# Time, Trust, and the Formation of Leaders [[collections/Livestreams Collection|Livestreams Collection]] | [[collections/Livestream Lessons|Livestream Lessons]] | [[collections/Simple Reminders|Simple Reminders]] *From the livestream broadcast recorded January 6, 2016, in Austin, Texas.* Time is not merely the space in which leadership develops. Time is one of the instruments that develops it. Repeated conduct allows other people to compare promises with behavior, observe how a person acts under changing incentives, and decide whether reliance is warranted. Time also allows skills to compound, communities to discover their norms, small experiments to become institutions, and students to become teachers. The originating livestream joins community video, mentorship, long-range strategy, trust, behavioral formation, and the ambition to create a thousand thought leaders. This workbook turns that live planning session into a durable method. The reader will learn how trust compounds, why patient growth differs from passive waiting, how mentors compress learning, how small publishing forms can lower creative barriers, how behavior turns philosophy into practice, and how leadership becomes real when it creates additional leaders. > [!quote]- **From IRL Livestream Transcript** — Recognition Creates the First Layer of Community > **Source:** `ls-c1c9033a96a5` · **Timestamps:** 00:00:00–00:03:06 > > The broadcast opens by recognizing members, their recent videos, and changes in their participation. A community begins to acquire memory when people are not interchangeable viewers but known contributors whose attempts can be noticed over time. ## 1. Convert social media into social infrastructure Digital connection becomes social infrastructure when it helps people recognize one another, exchange useful information, practice in public, and form relationships that survive the individual post. A platform can host that activity without guaranteeing it. The community must create recurring practices—introductions, responses, critique, collaboration, records, and invitations—that turn a feed into a field of participation. > [!quote]- **From IRL Livestream Transcript** — Effortless Effort Requires Direction > **Source:** `ls-c1c9033a96a5` · **Timestamps:** 00:03:07–00:06:40 > > Bryant introduces *wu wei*, or effortless effort, while discussing how gently to steer the Royal community. The durable distinction is between force and direction. A leader can establish a purpose, create a useful container, model the conduct, and let participants supply forms the founder could not have planned. Direction without domination gives a community enough form to recognize its purpose while leaving room for participants to shape the culture. The leader establishes the invitation and standards, then learns from what the members create. > [!quote]- **From IRL Livestream Transcript** — Video Responses Turn Avatars Into People > **Source:** `ls-c1c9033a96a5` · **Timestamps:** 00:06:41–00:10:16 > > Members across the world respond to one another with videos, allowing voices, environments, expressions, and personalities to replace flattened profiles. The group experiences greater connection even when a response is not directed to every viewer. Social richness increases because more of each participant becomes available to the network. Richer media can restore voice, expression, place, and personality to networked interaction. These additional signals do not guarantee relationship, but they give recognition more material from which to grow. > [!quote]- **From IRL Livestream Transcript** — Genuine Community Counters Surrogate Connection > **Source:** `ls-c1c9033a96a5` · **Timestamps:** 00:10:17–00:13:25 > > Bryant contrasts genuine relationship with platform activity that simulates connection while leaving people unknown. The remedy is not abandoning technology. It is designing repeated reciprocal encounters through which people can remember, support, and become accountable to one another. Social infrastructure is built from recurrence. A single exchange can be pleasant, but a pattern of exchanges creates memory: who follows through, who notices newcomers, who offers useful correction, and who returns when no immediate reward is available. The platform supplies transmission. Community begins when participants use transmission to become reliable presences in one another's lives. The founder's work is to shape conditions rather than script every outcome. Clear purposes, welcoming rituals, visible examples, and routes for participation provide direction. Space remains for members to form relationships and invent practices the founder could not predict. This balance between form and emergence is what allows a network to become more intelligent than its central personality. > “Our minds arise not only from our own brains but from Internet prosthetic brains—those clusters of people with whom we share information and advice through electronic networks.” > **— Clifford Pickover**, *2010 Edge Annual Question* [[reminders/Extended Mind/Our Minds Now Run on Internet Prosthetic Brains by Clifford Pickover|∴]] ## 2. Community is a form of currency Money coordinates value across strangers. Community coordinates value through trust, memory, mutual recognition, complementary skills, and willingness to respond. Calling community “currency” becomes precise when one can identify what moves through it: information, labor, care, introduction, reputation, critique, hospitality, opportunity, and confidence. The currency depreciates when extraction becomes habitual and compounds when members repeatedly contribute before demanding rescue. > [!quote]- **From IRL Livestream Transcript** — Community Is Your Currency > **Source:** `ls-c1c9033a96a5` · **Timestamps:** 00:13:26–00:16:38 > > The broadcast names community as a real resource and joins leadership to conscious parenting: both require creating conditions in which another person can develop rather than controlling every output. The “currency” is the accumulated willingness of people to learn, respond, and act together. Calling community currency identifies real stores of relational capacity: remembered reliability, willingness to respond, useful knowledge, introductions, and shared history. These assets gain value through circulation and maintenance. > [!quote]- **From IRL Livestream Transcript** — Patience Is Part of the Opportunity > **Source:** `ls-c1c9033a96a5` · **Timestamps:** 00:16:39–00:20:21 > > Bryant warns that some participants will not have the patience required for the emerging project. The work is described as slow, indirect, and allowed to develop rather than forced into immediate certainty. An opportunity whose value depends on relationships may be destroyed by the attempt to harvest it before those relationships exist. Community behaves like capital only when its value is maintained. Trust can finance coordination that would otherwise require contracts, supervision, or repeated proof. A credible introduction reduces uncertainty. A remembered act of help makes later cooperation easier. This currency cannot be printed by declaration; it accumulates through conduct and can be depleted through habitual extraction. Patience is part of the mechanism because relational evidence arrives over time. A person may appear generous during a launch and disappear during maintenance. Another may speak little but return whenever work needs to be done. Long observation reveals these differences. The community learns where responsibility can safely be placed, and larger opportunities become possible because smaller promises were repeatedly kept. > [!map] The trust-compounding loop > **Promise → conduct → observation → remembered reliability → larger responsibility → harder test → deeper trust** ## 3. Small forms can carry serious ideas The broadcast's publishing discussion argues that a useful idea should not have to wait until its author can produce a large conventional book. A short, coherent work can teach one mechanism, solve one problem, or open one path. The standard is not length. It is semantic completeness, truthful scope, and whether another person becomes more capable after reading. > [!quote]- **From IRL Livestream Transcript** — Simple Reminders as Compressed Teaching > **Source:** `ls-c1c9033a96a5` · **Timestamps:** 00:17:04–00:21:30 > > Bryant and Jenni recount the idea of small books and visual reminders capable of reaching people who would not enter through long-form instruction. Compression is treated as an access technology. The mature discipline is to make the work smaller without making the thought incomplete. Compression is valuable when it lowers the threshold of entry without amputating the idea. A small form should still complete an argument, preserve scope, and leave the reader with a usable understanding. > [!quote]- **From IRL Livestream Transcript** — A Writing Identity Develops Through Time > **Source:** `ls-c1c9033a96a5` · **Timestamps:** 00:21:31–00:27:31 > > The broadcast moves through early ambition, opposition, personal tests, and the long formation of a writer. Authority is not presented as a credential received in one moment. It is the accumulated relationship among study, repeated work, difficulty, publication, and the willingness to continue before recognition becomes stable. A writing identity develops through continued encounters with study, failure, revision, publication, and response. Recognition may arrive unevenly, but the body of work records the formation long before the public supplies a stable label. > [!quote]- **From IRL Livestream Transcript** — A Body of Work Can Be Distributed Across Media > **Source:** `ls-c1c9033a96a5` · **Timestamps:** 00:27:32–00:30:17 > > Bryant describes writing that appears in images, newspapers, magazines, books, and networked posts. The lesson is architectural: a serious body of work can inhabit several forms if the core meaning, attribution, and source remain stable. Distribution changes the container, not the obligation to preserve the thought. Small forms are not fragments when they complete a useful intellectual movement. A short work can name a problem, explain a mechanism, offer a practice, and establish the limits of its claim. Compression becomes a discipline because every sentence must carry structure. The result can reach people who would never begin a conventional volume without surrendering seriousness. A distributed body of work requires source stewardship. The same idea may appear as a quotation, image, essay, audio program, lesson, or workbook, but each rendering should remain connected to a durable source. Stable identifiers, archives, and clear attribution prevent distribution from dissolving authorship. Portability expands reach; provenance preserves continuity. ## 4. Mentorship compresses avoidable error A mentor does more than encourage. A mentor makes standards visible, points out failure patterns, explains sequence, and sometimes supplies the direct correction that self-study would take years to discover. The relationship begins with attention and a specific ask. It becomes honorable when the learner has already begun, respects the mentor's time, applies the instruction, and eventually returns the benefit through work or mentorship of others. > [!quote]- **From IRL Livestream Transcript** — Mentors Were Asked > **Source:** `ls-c1c9033a96a5` · **Timestamps:** 00:30:18–00:32:10 > > Bryant credits several mentors and emphasizes the power of asking. Mentorship is not depicted as ceremonial proximity. It is sought instruction. The student's seriousness becomes visible through the specificity of the request and what happens after advice is given. A mentor relationship begins with a question specific enough to reveal prior effort. Applying the answer completes the first exchange and gives the mentor evidence that further attention can produce real movement. > [!quote]- **From IRL Livestream Transcript** — Legacy Requires More Than Visibility > **Source:** `ls-c1c9033a96a5` · **Timestamps:** 00:32:11–00:34:38 > > The broadcast contrasts fragile attention with a legacy embodied in people, methods, and durable works. Audience metrics may describe distribution; they do not establish what will remain. A legacy becomes stronger when knowledge can be practiced and transmitted without the originator's constant presence. Mentorship compresses error by exposing sequence. A novice often knows the desired destination but not which intermediate capability must come first. The mentor can identify the missing prerequisite, distinguish a normal difficulty from a fatal flaw, and direct practice toward the bottleneck. This saves time without removing the work through which judgment forms. The evidence of mentorship appears in what the learner can later do. Advice that produces no attempt remains conversational. Applied instruction creates an artifact, a changed decision, or a more precise question. A healthy relationship gradually shifts from answers supplied by the mentor toward standards internalized by the learner, until the learner can provide the same orientation to someone else. > “It's a lifelong learning process.” > **— John Martinis**, *2026 Nobel Prize student conversation* [[reminders/Scientific Literacy/It's a Lifelong Learning Process by John Martinis|∴]] ## 5. Trust is observed, not announced Trust forms through longitudinal evidence. People watch how someone handles money, disappointment, attention, error, weaker parties, changing incentives, and unglamorous obligations. A declaration can start an inquiry, but conduct resolves it. **Trust is an aesthetic** because reliability is first encountered through patterns—timing, coherence, maintenance, correspondence, restraint—before every underlying fact can be verified. > [!quote]- **From IRL Livestream Transcript** — Integrity, Patience, and the Buddy System > **Source:** `ls-c1c9033a96a5` · **Timestamps:** 00:34:39–00:38:22 > > Bryant describes a strategy based on patience, integrity, non-desperation, and a buddy system. The buddy image turns ambition into mutual monitoring: another person helps preserve judgment, continuity, and safety when enthusiasm or pressure might narrow the field of view. The buddy system adds external memory and corrective feedback to ambition. Another person can notice when pressure narrows judgment, preserve continuity during discouragement, and help distinguish patience from avoidance. > [!quote]- **From IRL Livestream Transcript** — Lower the Size Barrier to Authorship > **Source:** `ls-c1c9033a96a5` · **Timestamps:** 00:38:23–00:41:25 > > The proposed small-book format gives an aspiring teacher a bounded task: develop a complete short work instead of failing indefinitely against the idea of a giant book. The method preserves seriousness while making the next artifact achievable. A bounded artifact changes authorship from an identity claim into a finishable practice. Completion teaches sequence, revision, and responsibility in a way that indefinite aspiration cannot. > [!quote]- **From IRL Livestream Transcript** — Open Education and Sustainable Economics > **Source:** `ls-c1c9033a96a5` · **Timestamps:** 00:41:26–00:45:27 > > The broadcast imagines instruction offered freely while income is generated through adjacent products and structures. The enduring problem is alignment: preserve broad access to essential knowledge while building an economic system capable of maintaining the people and infrastructure that provide it. Open access still requires an economic substrate. Sustainable design identifies which knowledge should travel freely, which adjacent services or products can finance maintenance, and how the arrangement remains understandable to participants. > [!quote]- **From IRL Livestream Transcript** — Time Reveals Intention > **Source:** `ls-c1c9033a96a5` · **Timestamps:** 00:45:28–00:49:54 > > Bryant argues that people will observe long enough to discover what stated intentions cannot prove. Time exposes contradictions and confirms patterns. Long relationships therefore become a form of evidence: not infallible evidence, but evidence that cannot be purchased in one campaign. Trust is domain-specific before it becomes general. A person may be dependable with deadlines and careless with confidences, generous with attention and poor with money, brilliant in crisis and inconsistent in maintenance. Mature trust names the responsibility being granted and the evidence relevant to it. This precision protects relationships from both cynicism and premature reliance. Repair also belongs inside the trust record. Reliability does not require an impossible history without error. It requires timely recognition, truthful explanation, proportionate correction, and changed behavior. A person who can repair well may become more trustworthy than one whose apparent perfection has never faced a difficult test. > “We are all fallible, even leaders.” > **— Carl Sagan**, *Billions and Billions* [[reminders/Civilization/We Are All Fallible Even Leaders by Carl Sagan|∴]] ## 6. Organic authority requires a longer clock Organic authority is not authority without design. It is authority whose signals emerge from work, relationship, and consequence rather than from a single purchased display. Deliberate communication can make real work visible, but it cannot substitute for the history that gives the signal weight. This is why long-range strategy is not passivity. It is repeated action organized around a horizon long enough for trust and competence to compound. > [!quote]- **From IRL Livestream Transcript** — Leadership Creates More Leaders > **Source:** `ls-c1c9033a96a5` · **Timestamps:** 00:49:55–00:52:28 > > The mandate of leadership is stated as creating leaders and taking genuine pleasure in another person's success. This definition changes the score. The question is no longer how many people remain below the leader, but how many people become capable of carrying responsibility without the leader. Leadership is demonstrated when another person becomes capable of carrying responsibility. The learner's independence is not a loss of status for the teacher; it is the evidence that formation succeeded. > [!quote]- **From IRL Livestream Transcript** — Trust Takes Time to Become Social Currency > **Source:** `ls-c1c9033a96a5` · **Timestamps:** 00:52:29–00:55:17 > > The broadcast says organic thought leadership takes time because people need to observe character and intention. Names, claims, and impressive surfaces can be assembled quickly; dependable relationships require repeated encounters in which the pattern continues to hold. Trust compounds because each fulfilled responsibility changes the next decision. People grant larger work when a history of smaller work has made reliance reasonable. > [!quote]- **From IRL Livestream Transcript** — Grow the Garden Instead of Pulling the Plant > **Source:** `ls-c1c9033a96a5` · **Timestamps:** 00:55:18–00:58:45 > > Community and leadership are compared to slow growth. Observation, conditions, and patient tending replace the attempt to force the result. The metaphor becomes operational when patience is joined to maintenance: water, light, pruning, records, and repeated return. Organic authority is constructed through real work even though it is not manufactured through display alone. The creator chooses a field, practices, publishes, maintains relationships, and communicates the resulting competence. Deliberate visibility helps the evidence travel. What makes the authority organic is that the signal continues to point back to substance another person can inspect. The longer clock changes strategic behavior. Short-term tactics optimize the next response; long-range strategy protects the conditions of future action. It may refuse a quick gain that damages reputation, invest in a learner who will not produce an immediate return, or preserve source materials whose value will emerge later. Time becomes an ally when present actions improve rather than mortgage the next round. > “Our time-horizons have hugely extended back into the past. But there has to be an even greater enlargement in our concept of the future.” > **— Martin Rees**, *Deep Time, 2018* [[reminders/Deep Time/The Future Requires a Larger Time Horizon by Martin Rees|∴]] ## 7. Non-attachment protects cognition under pressure Maximum commitment and outcome panic are different nervous-system states. Commitment organizes effort around a desired result. Panic treats one result as the condition of personal survival, narrowing perception and making other people read desperation in the approach. Hard-headed non-attachment means wanting the outcome intensely while preserving the ability to think, adapt, and remain whole if the route changes. > [!quote]- **From IRL Livestream Transcript** — Time Can Create or Destroy > **Source:** `ls-c1c9033a96a5` · **Timestamps:** 00:57:40–00:59:08 > > Time is described as irreplaceable and therefore powerful. Systems that consume all discretionary attention also consume the capacity to study, plan, build, and reconsider. Reclaiming time is an agency practice because an unoccupied interval can become the site of a different future. Time is an allocation system. Repeated hours reveal which futures are being financed by attention and which goals survive only as language. > [!quote]- **From IRL Livestream Transcript** — Practice Not Caring Without Reducing Effort > **Source:** `ls-c1c9033a96a5` · **Timestamps:** 00:59:09–01:03:10 > > Bryant answers a question about patience with non-attachment. “Not caring” does not mean indifference; it means refusing to let anxiety about one exact outcome destroy clear thought and effective action. The person continues the work while releasing the demand that reality obey one timetable. Non-attachment keeps one desired outcome from monopolizing cognition. Effort remains intense, but the person preserves enough flexibility to recognize alternative routes and respond intelligently to new information. > [!quote]- **From IRL Livestream Transcript** — Examine How a Life Spends Time > **Source:** `ls-c1c9033a96a5` · **Timestamps:** 01:03:11–01:07:38 > > The broadcast moves from aspiration to allocation. A person's actual commitments are visible in recurring hours, not only in declared goals. Time auditing makes the operating system of a life legible: consumption, relationship, study, maintenance, recovery, creation, and service all leave a schedule. Non-attachment protects the quality of the feedback loop. Desperation turns every signal into a referendum on survival, making neutral delays look catastrophic and ordinary negotiation feel like rejection. A regulated nervous system can continue collecting information. It sees alternative routes, notices other people's hesitation, and changes tactics without converting adaptation into humiliation. The practice is compatible with intense desire. Define the outcome, prepare thoroughly, and act with force where action is useful. At the same time, preserve a life larger than the result. The combination reduces dependence on manipulation because the person can tolerate an honest answer and continue thinking after disappointment. The head game remains part of the real game. > [!check] The non-attachment test > Can you state the desired outcome, continue the disciplined work, identify alternate routes, preserve relationships and health, and remain capable of decision if the original timetable fails? ## 8. Turn philosophy into behavior A value becomes teachable when it can be recognized in conduct. Patience becomes a return schedule. Respect becomes not interrupting. Generosity becomes an introduction, a shared tool, or careful feedback. Leadership becomes preparing another person to lead. Behavioral translation protects philosophy from remaining a self-description that no one else can observe. > [!quote]- **From IRL Livestream Transcript** — Behavioral Society as Translation > **Source:** `ls-c1c9033a96a5` · **Timestamps:** 01:07:39–01:12:10 > > Bryant describes repackaging spiritual and philosophical principles into behaviors that can be understood across belief systems. The strongest version of the idea is plural and practical: people need not share one metaphysics to practice listening, reliability, courage, maintenance, generosity, or repair. Behavior gives philosophy a public surface. Once a value is translated into observable conduct, it can be practiced, taught, evaluated, and repaired across people who do not share identical beliefs. > [!quote]- **From IRL Livestream Transcript** — Write for the Second Grader and the Senator > **Source:** `ls-c1c9033a96a5` · **Timestamps:** 01:12:11–01:15:09 > > The proposed manual is intended to remain understandable across age and position. Accessibility is treated as a test of conceptual mastery. The writer must know the idea well enough to remove ornamental difficulty without removing the structure that makes the idea true. Accessible language is not simplified thought when the mechanism remains intact. Writing for a wide range of readers tests whether the author understands the idea deeply enough to remove unnecessary difficulty. > [!quote]- **From IRL Livestream Transcript** — Coach the Complete Public Practice > **Source:** `ls-c1c9033a96a5` · **Timestamps:** 01:15:10–01:19:20 > > The broadcast promises instruction in video, presentation, pages, books, and public identity. These were components of Thought Leader School's larger ambition: help people work online, develop genuine authority, teach from relative expertise, and build durable public work rather than merely consume inspiration. Public practice joins content to delivery, archives, audience relationship, and dependable production. Coaching the whole practice helps knowledge survive the gap between private expertise and useful public instruction. > [!quote]- **From IRL Livestream Transcript** — A Thousand Leaders Who Create Leaders > **Source:** `ls-c1c9033a96a5` · **Timestamps:** 01:19:21–01:22:09 > > Bryant names the goal of creating a thousand leaders and imagines them producing thousands more. The ambition is a replication architecture. A leader is not the terminal node of attention but a trained participant able to originate work, support others, and carry the method into another community. A thousand leaders require a replication architecture rather than a single large audience. Each participant needs practice, feedback, responsibility, evidence of competence, and a route to teach the next participant. > [!quote]- **From IRL Livestream Transcript** — Institutional Form Gives Community Continuity > **Source:** `ls-c1c9033a96a5` · **Timestamps:** 01:22:10–01:26:03 > > Toastmasters is used as an analogy for local meetings, roles, minutes, openings, closings, regional structure, and repeated practice. Community becomes more durable when affection is joined to form. Records, roles, rituals, and training allow the work to continue beyond spontaneous enthusiasm. Roles, minutes, recurring meetings, and regional structures create organizational memory. Form allows affection and enthusiasm to continue doing work after the emotional intensity of the founding moment changes. > [!quote]- **From IRL Livestream Transcript** — Gentle Encouragement Produces the Next Attempt > **Source:** `ls-c1c9033a96a5` · **Timestamps:** 01:26:04–01:30:02 > > The ending returns to members making videos and encouraging one another to make the next one. Formation occurs through repetition inside a room that notices effort. The emerging leader is not declared once; the leader is practiced into existence. Behavioral translation makes philosophy observable. “Value people” becomes a practice of listening, accurate credit, timely response, and dependable follow-through. “Be courageous” becomes one specific action taken despite a named fear. “Create leaders” becomes instruction, supported practice, delegated responsibility, and a real opportunity to decide. The translation gives a community something it can teach and improve. Institutional form allows those practices to survive mood. Meetings create cadence; roles distribute responsibility; minutes preserve memory; training supplies standards; local chapters adapt the method; and succession prevents the founder from becoming a bottleneck. Structure is not opposed to warmth. It is the container that lets warmth perform work across distance and time. The thousand-leader ambition is therefore a replication problem. Each participant needs a capability, a place to practice it, feedback that improves it, an artifact that demonstrates it, and a responsibility that tests it. When the participant can then form another participant, leadership has moved from message to system. ## 9. Leadership formation canvas | Formation question | Working answer | |---|---| | What capability should the participant gain? | | | What repeated practice develops it? | | | What artifact demonstrates it? | | | What feedback improves it? | | | What responsibility tests it? | | | What record preserves the growth? | | | How will the participant teach the capability onward? | | ### Thirty-day trust practice Choose one small promise whose completion matters to other people. Define the standard, deadline, evidence, and repair procedure before beginning. Complete it repeatedly for thirty days. Record missed repetitions without inventing excuses, repair quickly, and ask at the end what changed in your own self-trust and in the expectations of the people who depended on you. ## Glossary **Long-range strategy** — Repeated action organized around a horizon long enough for learning, trust, and infrastructure to compound. **Organic authority** — Credibility arising from demonstrated work, durable relationships, and observed competence rather than a single manufactured signal. **Non-attachment** — Full effort without making emotional survival dependent on one exact outcome or timetable. **Social currency** — Stored relational capacity created by trust, contribution, recognition, and reciprocal history. **Formation** — The repeated development of behavior, judgment, competence, and responsibility over time. **Capability replication** — A leadership process through which learners become able to perform, adapt, and teach the capability themselves. ## Source and development notes The source is a classifier transcript produced by `mlx-whisper`. Its validation status is `needs-review` because repeated-segment loops were detected. The timestamped callouts are developed paraphrases and recording-navigation aids, not verified quotations. Exact language, numerical claims, named affiliations, and speaker boundaries require recording review before final publication. The workbook preserves the source's historical work on community video, small books, free education, mentorship, long-range strategy, behavioral instruction, Thought Leader School, and the proposed Royal Society meeting structure. Plans are presented as plans rather than silently upgraded into completed outcomes. The developed discussion of cognition and enduring community architecture is later enrichment. ## The durable lesson Leadership is a temporal craft. Time reveals whether conduct agrees with language, turns repetition into competence, and gives communities enough history to trust one another with real work. Form protects that development from disappearing when enthusiasm changes. The mature leader therefore does more than attract attention: the leader creates practices, records, relationships, and responsibilities through which other people become capable of leading without permission. <!-- related-backlinks:start --> ## Related ### Photo Journey - [[photo journey/2016-01-02 - Bryant Livestreaming From West Elm in Austin|Bryant Livestreaming From West Elm in Austin]] *(Jan 2, 2016)* <!-- related-backlinks:end --> > [!info]- > ![[resources/livestreams/solo/livestream-time-trust-and-the-formation-of-leaders--ls-c1c9033a96a5.jpg]] > ![[resources/livestreams/duo/livestream-time-trust-and-the-formation-of-leaders--ls-c1c9033a96a5.jpg]] > ![[resources/livestreams/near-orig/livestream-time-trust-and-the-formation-of-leaders--ls-c1c9033a96a5.jpg]] > ![[resources/livestreams/orig/livestream-time-trust-and-the-formation-of-leaders--ls-c1c9033a96a5.jpg]] > > ![[shared/parts/About Livestreams|About Livestreams]]