You, and nine people who will not let you drift.
The three questions are not hard to understand. They are hard to actually sit down and answer, and harder to keep answering once the week gets busy.
A Crew is ten people doing it at the same time. You bring nine; everyone keeps their own light; nobody becomes a project for the others.
Why ten, and not three or fifty
Fill the seats and watch the answer change. The number is the product — everything else follows from it.
Someone always has news, and nobody can hide behind someone else's week.
Not dramatically. Two people get busy in the same fortnight, a meeting is skipped, and nobody is quite rude enough to restart it.
Once you cannot say what each person is working toward, you are an audience. Audiences do not hold anyone to anything.
That is the whole argument. Momentum is not willpower — it is the odds that this week, somebody moved.
Three weeks to set up, twenty minutes a week after that
Nobody has time for a new commitment. So the commitment is small, has a shape, and the first three weeks are run for you.
Everyone writes their sentence
Week one
One line each: what you are trying to be best at, and who for. Then the crew tests it the hard way — could any of the other nine say the same sentence? If two of you could, neither has finished.
Everyone names what it takes
Week two
Three to five qualities that add up to your sentence, each with a number you can actually check. The crew's job here is to refuse the ones that are wishes.
Three steps each, visible to all ten
Week three
Not goals — steps, with dates. Thirty steps on one board. This is the first moment the crew stops being an idea.
Twenty minutes, same format
Every week after
What moved, what is in the way, and what you are doing about it before next week. No speeches, no going around the circle for its own sake.
Somebody's rule becomes everybody's
Whenever it happens
The real compounding. One person works out how to stop losing their mornings, writes it in a line, and nine people have it. Ten crews of one would each have had to learn it alone.
Ten crews of one would each have to learn the same thing alone. That is the whole compounding argument, and it only starts once somebody writes their rule down.
One price, ten seats
The unit is the crew, not the person. Splitting it per seat would make it a subscription someone cancels alone in month four.
One crew, one price. Not per person — the unit is the crew.
Someone facilitates the sentence, the qualities and the steps. After that you run it.
Everyone's sentence, qualities and next three steps, in one place the whole crew can see.
Twenty minutes with a shape, so nobody has to invent the meeting each time.
Every rule anyone writes, kept and searchable. After a year this is the thing you would not sell back.