photo, a call. Now it's 500 kilometers. It's not for the faint hearted you're going to get challenged. There are times where you want to stop or want to quit, your muscles are going to seize up. Which they did, and you're going to want to give up at the start. They gave me a picture of a comma. Say, this is your kid. Your kid's waiting for you at the end of the 500 kilometers and your kids. He's relying on you to get here. Your kids got nothing but you right now do your best and you make a promise. Everyone gets a card. You make a promise to these kids that you'll turn up. And I did. And there was noise, and there was dancing, and there was drums and the smile on the faces was absolutely incredible, and the impact that it had on my life is never going to be the same again. Neither of the people that went on that ride. But that little kid, when I break my promise for that little kid. There's no way I was going to break my coin. I would have crawled and dragged myself in.

Why? Because I took radical ownership, and it's not a cliche in this story. It's not an opportunity to push a barrel right now, but my values were clear, my conviction was clear. My integrity was clear that I would finish the ride for Kong, and I would keep my word and keep my promise.

He's some quick research to back the idea of making a commitment to someone, and the success rate that you have in American society for training and development. So just having a goal and no plan, 10%, you're going to complete it, deciding when you'll do it. 40% making a concrete plan of how you do it. 50% completion rate, committing to someone that you will do it 65% completion rate. But get this scheduling a specific accountability appointment with that person. 95% completion rate.

Man, I can't get any more people in my circle that help me take radical ownership and stay focused and have integrity around what I'm convicted about and what my values lead me to do. A little fun. Fact there, last thing. Then we'll wrap up.

The last thing is what's done. Volitional choice and volition is your sense of agency. It's your sense of will, it's your decision. It's it's action, it's forward movement, it's getting it done. This is the last pillar or foundation, so to speak, of radical ownership.

This is a picture of my partner, Annetta, and my little dog Gaia. She's a toy cavoodle. She weighs about 3 kilos ringing wet. She is the joy of our life. We live in the Gold Coast about 10 min from this beach, and most times during the week we get a couple of times to get down here and go for a walk. It's a happy place. It's the place. We have our great discussions about life and the universe. It's a place where we just light up watching Gaia run around and bring joy to other people and happiness to their lives. And it's just a sacred special place.

The only thing that really annoys me and agitates me about this place, and when we go down there is this, every time I'm walking along I get into a rant about something. I think it's deep and meaningful, and or it might be romantic, or it has some air of importance to it. I think it does. Every time I look around to my right or my left wherever my partner is, and she's not there and I've looked back, and she's about 50 metres behind me. So I've spent 50 metres of time talking to myself, pretty much listening to my own voice.

She catches up like, what the hell are you doing? But Danny, having a chat. Blah! Blah! Blah! She's just picking up the rubbish. And I said, What are you doing that for? What's not ours? That's not our responsibility. We don't have to take care of that. There's a council that does that. My God! We play enough rates on the Gold Coast to cover it. We've got a Koala tax here on the Gold Coast. I don't know about you wherever you are.

What are you doing it for? Slowing us down? And she looks me fade in the eye. She goes, I choose to. I choose to. And if radical ownership is anything. If radical ownership supersedes trying to take accountability, it's in that statement I choose to. And that's where the change happens, because accountability is, I have to.

Radical ownership is what I choose to do. And when you get to that point. Well, your choices are built on your value-led conviction. They're built on your intentional integrity. Your decisions are measured by that. Choice becomes a lot easier and a lot more impactful and a lot more powerful.

So last minute, where are you on that graph again? What do you keep looping? What do you keep trying to get back on that horse and go? Yep, I'm going to be accountable this week for my health. I'm going to be accountable for my prospecting. I'm going to be accountable for saving. I'm going to be accountable. I'm going to be accountable for my marketing. I'm going to be accountable for looking after my kids being a good mom or good dad, what is it for you that you're on the loop on?

I hope you can see the connection, at least conceptually, between the fact that if you're going to go out and bash your head against the wall and try and be accountable again. Yeah, maybe it's going to work this time. But if it does work, I think that's radical ownership anyway, happening. So when people do take accountability at a high level. I still think that's radical ownership. That's another conversation.

Are you going to bang your head against the wall again and fall off and come back down. Just beat yourself up. Are you going to still reach for that donut? He's still going to be avoiding and resisting accountability because it's a form of punishment, you think, or we think and he's still going to not be accountable when you turn up to be accountable because you're trying to protect yourself. You don't want to be looked at as a failure.

What are you going to do? Or are you gonna break through and go? Okay, let me have a look at this. What are my values? What do I believe in? What am I convicted about? What's important to me? What's a no-brainer? What's a non-negotiable? What's my integrity like? What promise do I have to make? Who do I have to find to get around me to help me keep focused on my ownership, and what I need to do? And you're going to choose. Are you going to choose? And choosing is the most powerful part of it? No conversations in your head. Just a choice.

David Goggins talks about the choices that he makes in his head without conversations. He says when he gets up in the morning. He doesn't have a conversation with his head before he goes for the run, or before he puts his shoes on to go for a run, because if he has a conversation in his head he could make another decision. He could make another choice. He could get distracted. He could get procrastinated. He could take his focus off what he needs to do. Now he gets up out of bed, he goes straight to his shoes, he puts them on. There's no conversation between what he needs to do and what he needs to get done.

That's a choice. There's a series of questions here. I think I've run out of time to go through them. Let me just quickly test. We got about 5 min. But I can email these to you as well. If you want jet@jetexavier.com. They're just really good questions around radical ownership. Where in your work, life, work of life, you're not taking full ownership right now, what story are you telling yourself to keep you from stepping up? How would your outcomes change if you owned 100% of your ownership? What's 1 action you can take this week to demonstrate radical ownership? How will you keep yourself committed to that action? If you fail or fall short? How will you take ownership and move forward? So there's some really good questions there that we couldn't get into today. But I get into it when I do this in seminar sessions.

That I can flick those out to you as well, so let me wrap up now. I encourage you to get a bit of paper, get some cards, make some of these up, buy them online, whatever you need to do. Because I said I would cards and make some commitments from today. Take some radical ownership, have a look at where you've fallen off that loop, and why and then start to ask yourself what needs to change?

And where do I need to take radical ownership in these areas? Fill out one of these cards, take it to someone and say, this is what I'm committed to and when I've done what I'm committed to. I'll come back to you, and I'll get my card back as a symbol. That I kept my word to myself, kept my promise, followed my values and what was important to me and made a choice.

Okay, that's me wrapped up. You can contact me jet@jetexavia.com go to the website, jetexavia.com. If you want to find out any more information about my coaching or my training, or just have a chat, just reach out, hit me up on Insta as well. Jet Xavier. And yeah, I hope you have a cracking day, and I hope you take radical ownership, not accountability.

Kylie:

Thanks so much, Jet, that was awesome. I've actually got a quick question for you. What if someone else is trying to hold you accountable for something that you actually don't believe like that? You can't feel that, you know radical responsibility for that you actually like.

Jet:

Yeah, that's a great question. It's gonna take another session as well. It's either time to find another job. Yeah, possibly. And this is the problem. People feel like they're getting made to do something. So they're not going to do it. There's no chance. They're going to do it. So we've got to find a way around that. And I think, you know, it's a bit something that we'd labor in this conversation, but there's got to be a conversation with that person from the person asking them to be more accountable around their integrity and around their conviction and values. And I guess this is one of the big problems with modern globalism in the company format.

You have a whole lot of people hating what they do and not wanting to do what they do, but in some portions having to, they've got to feed, eat, pay the rent. So you know, there's a spectrum of where this maybe applies in the sense of, you know, making a decision to go. Okay, well, I don't. This isn't pleasurable. I'm not happy about it. I don't want to be part of it. It's not part of my value set. I mean, I encourage people to follow that and that's why sometimes I get principals going, mate. We're not going to get you here anymore, because 3 people have left to open ice cream shops and travel the world with their kids. It's like, Oh, sorry. So yeah, that's my quick thoughts, anyway. But it's a great question.

Kylie:

Awesome. Thank you. And I love the alignment between. You know this is head versus heart, right? So actually, when your heart's involved, it's easier for your head to play along, but if.

Jet:

Good.

Kylie:

Ticking you often, often. Your heart won't, won't buy in.

Jet:

Yeah, no, it totally overrides it. Almost. You know, I don't really get into the neuroscience of it. That's for someone else on a different day. But it does make sense to the laymen that you know. That's where the resistance comes from, you know. And I think if we can sort of understand this. We're sort of halfway there, you know, to sort of tackling some of these self-imposed obstacles that sort of get in front of us rather than you know, just the normal. I'm going to try again and be disciplined. And and whilst that's admirable, it's from the research we can see it doesn't actually work in part. So.

Kylie:

Hmm, yeah. Well, look, thank you so much again. Well, thanks for having us here talking about neuroscience, we're actually really excited. We've just announced that we've actually got Milo Wilkinson speaking in September. She's doing a special webinar for us in our September session. It'll be slightly earlier than normal. I think it's a 10 o'clock start date to fit in with her calendar, but we're super excited about that, and we've got some great speakers coming up.

We've got our new CEO, Steve Carroll speaking in the coming months. We've also got Hermoiny Gardner for the real estate, so for the property managers, so please check out the Rise initiative website and see what our next events are coming up. We'd really like to thank MRI, our sponsor, for the wellness webinars. Thank you so much. Team, MRI, and it's been great to have you all here today. Have an awesome month, peeps, and we'll see you at the next Wellness Webinar. And if you haven't downloaded the Realcare app the new real care app, please download it. There's some great Updates in it and share it with your team friends. Family. Awesome. Thanks so much again, Jet. It's been fabulous to have you on the call.

Jet:

Thank you. Talk soon.

Kylie:

Much for a great session, bye.