in a business, whose responsibiity is this?

I, I think well-organized teams, uh, can accomplish a-almost anything if each individual is responsible for significant improvement. And this sounds like a load of gobbledygook that you'd find on LinkedIn, but, uh, each component of that, you know, each individual is responsible for significant improvement is a writer's sentence, because each word is packed with meaning that reinforces itself inside of the sentence. So each, being a group of people, um, uh, there's, there's, uh, an establishment of expectations there. Uh, uh, a- and by each individual, there's one person that's, uh, uh, uh, responsible for every objective. You know, if the group... I- if it's all of our goals to grow the business, then we're all just doing what we want each day. And who knows whether the things that we're doing are gonna be useful, helpful, fit in? But if, uh, an individual is responsible for a part of that, then that's a much better way to set a goal, because, uh, everybody, uh, there's, there's clear objectives. Um, there's a plan for how that objective is going to be achieved. Uh, w- w- w- while you might be able to get away with it if you're hiring, you know, the world's best-trained specialists, and they're gonna just do what they want, very rare that you're in a situation like that. Uh, it's much better for, uh, e- for, for people to be able to document what they're doing and what their output is, uh, because everybody will be able to see kinda how that fits into the whole. Uh, and it's one thing to have a knack for this from an emotional level, but it's a different thing to be able to look at it on a chart or a mind map or an outline and know how your work contributes to the whole. Um, and significant, uh, just means that it's, it's something that we're pushing for. Uh, and it's easy to be hesitant to push for improvement, because you're feeling, oh, man, everybody's working hard, uh-huh. But, you know, what I've found is that people are gonna be overwhelmed, almost like no matter what you do or say. And that overwhelm isn't gonna come from you, but it's gonna come from just the course of life. So if you can create some sort of... If you can put an expectation into that void, it, number one, it reduces some of the emotional overhead of strategy and thinking out, like, what am I gonna do from day to day, and what am I responsible for? Uh, a- and it needs to be an improvement. Uh, i- you know, too many, uh, goals at once removes focus. Uh, it's gotta be specific, uh, a- and limited so that there can be a focused push for it. And, uh, it's gotta be something that can't be time-gated behind someone else's achievement. Like, "Hey, I can publish on social media if you do the writing." Uh, i- this is not a good, it's not a good layout for goal-setting. Uh, you know, it's a rev- it's, it's an objective in reverse. "Um, this is more of a sub-task." Uh, it, it, it's gotta be marked like one too. Uh, when you're giving out not, you know, plans for the week, but, uh, a vision that's gonna last you for three months or six months or a year, uh, just make sure that your group objectives are, like I said, those, those specific improvements that, that people can take a part in.