WEBVTT 1 00:00:00.000 --> 00:00:05.480 All right. So today we are going to be talking about courageous leadership. We're going to 2 00:00:05.480 --> 00:00:11.660 talk about how to actively invite feedback by using one thing feedback. We are going 3 00:00:11.660 --> 00:00:17.960 to build mental strength through asking powerful questions and we're going to continue to challenge 4 00:00:17.960 --> 00:00:24.720 our assumptions. So one power question to ask is what am I being as a leader that this 5 00:00:24.720 --> 00:00:30.980 is the result. Really powerful. And today's pro tip is that in times of high pressure, 6 00:00:30.980 --> 00:00:37.440 we can sometimes default back to old patterns or habits. But when we have two or three powerful 7 00:00:37.440 --> 00:00:42.460 questions ready, it keeps us moving forward. And Dionne will expand on this a bit more 8 00:00:42.460 --> 00:00:49.480 during the teaching today. So is everyone ready to dive in? All right. Got some thumbs 9 00:00:49.480 --> 00:00:54.180 up. And all right. Well, as we're going through the material, just a reminder, you can add 10 00:00:54.180 --> 00:00:59.500 questions to the chat. We would love to answer those. And all right, we can welcome Dionne 11 00:00:59.500 --> 00:01:04.640 in the chat now. And over to you Dionne. Thanks, Jen. And thanks so much for jumping 12 00:01:04.640 --> 00:01:12.300 on standing in for Jenny. And we appreciate that. So what we'd like to do is just do a 13 00:01:12.300 --> 00:01:17.860 quick introduction to what we're going to cover in the next 13 weeks. So that's quite 14 00:01:17.860 --> 00:01:24.220 a bit. We're going to do four leadership sections. Remember, we've broken each section 15 00:01:24.220 --> 00:01:29.860 into their key pillars. So there's leadership, culture, innovation, economics. So we're going 16 00:01:29.860 --> 00:01:36.100 to do four on leadership. We're going to do three on work culture. One of them is on how 17 00:01:36.100 --> 00:01:40.580 to power start a project, how to be a brilliant project manager. We're also going to talk 18 00:01:40.580 --> 00:01:45.140 about how to hire great people. And you say, well, surely that's just for the leader or 19 00:01:45.140 --> 00:01:49.980 the CEO. But actually, the way we hire people involves the whole team. So we're going to 20 00:01:49.980 --> 00:01:56.500 talk a little bit about that. And then under economics, we're going to talk about an amazing 21 00:01:56.500 --> 00:02:03.220 way to look at your business to find the key spot of where your sweet spot is economically. 22 00:02:03.220 --> 00:02:08.380 We're also going to talk about creating a ownership culture, how to scale the business. 23 00:02:08.380 --> 00:02:13.940 And under the leadership, I'm particularly excited about that. Today, we'll talk about 24 00:02:13.940 --> 00:02:20.340 courageous leadership. Next week, we'll get into the whole idea of how do you create relational 25 00:02:20.340 --> 00:02:24.740 space when you wear multiple hats with some people? Maybe some of you are working with 26 00:02:24.740 --> 00:02:31.620 a spouse or a child, or maybe you have a different close friend relationship. We're going to 27 00:02:31.620 --> 00:02:37.420 talk about how to have different hats. This is separate from the six hats teaching. And 28 00:02:37.420 --> 00:02:41.860 then we're going to talk about the three types of people and how your leadership strategy 29 00:02:41.900 --> 00:02:47.420 changes depending on the type of person. Most people have one leadership strategy for all 30 00:02:47.420 --> 00:02:52.940 people. And they try to teach everybody the way they want to be treated, which certainly 31 00:02:52.940 --> 00:02:59.580 is one of the modes. And we'll get into that in a lot of detail. But probably the most 32 00:02:59.580 --> 00:03:05.660 exciting or the biggest, I would say the power band where the season two lies is around 33 00:03:05.660 --> 00:03:11.660 the innovation section. We're going to talk about shaping up work that matters. And what 34 00:03:11.660 --> 00:03:17.660 that is, is we're going to use an incredibly powerful tool to take big projects and slice 35 00:03:17.660 --> 00:03:23.140 them up into the thinnest possible slice, and to be able to execute and to set up a 36 00:03:23.140 --> 00:03:29.180 weekly regular culture where you're checking in and presenting projects all the time. This 37 00:03:29.180 --> 00:03:34.780 was we know we learned that we had to have deep work, focused work, general work, we're 38 00:03:34.780 --> 00:03:41.300 going to show you now what to do with the deep work session. So if you have dropped out 39 00:03:41.300 --> 00:03:45.780 of the habit, maybe of doing deep work, let me remind you again, get back into doing at 40 00:03:45.780 --> 00:03:50.820 least one deep work session per week if you can. And that will get us ready for when we 41 00:03:50.820 --> 00:03:58.300 get to do that particular talk. So what we'd like you to be able to do by the end of season 42 00:03:58.300 --> 00:04:05.420 two, we would hope that your own personal productivity will have dramatically improved 43 00:04:05.420 --> 00:04:10.620 while your stress level gone way down. As you know, we like to see people functioning 44 00:04:10.780 --> 00:04:16.620 more from a restful, peaceful atmosphere. And we also want them to see that the powerful 45 00:04:16.620 --> 00:04:21.339 techniques we're sharing with you come from very capable leaders that we've gathered over 46 00:04:21.339 --> 00:04:26.380 while I've gathered and collected over 30 years. And in the process of doing that, 47 00:04:26.380 --> 00:04:31.900 I found that there are so many great leaders, but nailing down that one key thing, 48 00:04:32.540 --> 00:04:38.620 and then figuring out how does that work in a smaller business context. So as we go through 49 00:04:38.620 --> 00:04:46.380 this together, I hope that you'll enjoy some of the new concepts that we'll be sharing with you. 50 00:04:47.500 --> 00:04:52.140 So let's get right into it. We've talked in season one a lot about the concept of leadership. 51 00:04:52.860 --> 00:04:57.100 We discussed the idea that your title doesn't make you a leader. 52 00:04:57.100 --> 00:04:59.900 If you want to know if you're a leader, just see if anyone's following. 53 00:05:00.000 --> 00:05:04.680 So, you know, you can have a placeholder, you can have a position holder with a title, 54 00:05:04.680 --> 00:05:08.760 but that doesn't actually make you a leader, it just means you're holding that particular 55 00:05:08.760 --> 00:05:09.760 position. 56 00:05:09.760 --> 00:05:13.880 So, how do you intentionally manage your influence? 57 00:05:13.880 --> 00:05:18.440 I know many of you, I'm sure, have been in teams where, you know, there are people with 58 00:05:18.440 --> 00:05:22.080 the titles, but then they are the opinion leaders in the room. 59 00:05:22.080 --> 00:05:23.760 You know what I'm talking about. 60 00:05:23.760 --> 00:05:29.200 That person that shifts opinion regardless of title, they just have that kind of influence 61 00:05:29.200 --> 00:05:34.360 on the whole group, they just have a certain gravitas. 62 00:05:34.360 --> 00:05:39.480 And this is about how to manage that influence that you wield. 63 00:05:39.480 --> 00:05:42.160 And we're going to go through a little bit of that today. 64 00:05:42.160 --> 00:05:46.120 And then, you know, at the end of the day, we're trying to become a team of leaders, 65 00:05:46.120 --> 00:05:50.680 where we've got our hands on the fireman's net or the firefighters' net, we used that 66 00:05:50.680 --> 00:05:54.640 analogy before, and we want to get just the right tension. 67 00:05:54.640 --> 00:05:59.200 And to get that right tension in a leadership team is actually quite difficult. 68 00:05:59.200 --> 00:06:02.880 A lot of people think, well, there's tension in the team, something's wrong. 69 00:06:02.880 --> 00:06:08.080 No, tension in the team shows there's balance, shows there's something good happening. 70 00:06:08.080 --> 00:06:12.600 Of course, if somebody walks in, grabs the net and rips the net out of everybody's hand, 71 00:06:12.600 --> 00:06:13.840 then that's not exactly what we want. 72 00:06:13.840 --> 00:06:19.240 So sometimes people have powerful, you know, just powerful personalities, when they come 73 00:06:19.240 --> 00:06:24.560 in, grab the meeting, and sort of just take it over, sack up all there in the room. 74 00:06:25.480 --> 00:06:29.400 And then those who sit quietly by, just agree, it's like, you know, they've let go of the 75 00:06:29.400 --> 00:06:30.400 net. 76 00:06:30.400 --> 00:06:34.160 So what we want to do is we want to talk about how to get that tension right, and how to 77 00:06:34.160 --> 00:06:38.760 strengthen and make your leadership courageous. 78 00:06:38.760 --> 00:06:42.360 So what are we talking about courageous leadership? 79 00:06:42.360 --> 00:06:49.240 You know, one of the most difficult things is to train leaders to be simple. 80 00:06:49.240 --> 00:06:52.560 There's always the desire for complexity. 81 00:06:52.560 --> 00:06:57.440 Somehow in modern culture, we've gained the idea that if my stuff is complex, that shows 82 00:06:57.440 --> 00:07:03.760 I really am sophisticated, that I am like on the cutting edge, you know, and I spent 83 00:07:03.760 --> 00:07:07.000 a lot of time in technology and in financial services. 84 00:07:07.000 --> 00:07:15.240 And we use huge words for simple ideas, because we can charge big fees for that. 85 00:07:15.240 --> 00:07:19.080 You know, when people go, what's the big term? 86 00:07:19.080 --> 00:07:20.600 What does it mean? 87 00:07:20.640 --> 00:07:24.920 You know, complexity really is the enemy of clarity. 88 00:07:24.920 --> 00:07:28.240 And clarity is the enemy, you know, of simplicity. 89 00:07:28.240 --> 00:07:33.400 When we talked last in last season, simplicity drives speed. 90 00:07:33.400 --> 00:07:36.560 And to be simple takes a lot of self confidence. 91 00:07:36.560 --> 00:07:42.840 It takes a lot of courage to ask the dumb question, to ask that one clarifying question 92 00:07:42.840 --> 00:07:45.720 that just makes the whole thing simple. 93 00:07:45.720 --> 00:07:51.360 Or even if you're particularly courageous, ask that one question, like, why are we doing 94 00:07:51.360 --> 00:07:52.360 this again? 95 00:07:52.360 --> 00:07:53.840 Or what was the main point? 96 00:07:53.840 --> 00:07:55.880 Or what are we hoping to achieve? 97 00:07:55.880 --> 00:08:02.240 That simple, clarifying point takes courage, because especially if everybody's deep in 98 00:08:02.240 --> 00:08:08.040 all the complexity and the detail, and somebody asks that one simple question, why are we 99 00:08:08.040 --> 00:08:09.040 doing this? 100 00:08:09.040 --> 00:08:13.400 So we're going to talk a bit about that today, and then we'll break out into the breakout 101 00:08:13.400 --> 00:08:16.040 rooms, and you can hang out a bit together. 102 00:08:16.040 --> 00:08:22.640 So you know, getting chaos out of our heads, or as we said before, the mist in your mind 103 00:08:22.640 --> 00:08:25.080 becomes the fog in the organization. 104 00:08:25.080 --> 00:08:30.640 So the more we get clear, the more we can get that thing so simple. 105 00:08:30.640 --> 00:08:32.640 And that's the culture we want. 106 00:08:32.640 --> 00:08:36.320 We want what's the simplest version of this thing? 107 00:08:36.320 --> 00:08:39.760 What is, how do we make this simple? 108 00:08:39.760 --> 00:08:46.480 Jack Welch once said, he called it the three S's, self-confidence, simplicity, speed, and 109 00:08:46.480 --> 00:08:49.680 that's where we get the expression simplicity drives speed. 110 00:08:49.680 --> 00:08:53.820 Because you have to be really self-confident to be simple. 111 00:08:53.820 --> 00:09:01.040 And we've used the term in the past that if you're in complexity, you're still the student. 112 00:09:01.040 --> 00:09:05.680 And if you're in simplicity, you're becoming the master of your craft. 113 00:09:06.680 --> 00:09:12.280 If you listen to very sophisticated, incredibly intelligent people, the ones that make it 114 00:09:12.280 --> 00:09:16.920 super simple are the ones that truly are the master of their craft. 115 00:09:16.920 --> 00:09:23.000 So we want to encourage or create a culture in our teams around this idea of the courage 116 00:09:23.000 --> 00:09:24.720 to be simple. 117 00:09:24.720 --> 00:09:30.100 So I want to share with you three powerful techniques that I have found that really take 118 00:09:30.100 --> 00:09:33.440 your courage and your leadership to the next level. 119 00:09:33.440 --> 00:09:39.040 The first one is actively invite feedback. 120 00:09:39.040 --> 00:09:45.560 It was Elon Musk who said he actively invites feedback all the time because he found that 121 00:09:45.560 --> 00:09:48.280 he doesn't grow from positive encouragement. 122 00:09:48.280 --> 00:09:50.400 He grows from negative feedback. 123 00:09:50.400 --> 00:09:55.560 And so he actively solicits feedback from people he trusts. 124 00:09:55.560 --> 00:10:00.000 So actively inviting feedback, there's a powerful technique to do this and we call it. 125 00:10:00.000 --> 00:10:06.880 the one thing feedback. Now the one thing feedback works like this. These are three kinds of questions 126 00:10:06.880 --> 00:10:13.520 you can ask people and what you're asking for them is for one thing and this one thing has 127 00:10:13.520 --> 00:10:20.880 an interesting psychological item to it. If I ask you, if I sit and ask you what one thing do I 128 00:10:20.880 --> 00:10:26.960 uniquely bring, it forces you to kind of get out of all your personal little hang-ups maybe with 129 00:10:26.960 --> 00:10:32.560 some of the things I do if we're working together in a team and it helps you focus on the one thing 130 00:10:32.560 --> 00:10:39.600 and it makes it clear to you too brings value in your own mind as to what I'm doing. Now if you're 131 00:10:39.600 --> 00:10:44.880 the CEO of a company this is a great question to ask key members of your team especially those 132 00:10:44.880 --> 00:10:51.200 reporting to you. So I used to do this twice a year. I would get on the phone at one point when 133 00:10:51.200 --> 00:10:56.960 you're running a private equity firm. We had several firms in that you know were under our 134 00:10:56.960 --> 00:11:02.720 care and when we made investments I inserted myself as the CEO as part of that investment 135 00:11:02.720 --> 00:11:06.960 and then I would go to each president of each company once here and I'd ask them these three 136 00:11:06.960 --> 00:11:13.440 questions. What one thing do I uniquely do and need to keep developing? You know what's the 137 00:11:13.440 --> 00:11:19.760 most helpful thing that I do? Number two, what one thing do I need to stop doing? 138 00:11:21.680 --> 00:11:30.160 And number three, what one thing can I do better? And what I found is that they answer them with 139 00:11:30.160 --> 00:11:35.440 enthusiasm. The first one pretty enthusiastic, the next one a little more hesitancy but the last one 140 00:11:35.440 --> 00:11:40.400 is quite difficult to get people to answer honestly. It takes time so you really have to 141 00:11:40.400 --> 00:11:45.040 come up with creative ways to get those questions answered. So again what one thing do I uniquely 142 00:11:45.040 --> 00:11:51.040 bring? So if you're in a team you might ask this of the person you report to. You might 143 00:11:51.040 --> 00:11:57.200 ask this of people in your team at the same level as you but what you're looking for here is 144 00:11:57.200 --> 00:12:03.840 you're trying to understand what is it that I bring that everybody around me sees but maybe I 145 00:12:03.840 --> 00:12:09.520 don't see so clearly and it's this feedback that is really helpful. So we start with the one unique 146 00:12:09.520 --> 00:12:15.920 thing. What's the one thing that I bring to the team and you know because a lot of times of course 147 00:12:15.920 --> 00:12:21.440 we see ourselves in a very full way, we see our professional lives, our personal lives, we see 148 00:12:21.440 --> 00:12:26.720 ourselves in a much more complete way but our team may see us quite differently and sometimes the one 149 00:12:26.720 --> 00:12:33.520 thing you think you bring isn't the one thing that they're receiving and so a lot of times you are 150 00:12:33.520 --> 00:12:38.400 what you received as you think well I'm a real encourager, I'm a leader, I'm at this or 151 00:12:38.400 --> 00:12:43.680 I'm at that but really you are what you received as meaning what people take from your life, what 152 00:12:43.680 --> 00:12:50.240 people receive from you is your one thing. It's very powerful when you as the leader especially 153 00:12:50.240 --> 00:12:56.320 those who lead the teams who are on the call here when you're the one asking for this kind of 154 00:12:56.320 --> 00:13:03.520 feedback. Firstly, it's humble which is healthy but secondly, it helps people realize that this is how 155 00:13:03.520 --> 00:13:09.200 you grow and you model something for your whole team. What one thing do I need to stop doing 156 00:13:09.200 --> 00:13:16.080 is such a great question because sometimes we do things that we're particularly 157 00:13:16.080 --> 00:13:22.960 fond of doing but we're not very good at it so it's like it takes some courage and 158 00:13:22.960 --> 00:13:27.520 so when you're asking that question you have to give people permission say look there are no 159 00:13:27.520 --> 00:13:33.600 consequences to you answering this question. I'm not going to react, I'm just 160 00:13:33.600 --> 00:13:38.720 going to write out what you say, I'm not going to respond so feel free to say what one thing do you 161 00:13:38.720 --> 00:13:45.680 need to stop doing and then what one thing can I do better. Again, the one thing really helps people 162 00:13:45.680 --> 00:13:51.360 it kind of gives permission to just you know big rocks and not getting to all the little things 163 00:13:51.360 --> 00:13:56.160 that maybe annoy them about you or things that we should you know said differently or did 164 00:13:56.160 --> 00:14:02.720 differently gets them out of the small picky stuff and really helps focus and if you are answering 165 00:14:02.720 --> 00:14:08.720 that question when somebody asks you those questions here's a suggestion I would say can 166 00:14:08.720 --> 00:14:13.280 I think about it and get back to you in a day or two and then think those questions so that's the 167 00:14:13.280 --> 00:14:18.880 kindest thing you can do because sometimes off the cuff you know doesn't always work as well 168 00:14:19.680 --> 00:14:26.000 and when you're thinking about it more you know specifically when we talk later in the 169 00:14:26.480 --> 00:14:32.880 season we're going to get into how to give very powerful feedback as part of developing 170 00:14:32.880 --> 00:14:38.720 the team members and these questions are built in there. Okay, so number one was actively 171 00:14:38.720 --> 00:14:45.840 invite feedback using the one thing technique. Number two, build mental strength 172 00:14:45.840 --> 00:14:50.800 through powerful questions. You can tell we've had a lot of sessions 173 00:14:50.800 --> 00:14:58.000 this week. Build mental strength through powerful questions. So what do we mean by that? 174 00:15:00.000 --> 00:15:09.120 Oh, I, one of the, the key things I have found is that coming up with the best questions is what makes a powerful learner. 175 00:15:10.000 --> 00:15:21.080 It's, it's interesting that I know when we were running a school for academically able children, one of the things we really taught the kids is that questions are more important than the answers. 176 00:15:22.080 --> 00:15:25.560 The best questions are the ones to go after, it's not the best answers. 177 00:15:26.040 --> 00:15:34.520 And so if you create a culture where great questions are encouraged, and I'm not talking about people just being annoyed, like, why do we have to do this? 178 00:15:34.520 --> 00:15:36.080 And I'm not talking about those questions. 179 00:15:36.080 --> 00:15:41.720 I'm talking about the questions that really are leaning forward, that come from a place of mental strength. 180 00:15:42.320 --> 00:15:51.160 And so, you know, if you're asking these powerful questions, like, what would happen to the world if we cease to exist? 181 00:15:51.160 --> 00:16:00.000 Would they, one, notice? Two, in our world, I'm not talking about the whole world, I'm just talking about in your world, if you cease to exist, what would be the impact? 182 00:16:01.000 --> 00:16:08.440 The, the, the thing that's so clarifying about that question is you start to realize what impact are we actually having in our space? 183 00:16:09.440 --> 00:16:19.720 You know, we often get the idea that things automatically improve, especially technology, we think that technology just gets better and better and better over time. 184 00:16:19.720 --> 00:16:21.400 This is not actually true. 185 00:16:21.920 --> 00:16:37.800 In 1969, we put a man on the moon, and then progressively forgot how to do that, to the point that it took all the way back to, you know, even now, SpaceX and all the modern technology, and all the new, you know, 186 00:16:38.280 --> 00:16:41.880 space initiatives, we still haven't actively done that again. 187 00:16:42.560 --> 00:16:52.640 So what the technology we had in 1969, with all the limitations of that technology, didn't, it didn't go up from there, it went down. 188 00:16:52.680 --> 00:16:55.160 And there's a lot of examples of this. 189 00:16:55.560 --> 00:17:03.440 So my point about this is when we ask powerful questions, we keep the whole organization alive and thinking and moving forward. 190 00:17:04.319 --> 00:17:05.800 Here's a hint as a leader. 191 00:17:06.119 --> 00:17:12.000 If, if you're, if everybody's agreeing with everything you're saying, you're the only one doing the thinking. 192 00:17:14.560 --> 00:17:16.800 So that's a good thing to tell your team, right? 193 00:17:16.920 --> 00:17:18.960 Hey, I can't be that good. 194 00:17:19.079 --> 00:17:22.319 It's like, you know, we do these talks, we say, hey, does anyone have any questions? 195 00:17:22.319 --> 00:17:27.119 Nobody has questions, you're thinking, either I did a really poor job, or they weren't engaged. 196 00:17:27.359 --> 00:17:28.920 Somebody must have questions. 197 00:17:29.640 --> 00:17:33.240 And so coming up with the best questions. 198 00:17:33.640 --> 00:17:38.840 And you know, one of the questions to ask is, what question have we not yet asked about our business? 199 00:17:38.920 --> 00:17:41.800 What question have we not yet asked about our customer? 200 00:17:42.200 --> 00:17:46.240 What's the one thing that our customer really wants that we still don't really provide? 201 00:17:46.720 --> 00:17:53.520 How can we partner with other partners and bring a fuller experience to our customers? 202 00:17:53.760 --> 00:17:57.320 Sometimes we just look at what we can deliver to a customer. 203 00:17:57.440 --> 00:18:03.160 We're not looking at, hey, we partner, if we start with a customer in mind, and work backwards, 204 00:18:03.600 --> 00:18:07.360 we don't start with saying, we've got this, how do we sell that to customers, 205 00:18:07.360 --> 00:18:12.880 we start with a customer and work backwards, and then partner with other companies if we need to, 206 00:18:13.080 --> 00:18:19.480 to create a fuller, you know, a fuller service, or fuller product suite. 207 00:18:21.440 --> 00:18:27.000 And then I want to talk about this, you know, watching out for quick fixes that get a life you did not 208 00:18:27.000 --> 00:18:34.480 intend. Maybe the simplest way to explain this is, I know one thing we all hate doing is moving, 209 00:18:34.600 --> 00:18:38.320 you know, when you move from one house to another, or from one office to another, 210 00:18:38.440 --> 00:18:42.360 oh, man, that must be the worst, right? Moving. 211 00:18:42.960 --> 00:18:49.440 Now, here's an interesting thing, when we move, I have a rule that all the boxes are unpacked, 212 00:18:49.440 --> 00:18:55.040 and we're up and everything's done, and the picture's on the wall within 48 hours. 213 00:18:56.000 --> 00:19:01.800 And the reason I do that, and it's brutal, I mean, it's like two days of darkness, it's bad, 214 00:19:02.160 --> 00:19:09.320 we just get in and do the thing. And the reason we do that is because quick fixes get a life, 215 00:19:09.320 --> 00:19:14.480 you know, that box that you left, just at your back door as you walk into the garage, 216 00:19:14.600 --> 00:19:19.440 it's a year later, and it's still there, it got a life somehow, it's now part of the scenery, 217 00:19:19.800 --> 00:19:25.520 it gained its own life. There are quick fixes we do in business that get a life. 218 00:19:26.120 --> 00:19:32.440 And so watch out for the things that get a life. And this takes mental strength, takes courageous 219 00:19:32.440 --> 00:19:40.920 leadership, to fix these quick fixes to get rid of the quick fixes. So the third key idea I want to 220 00:19:40.920 --> 00:19:48.640 share with you is continually challenge your assumptions. Now, Team Brilliant knows that how 221 00:19:48.640 --> 00:19:54.720 many times we've hit the pause button and challenged our assumptions again, and then found 222 00:19:54.720 --> 00:20:00.080 out that there was an entire range of things we do, because of assumptions. 223 00:20:00.000 --> 00:20:06.560 we had two years ago. You know what I'm saying, right? Where you just never took the time, 224 00:20:06.560 --> 00:20:10.800 you didn't hit the pause button to just think about why do we do this still? 225 00:20:12.640 --> 00:20:17.360 Bridget tells a wonderful story, my wife Bridget tells a wonderful story of 226 00:20:17.360 --> 00:20:22.160 a young lady whose mother is teaching her to do Thanksgiving turkey. And so she says, well, 227 00:20:22.160 --> 00:20:26.320 you take the turkey and then this one part of the turkey, you just cut it right off, 228 00:20:26.320 --> 00:20:32.640 just this whole section, you just cut it off. And so she said, mom, why do we do that? She said, 229 00:20:32.640 --> 00:20:38.400 I don't know. That's the way my mother taught me. She says, well, you know, grandma's in the room 230 00:20:38.400 --> 00:20:42.080 next door. Why don't you go and ask her? So grandma, why do you cut off the front of the 231 00:20:42.080 --> 00:20:48.960 turkey? Oh, that's really easy. I used to have a small pan. So how many times we're doing our 232 00:20:48.960 --> 00:20:54.080 thing? Cause we always did that way. And that's because we had a small pan. You know, I'm, 233 00:20:54.080 --> 00:21:02.080 I'll give an example at Brilliant. We used to have monthly subscriptions and annual subscriptions 234 00:21:02.960 --> 00:21:09.840 and annual subscriptions sold really well. And, you know, we, we found a sweet price for it. 235 00:21:09.840 --> 00:21:15.600 We found the sweet spot, did a lot of experimentation. And as we're going through all this, 236 00:21:15.600 --> 00:21:22.800 we started to notice something really odd about these annual subscriptions. And the first thing 237 00:21:22.800 --> 00:21:29.200 we noticed was that, you know, we came up with assumption and said, why, why are we doing these 238 00:21:29.200 --> 00:21:34.720 annual subscriptions? Well, they sell well. The more we dug into it, the more we found out that 239 00:21:34.720 --> 00:21:44.080 annual subscriptions had a retention rate of about 8%. That means 92% of people were canceling 240 00:21:44.080 --> 00:21:48.880 after the year was over. How many of you know, that's a pretty lousy business model. 241 00:21:49.360 --> 00:21:54.480 If you're losing, you work your tail off, get a customer and a year later, you lose them or most 242 00:21:54.480 --> 00:22:01.360 of them. So when we dug into why it turns out that, you know, if you're charging $20 a month, 243 00:22:01.360 --> 00:22:08.160 that's $240 for the year, we thought, well, what if we give them a discount and, you know, for 197, 244 00:22:08.160 --> 00:22:13.440 they can get, they can get the whole year's payments. So it was driven by an assumption 245 00:22:13.440 --> 00:22:20.000 that a discount will help sell it, which it did. It had a horrible downside. And that is people 246 00:22:20.000 --> 00:22:26.080 paid it, forgot about it. When you paying every month, you remembering that you're paying that, 247 00:22:26.080 --> 00:22:31.120 and I've got to use that subscription. I've got to use that service, right? And because of this 248 00:22:31.120 --> 00:22:37.440 assumption that we wanted to give a discount, we provided a product that was terrible. It was 249 00:22:37.440 --> 00:22:42.720 terrible to us. And it was terrible to our customer because it created this sort of adversarial 250 00:22:42.800 --> 00:22:47.360 relationship at the end of the year, where we were like, because it would automatically renew, 251 00:22:47.360 --> 00:22:52.000 even though we told them five ways from Sunday that, hey, this thing will renew automatically, 252 00:22:52.000 --> 00:22:56.320 we send them reminding emails, hey, this is a, you know, week's time, this is going to renew, 253 00:22:56.320 --> 00:23:01.920 no matter how many times we told them, they all were shocked when it renewed. So it was like, 254 00:23:01.920 --> 00:23:06.400 oh, no, Christmas happened on the 25th of December this year. So it was that kind of, 255 00:23:07.120 --> 00:23:13.120 we told you, and we realized that it wasn't a matter of, all this complexity came because 256 00:23:13.120 --> 00:23:17.920 somebody wanted to give a discount, we made an assumption that the discount was the important 257 00:23:17.920 --> 00:23:23.920 thing. So we did away with that. And we realized the best sort of relationship is either monthly 258 00:23:23.920 --> 00:23:28.560 or lifetime. That's it. And if you know, brilliant, there's monthly and there's lifetime 259 00:23:28.560 --> 00:23:35.920 subscription and paying because if people want, we don't want to pay monthly payments, 260 00:23:36.640 --> 00:23:42.480 subscriptions, we can just give it to them. Here's a fee, lifetime, you're in, you with us, 261 00:23:42.480 --> 00:23:50.000 we with you, it's gonna have fun. And it came down the number of times we've done things because, 262 00:23:51.280 --> 00:23:58.240 you know, 18 months ago, we had a small pan. So maybe it's time to rethink what you're doing. 263 00:23:58.320 --> 00:24:03.840 And it takes a lot of energy, because when you got momentum as a business, 264 00:24:03.840 --> 00:24:07.600 you don't want to go back and keep challenging your assumptions, like feels like we're going 265 00:24:07.600 --> 00:24:14.640 backwards, it feels contrary to the idea that we're progressing. But you really are progressing, 266 00:24:14.640 --> 00:24:22.560 especially in terms of scale, why can't we scale this product, I found that products that don't 267 00:24:22.560 --> 00:24:28.080 scale well, and by scale, I mean, sell a lot of them, or sell a lot of them to the right people, 268 00:24:29.040 --> 00:24:34.560 or they, you know, come down to really one of two things, you've made an assumption about the price, 269 00:24:35.520 --> 00:24:40.320 versus the value, or you've made an assumption about how the customer wants to receive it. 270 00:24:40.880 --> 00:24:47.840 So when you always questioning your constraints, you know, I love that the concept that all, 271 00:24:49.120 --> 00:24:53.680 all our constraints are wrong, to some degree or another, all us all our 272 00:24:53.680 --> 00:24:59.840 every design or every plan is wrong, to some degree, the only question is, 273 00:25:00.000 --> 00:25:02.300 How wrong? 274 00:25:02.300 --> 00:25:05.760 And so the job of a good leader is to make it less wrong. 275 00:25:05.760 --> 00:25:08.920 When we start off with now we have the perfect plan, 276 00:25:08.920 --> 00:25:10.760 how many of you have had the perfect plan 277 00:25:10.760 --> 00:25:12.640 and it went nowhere? 278 00:25:12.640 --> 00:25:16.080 So now this, we are going to knock it out of the park. 279 00:25:16.080 --> 00:25:19.880 This thing is going to take our business to the next level. 280 00:25:19.880 --> 00:25:22.280 A lot of red hat excitement about it. 281 00:25:22.280 --> 00:25:25.720 And then the white hat data came in and it did not. 282 00:25:25.720 --> 00:25:29.560 And then something quite small just took off 283 00:25:29.560 --> 00:25:32.040 because it was unexpected. 284 00:25:32.040 --> 00:25:37.200 So I want to use it as example, x.com, which you may not know, 285 00:25:37.200 --> 00:25:40.000 was the precursor to PayPal. 286 00:25:40.000 --> 00:25:46.840 So in x.com, when Elon Musk and his partners at the time 287 00:25:46.840 --> 00:25:49.680 were building x.com, they were building the one banking 288 00:25:49.680 --> 00:25:51.680 app to do everything. 289 00:25:51.680 --> 00:25:55.040 And one little side feature was the idea 290 00:25:55.040 --> 00:25:58.800 that you could send money that didn't need a banking system. 291 00:25:58.800 --> 00:26:01.280 And that little side feature, that little thing, 292 00:26:01.280 --> 00:26:04.400 nobody was interested in all their many modules 293 00:26:04.400 --> 00:26:06.920 of sophistication and banking and all that. 294 00:26:06.920 --> 00:26:08.280 Nobody was interested in that. 295 00:26:08.280 --> 00:26:10.000 But it was interesting, this little thing 296 00:26:10.000 --> 00:26:11.680 where you could send people money. 297 00:26:11.680 --> 00:26:13.760 And that little thing of sending people money 298 00:26:13.760 --> 00:26:17.280 became a billion dollar business. 299 00:26:17.280 --> 00:26:19.960 So another example of that, many of you 300 00:26:19.960 --> 00:26:22.240 use a piece of technology called Slack. 301 00:26:22.240 --> 00:26:24.880 Does anybody know the history of Slack? 302 00:26:24.880 --> 00:26:27.840 So the history of Slack was another accident. 303 00:26:27.880 --> 00:26:29.880 It was a gaming company. 304 00:26:29.880 --> 00:26:33.040 And they wanted to communicate with each other 305 00:26:33.040 --> 00:26:35.160 informally during software development. 306 00:26:35.160 --> 00:26:37.720 And somebody said, we need something to take up the Slack. 307 00:26:37.720 --> 00:26:39.320 So I said, OK, I'll throw something together. 308 00:26:39.320 --> 00:26:40.720 We'll have these little channels. 309 00:26:40.720 --> 00:26:43.320 And the little thrown together little thing 310 00:26:43.320 --> 00:26:47.400 became the main thing and became a multibillion dollar product. 311 00:26:47.400 --> 00:26:51.400 And no one remembers the gaming company at all. 312 00:26:51.400 --> 00:26:54.960 So sometimes we make these assumptions. 313 00:26:54.960 --> 00:26:57.760 And when we're constantly doing these, 314 00:26:57.760 --> 00:27:00.400 it takes so much courageous leadership 315 00:27:00.400 --> 00:27:03.320 to kill your own products or to take, OK, we're 316 00:27:03.320 --> 00:27:06.120 not doing all these modules. 317 00:27:06.120 --> 00:27:09.160 I was about 31 or 32 years old. 318 00:27:09.160 --> 00:27:11.520 And we developed a piece of software 319 00:27:11.520 --> 00:27:12.920 for the insurance industry. 320 00:27:12.920 --> 00:27:15.920 And this software allowed insurance agents 321 00:27:15.920 --> 00:27:17.680 to run their whole life. 322 00:27:17.680 --> 00:27:19.560 It was a laptop-based software. 323 00:27:19.560 --> 00:27:21.280 It did everything from calendaring, 324 00:27:21.280 --> 00:27:23.800 manage their contacts, they could see all their products. 325 00:27:23.800 --> 00:27:27.160 It even had multimedia presentations 326 00:27:27.160 --> 00:27:29.000 to explain different insurance products. 327 00:27:29.000 --> 00:27:30.680 It was very powerful. 328 00:27:30.680 --> 00:27:33.360 And the one little thing on the back end 329 00:27:33.360 --> 00:27:37.560 is it would fill out the insurance application forms 330 00:27:37.560 --> 00:27:38.880 correctly. 331 00:27:38.880 --> 00:27:42.040 It made sure that they were correct and complete 332 00:27:42.040 --> 00:27:43.520 and compliant. 333 00:27:43.520 --> 00:27:48.440 And this was one out of 40 modules. 334 00:27:48.440 --> 00:27:52.320 And when we went to all the insurance companies, 335 00:27:52.320 --> 00:27:54.320 guess which one thing they cared about? 336 00:27:54.320 --> 00:27:56.080 It was like our PayPal moment. 337 00:27:56.080 --> 00:27:58.720 All they cared about was that silly forms thing 338 00:27:58.720 --> 00:28:00.640 that it could fill out the forms for them. 339 00:28:00.640 --> 00:28:01.640 And they could click it. 340 00:28:01.640 --> 00:28:04.400 And back then, it was dial-up modems, getting my age away. 341 00:28:04.400 --> 00:28:07.200 But dial-up modems, and it would send the application, 342 00:28:07.200 --> 00:28:12.800 all the data in, back to the computers at the home office. 343 00:28:12.800 --> 00:28:15.240 And that became the main business. 344 00:28:15.240 --> 00:28:18.240 And we had raised over $30 million 345 00:28:19.240 --> 00:28:22.560 with two big companies, two multibillion-dollar companies, 346 00:28:22.560 --> 00:28:23.520 came together. 347 00:28:23.520 --> 00:28:24.880 And together, we partnered. 348 00:28:24.880 --> 00:28:27.680 And we took that one little tiny section. 349 00:28:27.680 --> 00:28:30.680 Perhaps there's one thing in your business 350 00:28:30.680 --> 00:28:35.680 that you're sitting on a Slack or a PayPal or an e-forms. 351 00:28:35.680 --> 00:28:39.280 Maybe there's one idea that you're sitting on right now. 352 00:28:39.280 --> 00:28:43.560 And here's the thing, the person who suggests it 353 00:28:43.560 --> 00:28:45.240 may not be the person. 354 00:28:45.680 --> 00:28:48.320 Again, ideas have no rank. 355 00:28:48.320 --> 00:28:49.880 We know this. 356 00:28:49.880 --> 00:28:52.160 So who is suggesting? 357 00:28:52.160 --> 00:28:56.000 Listen carefully, because sometimes the one simple idea 358 00:28:56.000 --> 00:28:58.160 of, what if we just did this one thing? 359 00:28:58.160 --> 00:29:01.280 Or what if we spun that off as a separate product? 360 00:29:01.280 --> 00:29:04.360 It's often the simplest thing that produces 361 00:29:04.360 --> 00:29:08.240 the most profound impact. 362 00:29:08.240 --> 00:29:09.800 But here's the bottom line. 363 00:29:09.800 --> 00:29:11.560 We've got to make our businesses solid, 364 00:29:11.560 --> 00:29:14.800 because good leaders cannot fix bad businesses, 365 00:29:14.880 --> 00:29:16.920 no matter how good they are. 366 00:29:16.920 --> 00:29:19.160 And the way you make your business better 367 00:29:19.160 --> 00:29:22.320 is the marketplace is changing all the time. 368 00:29:22.320 --> 00:29:26.960 And so driving simplicity, actively looking for feedback, 369 00:29:26.960 --> 00:29:28.840 building mental strength through powerful, 370 00:29:28.840 --> 00:29:31.440 constantly looking for the powerful question, 371 00:29:31.440 --> 00:29:34.920 and then continually challenge your assumptions. 372 00:29:36.400 --> 00:29:38.000 Anyway, I'll end it there. 373 00:29:38.000 --> 00:29:39.600 And I know we can get chatting. 374 00:29:39.600 --> 00:29:42.160 And that's what's in the, as you go through the form today 375 00:29:42.160 --> 00:29:44.960 that we've created, the little worksheet. 376 00:29:44.960 --> 00:29:47.800 That's what we were trying to get you to think. 377 00:29:47.800 --> 00:29:51.920 Exercise one uses the one thing feedback mechanism. 378 00:29:51.920 --> 00:29:54.880 You can go through that and ask that of each other. 379 00:29:54.880 --> 00:29:57.320 And exercise two is trying to look 380 00:29:57.320 --> 00:29:59.640 for all the quick fix things that gained a life. 381 00:30:00.000 --> 00:30:07.100 Or, you know, what do you want to upgrade about your leadership, or what question has 382 00:30:07.100 --> 00:30:11.580 been in the back of your mind about our business, you know, I wonder why we don't do that. 383 00:30:11.580 --> 00:30:14.980 I'm trying to help you find your PayPal moment. 384 00:30:14.980 --> 00:30:19.260 So okay, back to you, Jalen, tell us what we're doing next. 385 00:30:19.260 --> 00:30:26.300 All right, so we are going to be heading back or heading into our breakout rooms now. 386 00:30:26.300 --> 00:30:29.560 So this is where you can discuss the worksheet with your team. 387 00:30:29.560 --> 00:30:35.280 So the breakout rooms are open, you can go ahead and join your team, you can self-assign. 388 00:30:35.280 --> 00:30:38.720 If you need any help, just let me know in the chat, and I can help you get in that room 389 00:30:38.720 --> 00:30:39.720 as well. 390 00:30:39.720 --> 00:30:43.960 So we'll see you back here at 155 for Q&A time. 391 00:30:43.960 --> 00:30:48.160 And leaders, if you need access to that worksheet link, let me know in the comments and I can 392 00:30:48.160 --> 00:30:49.840 send that over again. 393 00:30:49.840 --> 00:30:57.600 All right, we'll go ahead and get separated. 394 00:31:27.640 --> 00:31:32.640 Okay, does anyone need any help getting into a breakout room? 395 00:31:32.640 --> 00:31:34.360 You can let me know. 396 00:31:34.360 --> 00:31:40.480 Actually, Jalen, I can stay with those who are remaining. 397 00:31:40.480 --> 00:31:41.480 Okay. 398 00:31:41.480 --> 00:31:42.480 Yeah. 399 00:31:42.480 --> 00:31:43.480 Let's see. 400 00:31:43.480 --> 00:31:45.480 Stu and Tamara, how are you doing? 401 00:31:45.480 --> 00:31:46.480 Hey, Amber. 402 00:31:46.480 --> 00:31:47.480 Good. 403 00:31:47.480 --> 00:31:48.480 Hi, Jalen. 404 00:31:48.480 --> 00:31:52.480 I did put in a text to you, a message to you that I needed the link. 405 00:31:52.480 --> 00:31:55.480 I don't know why I can't find it. 406 00:31:55.480 --> 00:31:56.480 Yes. 407 00:31:57.360 --> 00:31:58.360 I sent that link to you. 408 00:31:58.360 --> 00:31:59.360 Can you see that in the chat? 409 00:31:59.360 --> 00:32:00.360 I can send it again. 410 00:32:00.360 --> 00:32:01.360 Yeah. 411 00:32:01.360 --> 00:32:02.360 Thank you so much. 412 00:32:02.360 --> 00:32:03.360 Okay. 413 00:32:03.360 --> 00:32:04.360 Yeah. 414 00:32:04.360 --> 00:32:05.360 No problem. 415 00:32:05.360 --> 00:32:06.360 Okay. 416 00:32:06.360 --> 00:32:10.320 This is a super silly question, but I want to go buy the books, and no matter where I 417 00:32:10.320 --> 00:32:15.880 go, I cannot find where I'm supposed to go buy the books. 418 00:32:15.880 --> 00:32:17.920 Which books are you referring to, Tamara? 419 00:32:17.920 --> 00:32:24.840 The ones in the email that you sent, or it's on the website that I'm looking at. 420 00:32:25.200 --> 00:32:28.960 So you have two books you say to purchase or to grab, and then let's see, they're the 421 00:32:28.960 --> 00:32:37.160 books on my congratulations next step thing, where I got the link to get into the Zoom. 422 00:32:37.160 --> 00:32:41.280 Why are being connected to the life of God within you and the newness advantage? 423 00:32:41.280 --> 00:32:42.280 Yes. 424 00:32:42.280 --> 00:32:44.800 It says go buy those? 425 00:32:44.800 --> 00:32:45.800 Yes. 426 00:32:45.800 --> 00:32:48.440 So they should be on the Shopify store. 427 00:32:48.440 --> 00:32:50.240 We can drop those links for you quickly. 428 00:32:50.240 --> 00:32:53.240 That'd be perfect. 429 00:32:53.240 --> 00:32:54.240 Okay. 430 00:32:55.240 --> 00:32:56.240 All right. 431 00:32:56.240 --> 00:32:57.240 Yeah. 432 00:32:57.240 --> 00:33:03.240 Jalen, if you can still hear me, we can just drop that for them. 433 00:33:03.240 --> 00:33:07.240 Thank you for answering the questions. 434 00:33:07.240 --> 00:33:08.240 Appreciate that. 435 00:33:08.240 --> 00:33:09.240 Sorry, Dion. 436 00:33:09.240 --> 00:33:12.240 Which book are you looking for? 437 00:33:12.240 --> 00:33:13.240 It's okay. 438 00:33:13.240 --> 00:33:14.240 I got it. 439 00:33:14.240 --> 00:33:15.240 Perfect. 440 00:33:15.240 --> 00:33:16.240 Okay. 441 00:33:16.240 --> 00:33:21.240 It looks like I'll stay in this room with you, Dion, with having the breakout rooms 442 00:33:21.240 --> 00:33:22.240 open. 443 00:33:22.240 --> 00:33:23.240 Yeah. 444 00:33:24.240 --> 00:33:25.240 No worries. 445 00:33:25.240 --> 00:33:27.240 We can definitely do that. 446 00:33:27.240 --> 00:33:32.240 And yeah, the newness advantage. 447 00:33:32.240 --> 00:33:35.240 Actually, that's book two of a two part series. 448 00:33:35.240 --> 00:33:39.240 If you want it, you can either buy the whole series or you can. 449 00:33:39.240 --> 00:33:43.240 It's the letters from God series from Graham. 450 00:33:43.240 --> 00:33:49.240 Or you can just buy that book. 451 00:33:49.240 --> 00:33:50.240 Give me a second. 452 00:33:51.240 --> 00:34:03.240 I'll drop them for you. 453 00:34:03.240 --> 00:34:08.239 Are you dropping the link to the store? 454 00:34:08.239 --> 00:34:09.239 Yeah. 455 00:34:09.239 --> 00:34:10.239 Perfect. 456 00:34:10.239 --> 00:34:11.239 Got it. 457 00:34:12.239 --> 00:34:13.239 Okay. 458 00:34:13.239 --> 00:34:32.239 And newness. 459 00:34:32.239 --> 00:34:34.239 The newness advantage. 460 00:34:34.239 --> 00:34:37.239 Maybe my favorite book of all of Graham's books. 461 00:34:37.239 --> 00:34:38.239 It's very short. 462 00:34:38.239 --> 00:34:40.239 The newness advantage. 463 00:34:40.239 --> 00:34:47.239 It's a pretty little book and it took me two years to read it. 464 00:34:47.239 --> 00:34:51.239 I was like that with. 465 00:34:51.239 --> 00:34:55.239 You were like that with which one? 466 00:34:55.239 --> 00:34:56.239 Crafted prayers. 467 00:34:56.239 --> 00:34:57.240 Oh, yeah. 468 00:34:57.240 --> 00:34:59.240 It's like crafted prayer. 469 00:34:59.240 --> 00:35:00.240 Yeah. 470 00:35:00.640 --> 00:35:03.120 It's pretty good. 471 00:35:05.200 --> 00:35:05.700 Yeah. 472 00:35:07.280 --> 00:35:12.000 It's one of those, you read half a paragraph and then you talk to the Lord about that for a week 473 00:35:13.760 --> 00:35:24.480 or a month. So no, it's definitely a good book. 474 00:35:30.000 --> 00:35:36.400 Yeah, it seems like a lot of people didn't get our link for the beginning of season two, 475 00:35:36.400 --> 00:35:41.760 so we'll have to circle back. Jalen, we'll have to look into what happened. 476 00:35:44.320 --> 00:35:49.920 Yeah, we didn't get the link. I found it in, I just so happened to have a link open on my 477 00:35:49.920 --> 00:35:55.440 computer from weeks ago that I never closed. And that's the only reason I got in at all. 478 00:35:55.440 --> 00:35:58.240 So thank you for, we didn't get an email, but yeah. 479 00:35:58.720 --> 00:36:04.000 Yeah, I can tell a lot of most people are missing. That's something's gone wrong with the link. 480 00:36:18.400 --> 00:36:27.280 So Dionne, I have a question because last season we were in the solo group and I know you're not 481 00:36:27.280 --> 00:36:32.160 doing the solo group anymore. So when the teams go out to break out, we're just working on our 482 00:36:32.160 --> 00:36:37.680 own. Is that what we're doing? If we don't have a team that we're part of, I know with Addy last 483 00:36:37.680 --> 00:36:42.960 time, we had a great, we had some great conversations. Yeah, we can create a general 484 00:36:42.960 --> 00:36:48.480 group. Let's do that Jalen. We'll create a general group for next time. Anybody can just 485 00:36:48.480 --> 00:36:54.480 join the general group. So we'll just create a general one for those of you that would still 486 00:36:54.480 --> 00:37:02.400 like to hang out and talk. Thanks. Yeah, for sure. Yeah, that'd be great. That was the one 487 00:37:02.400 --> 00:37:07.840 question I had too. Although it's lovely seeing everybody who is this solopreneurs are in this 488 00:37:07.840 --> 00:37:17.280 room. So it works just fine. Yeah, on that program, but they have small teams. It's just that they, 489 00:37:18.080 --> 00:37:23.920 they've just bought it for themselves. That's why. So that's fine too. Yeah. Well, 490 00:37:23.920 --> 00:37:28.160 the good news is no new people join this, this part of the program because it builds 491 00:37:28.160 --> 00:37:32.960 systematically. So this will stay like this until the end of November, end of season three. 492 00:37:43.840 --> 00:37:50.160 So when the letters from God series, it appears that it's only an ebook. Is that correct? 493 00:37:50.720 --> 00:37:55.600 No, that, that should be, that should, you can get an ebook, but they should be in the ability 494 00:37:55.600 --> 00:38:02.160 to buy the, let's see. Okay. I see. You have to do a drop down menu to find the book, 495 00:38:02.160 --> 00:38:07.520 but cause it defaults to an ebook. Oh, it does. Yeah. Yeah. 496 00:38:09.840 --> 00:38:18.960 Yeah. Because of, because of the international aspect of the team. So, and it sold out. 497 00:38:20.800 --> 00:38:28.320 Oh, okay. All right. We'll something else. Jalen will notice note for Jenny. 498 00:38:31.280 --> 00:38:35.360 Yeah. We have a, we have a third party fulfillment house that takes care of all that. 499 00:38:38.240 --> 00:38:41.440 You can probably grab the ebook in the meantime. Let's see. 500 00:38:42.480 --> 00:38:46.960 The individual book is available. So I'll just grab the one book that you guys suggested and 501 00:38:46.960 --> 00:38:53.360 we'll get the other one at a different time. Oh yeah. Yeah. They're, they're in first, 502 00:38:53.360 --> 00:38:58.160 they're written like for in first person. So you should love that. 503 00:38:58.160 --> 00:39:03.520 That's what I called letters from God. Yes. Yeah. They, they're very beautiful. 504 00:39:06.320 --> 00:39:09.600 There's a big jump between nature of freedom and munis advantage. 505 00:39:11.760 --> 00:39:14.720 Unis advantage. If you've been around Graham for a while, 506 00:39:14.720 --> 00:39:19.440 unis advantage is probably what you want. All right. That's when I grabbed, 507 00:39:19.440 --> 00:39:23.360 cause that's when they had. Yeah. Thank you. 508 00:39:30.400 --> 00:39:34.720 Well, you, you, we have a few minutes. So since we're a group now of our own, 509 00:39:35.520 --> 00:39:41.840 you're welcome to take the time or the opportunity to talk and ask questions or make comments, 510 00:39:41.840 --> 00:39:46.880 whatever, you know, we can just chat where you can hang out with each other. I can mute. 511 00:39:47.920 --> 00:39:55.920 Can I just comment on the teaching today? Yeah. Yeah. Cause I missed yesterday. I didn't find the, 512 00:39:56.960 --> 00:39:59.840 this to get in yesterday, but I'll go back and watch it. 513 00:40:00.000 --> 00:40:05.000 But I love the questions, 514 00:40:06.280 --> 00:40:09.680 the brilliance of asking correct questions. 515 00:40:09.680 --> 00:40:12.920 So it's funny, I just had a conversation about that 516 00:40:12.920 --> 00:40:16.040 this morning with a mentor of mine, 517 00:40:16.040 --> 00:40:17.780 telling me I'm asking the wrong questions. 518 00:40:17.780 --> 00:40:21.000 And then God, you know, Graham says it all the time. 519 00:40:21.000 --> 00:40:22.800 If you're not getting an answer, 520 00:40:22.800 --> 00:40:24.440 God's like, I don't like that question, 521 00:40:24.440 --> 00:40:25.800 go ask me another one. 522 00:40:25.800 --> 00:40:28.600 So this is coming at a new time 523 00:40:28.600 --> 00:40:33.440 because we're literally restructuring our entire company. 524 00:40:33.440 --> 00:40:37.160 We blended our for-profit with our nonprofit 525 00:40:37.160 --> 00:40:39.320 because we serve the same clientele. 526 00:40:39.320 --> 00:40:43.360 And now we're going through a separation phase 527 00:40:43.360 --> 00:40:45.760 of taking the nonprofit to its own place 528 00:40:45.760 --> 00:40:49.000 and the for-profit to its own space. 529 00:40:49.000 --> 00:40:52.760 So I'm being challenged even as I'm listening to you going, 530 00:40:52.760 --> 00:40:55.600 are we asking the right questions? 531 00:40:55.600 --> 00:40:59.240 Because it's hard to, it's almost like, 532 00:40:59.240 --> 00:41:03.600 and this is not what I mean, but I'm not cursing myself, 533 00:41:03.600 --> 00:41:05.760 but it's almost like a divorce. 534 00:41:05.760 --> 00:41:07.560 You know, we're separating us, 535 00:41:07.560 --> 00:41:09.920 but divorcing is just tearing apart, you know, 536 00:41:09.920 --> 00:41:11.920 something that was once one. 537 00:41:11.920 --> 00:41:15.200 So it's a challenge, it's a challenge. 538 00:41:15.200 --> 00:41:19.160 But I love what you're talking about. 539 00:41:19.160 --> 00:41:22.560 Even for us, as we're looking at our staff, 540 00:41:22.560 --> 00:41:25.540 we're going, which company do you belong in? 541 00:41:26.480 --> 00:41:28.980 So I appreciated the questions, they were perfect. 542 00:41:30.420 --> 00:41:33.020 Yeah, well, Jalyn, I know you can comment on this 543 00:41:33.020 --> 00:41:35.020 because we've just gone through a very intense version 544 00:41:35.020 --> 00:41:36.620 of that the last 60 days. 545 00:41:39.780 --> 00:41:42.300 Yeah, we've done exactly that in the last 60 months. 546 00:41:42.300 --> 00:41:44.380 Tamara, you know, because you're a part of it, 547 00:41:44.380 --> 00:41:45.220 you're a piece of that, 548 00:41:45.220 --> 00:41:48.060 which we launched Brilliant Churches, you know. 549 00:41:48.060 --> 00:41:50.980 We had our first gathering, as you know, on Monday night, 550 00:41:50.980 --> 00:41:55.180 and I know that you were in on that, I saw you there. 551 00:41:56.540 --> 00:42:00.540 And going through that exercise is what, 552 00:42:00.540 --> 00:42:02.660 start with the customer, work backwards. 553 00:42:03.980 --> 00:42:05.820 Now, start with where's the customer? 554 00:42:05.820 --> 00:42:07.060 And so that a lot of times, 555 00:42:07.060 --> 00:42:10.700 just going out and speaking to customers, you know, 556 00:42:10.700 --> 00:42:13.940 is one of the best things that you can do as a leader, 557 00:42:13.940 --> 00:42:15.180 I think. 558 00:42:15.180 --> 00:42:18.060 And too many leaders are stuck in their office 559 00:42:18.060 --> 00:42:19.400 behind their computers. 560 00:42:20.660 --> 00:42:24.900 So when I did CEO consulting 561 00:42:24.900 --> 00:42:26.660 and the companies would bring me in, 562 00:42:26.660 --> 00:42:30.420 I'd do these 90-day sprints. 563 00:42:30.420 --> 00:42:33.780 And I'd come in in 90 days, for only 90 days, 564 00:42:33.780 --> 00:42:37.420 because I felt that I produced, it was the Pareto principle, 565 00:42:37.420 --> 00:42:39.260 I could produce 80% of the benefit 566 00:42:39.260 --> 00:42:41.500 in a very short period of time. 567 00:42:41.500 --> 00:42:42.980 So it was very cost-effective. 568 00:42:42.980 --> 00:42:47.260 And one of the first questions I asked the CEOs, 569 00:42:47.260 --> 00:42:50.380 you know, how many days a week are you in the office? 570 00:42:50.380 --> 00:42:53.300 Now, given that, you know, you're not a virtual company, 571 00:42:53.300 --> 00:42:56.700 but assuming that by office, I mean, you're, you know, 572 00:42:56.700 --> 00:42:58.700 if you had an office that you'd be there. 573 00:42:58.700 --> 00:43:00.580 And they go, well, I'm here six days a week 574 00:43:00.580 --> 00:43:01.540 or five days a week. 575 00:43:01.540 --> 00:43:02.980 And I go, why? 576 00:43:02.980 --> 00:43:04.260 And they said, well, I have to run the company. 577 00:43:04.260 --> 00:43:07.000 I said, but do you have a management team? 578 00:43:07.000 --> 00:43:09.940 And so the question was, well, 579 00:43:09.940 --> 00:43:11.120 if you have a management team, 580 00:43:11.120 --> 00:43:13.820 why are you managing the company? 581 00:43:15.260 --> 00:43:16.500 So they said, well, what should I be doing? 582 00:43:16.500 --> 00:43:19.140 I said, you should be out doing two things, 583 00:43:19.140 --> 00:43:21.820 speaking to key customers and raising capital. 584 00:43:21.820 --> 00:43:24.100 That's what all you should be doing. 585 00:43:24.100 --> 00:43:25.780 You should be building out the business 586 00:43:25.780 --> 00:43:27.500 at a strategic level. 587 00:43:27.500 --> 00:43:29.460 And if you're in the office more than one day a week, 588 00:43:29.460 --> 00:43:30.380 you need to ask yourself, 589 00:43:30.380 --> 00:43:33.060 what do you need a management team for if you're there? 590 00:43:33.060 --> 00:43:34.780 So he said, well, you know, not only if I trust them. 591 00:43:34.780 --> 00:43:35.880 I said, well, that's easy to fix. 592 00:43:35.880 --> 00:43:38.160 Let's fire them and get ones you do trust. 593 00:43:39.380 --> 00:43:41.340 So, you know, people were shocked by this 594 00:43:41.340 --> 00:43:42.180 because we have- 595 00:43:42.180 --> 00:43:44.600 Can I ask you to repeat that? 596 00:43:45.740 --> 00:43:48.260 Sorry, I lost you there. 597 00:43:48.260 --> 00:43:50.100 I'm sorry to interrupt you too, 598 00:43:50.100 --> 00:43:51.840 because can you repeat that? 599 00:43:51.840 --> 00:43:53.940 I think you just said something brilliant. 600 00:43:56.780 --> 00:43:59.560 If you are in the office more than one day a week, 601 00:43:59.560 --> 00:44:00.700 what are we supposed to be doing 602 00:44:00.700 --> 00:44:02.700 when we're not in the office? 603 00:44:02.700 --> 00:44:03.540 I don't know if my- 604 00:44:03.540 --> 00:44:06.540 Well, that's not speaking to key customers 605 00:44:06.540 --> 00:44:10.320 or strategic partners or raising capital. 606 00:44:11.320 --> 00:44:14.860 And by raising capital, it isn't always financial capital. 607 00:44:14.860 --> 00:44:17.900 It's sometimes it's, you know, partnership capital. 608 00:44:17.900 --> 00:44:21.620 It's speaking to people who can help you or grow. 609 00:44:21.620 --> 00:44:23.060 You can grow with them. 610 00:44:23.060 --> 00:44:24.940 You can be strategic with them. 611 00:44:24.940 --> 00:44:26.860 So you should be spending a lot of your time 612 00:44:26.860 --> 00:44:28.780 out speaking to customers. 613 00:44:28.780 --> 00:44:33.780 And one of the best CEOs that I came across in my studies 614 00:44:36.740 --> 00:44:40.620 was a woman in Florida 615 00:44:40.620 --> 00:44:43.500 and they print labels for wine bottles. 616 00:44:43.500 --> 00:44:46.820 She started this in her garage and it grew and grew 617 00:44:46.820 --> 00:44:50.700 and they ended up with, I think it was like 800 employees. 618 00:44:50.700 --> 00:44:54.220 And she would come into the office for one morning a week 619 00:44:55.580 --> 00:44:57.580 and her management team ran the company. 620 00:44:58.540 --> 00:44:59.360 And- 621 00:45:00.000 --> 00:45:07.120 And she was out all the time, strategic customers, speaking to key partners, vendors, 622 00:45:07.120 --> 00:45:11.760 she was on the road, she was, you know, or she was, you know, talking to them constantly. 623 00:45:12.400 --> 00:45:15.760 But she was always out there, she was on the forefront, she wasn't internal. 624 00:45:16.640 --> 00:45:21.600 It's like if I ran a church, and all I ever do is just run internal meetings, 625 00:45:21.600 --> 00:45:26.880 I never know anything about the community I'm serving. Because I'm not involved in anything. 626 00:45:27.040 --> 00:45:27.840 Same idea. 627 00:45:30.240 --> 00:45:34.640 So it's, it's a, you know, it's a shocking idea for a lot of people that, 628 00:45:35.280 --> 00:45:38.560 you know, why have a management team if you're going to do the managing anyway? 629 00:45:42.240 --> 00:45:48.480 So I love that. I really love that. I know that my team is forcing me and pushing me constantly 630 00:45:48.480 --> 00:45:56.000 for the last month to be the CEO. And honestly, I've done the business for so long, I'm not sure 631 00:45:56.640 --> 00:46:00.080 I'm not exactly sure what I'm supposed to do differently as a CEO. But they're like, 632 00:46:00.080 --> 00:46:06.880 no, go be CEO. Don't get into the minutiae, go to CEO, I may have to hire you to help me be a CEO. 633 00:46:10.640 --> 00:46:13.920 It is a different training to the one we're doing now. Let's say that 634 00:46:16.080 --> 00:46:22.240 it's a very different mindset. There's a great book you can get. It's an easy read. 635 00:46:23.200 --> 00:46:27.760 And it's called Maverick by Ricardo Semler. 636 00:46:30.640 --> 00:46:39.760 He's from Brazil. And he came up with a brand new concept that shook the world. He wrote several 637 00:46:39.760 --> 00:46:45.520 books, but Maverick is an easy read. Ricardo Semler took over a company from his that his 638 00:46:45.520 --> 00:46:53.440 father had started. And they manufacture large scale, you know, electrical equipment, like, 639 00:46:53.440 --> 00:46:59.280 you know, commercial ovens and freezers, that sort of thing. And he had about 2000 employees. 640 00:46:59.280 --> 00:47:04.960 Well, he fired 70% of the administrative staff who he said were just people watching other people 641 00:47:04.960 --> 00:47:10.000 work, you know, accountants watching other people and gathering all their, you know, 642 00:47:10.480 --> 00:47:17.200 travel receipts and all that kind of thing. And, and, you know, the time sheet, so he got rid of 643 00:47:17.200 --> 00:47:20.880 time sheets, he said, we're going to work on a system of trust, if you abuse the trust, you will 644 00:47:20.880 --> 00:47:25.600 be fired. So that's easy, you know, but we're going to give you the starting position is that 645 00:47:25.600 --> 00:47:33.600 you're trusted. And then he went on to, in the two years, since they institute this trust culture, 646 00:47:33.680 --> 00:47:37.520 institute this trust culture, which he was hardly ever there, by the way, 647 00:47:39.360 --> 00:47:50.080 there, they grew their productivity by 300% in two years. And, and, and, and then they worked 648 00:47:50.080 --> 00:47:54.000 on because it was a trust culture, there were no working hours. So if you in the middle of the day, 649 00:47:54.000 --> 00:47:58.320 you want to go to your kids recital, you went did that. And if you came back, you and your team 650 00:47:58.320 --> 00:48:03.200 figured it out. If you traveled, and you felt that you should have traveled first class and 651 00:48:03.200 --> 00:48:08.240 stay in a five star hotel, when you got back, they pinned all of that up on the bulletin board 652 00:48:08.240 --> 00:48:12.480 where your whole team could see it. And you could explain to your team why you felt you needed to 653 00:48:12.480 --> 00:48:21.840 travel first class. And the simple peer pressure fixed all that. And so people, they, and then he 654 00:48:21.840 --> 00:48:27.520 got it even to the point that they even set their own salaries as a team. He's one of the most 655 00:48:27.520 --> 00:48:34.240 radical leadership thinkers I've come across. There are others like him. 656 00:48:36.400 --> 00:48:40.240 But all of those great leaders are hardly in the office. 657 00:48:42.480 --> 00:48:46.800 They don't, they're not involved in the internals, they're out creating strategic partners, 658 00:48:46.800 --> 00:48:49.920 relationships. So 659 00:48:50.240 --> 00:48:52.160 that's awesome. I will grab the book. 660 00:48:53.040 --> 00:48:57.760 So Dan, if I can change the subject a little bit, I don't know how much more time we have, 661 00:48:57.760 --> 00:49:04.160 a few minutes. I loved your challenge. And it's kind of a corollary to what you've been talking 662 00:49:04.160 --> 00:49:11.680 about is what's the one thing that our customers really want? Not what I think they want, but what 663 00:49:12.480 --> 00:49:22.640 they really want. And I think we spend a lot of time because we know how to solve their problems 664 00:49:22.640 --> 00:49:27.600 for them, thinking that we know what they want or what they need, when maybe that's not really 665 00:49:27.600 --> 00:49:35.600 what they need. That is, and here's how you know that as the leader, as you keep asking them. 666 00:49:36.480 --> 00:49:42.080 So go to your customers and say, what's the one thing that we do for you that really helps? 667 00:49:42.720 --> 00:49:46.080 Yeah. And they'll tell you, they will tell you. 668 00:49:47.440 --> 00:49:51.440 And then you can ask them, what one thing can we do to make your job easier? 669 00:49:52.080 --> 00:49:58.320 And I'm telling you the things that customers, having run software companies and financial firms, 670 00:50:00.000 --> 00:50:03.080 We always think it's the big and complicated things. 671 00:50:03.080 --> 00:50:06.360 Well, if I had an app, you know, it would cost $50,000 to buy. 672 00:50:06.640 --> 00:50:09.600 And usually it's the simplest, tiniest things that you 673 00:50:09.600 --> 00:50:11.560 do that helps them the most. 674 00:50:12.520 --> 00:50:16.880 So just ask them, but you've got to be talking to them a lot to 675 00:50:16.880 --> 00:50:18.400 get that information out of them. 676 00:50:18.440 --> 00:50:20.280 So, yeah. 677 00:50:20.520 --> 00:50:23.640 So that's a great question, Bev, that you've raised. 678 00:50:23.640 --> 00:50:24.160 I don't know. 679 00:50:24.560 --> 00:50:25.800 We've got such a tiny group. 680 00:50:25.960 --> 00:50:27.320 So firstly, thank you. 681 00:50:27.320 --> 00:50:28.440 I'm glad you found the link. 682 00:50:28.440 --> 00:50:30.360 It seems like most other people did not. 683 00:50:30.440 --> 00:50:32.520 So we'll have to fix that for next week. 684 00:50:33.120 --> 00:50:38.640 But Bev asked a great question about, you know, how do you find 685 00:50:38.640 --> 00:50:41.080 your PayPal element of your business? 686 00:50:41.080 --> 00:50:44.840 How do you find that Slack piece of your business? 687 00:50:44.840 --> 00:50:50.080 And the key is to ask the same bold questions to your customer. 688 00:50:50.600 --> 00:50:53.240 What's the one thing we do for you that really helps? 689 00:50:53.440 --> 00:50:56.040 What's the one thing we do as a company we should stop doing? 690 00:50:56.240 --> 00:50:57.920 What's the one thing we can do to improve? 691 00:50:57.920 --> 00:51:00.960 You can ask your customers that, and if you're the CEO or the 692 00:51:00.960 --> 00:51:03.840 president of the company, get out there and ask your top 693 00:51:03.840 --> 00:51:05.160 customers that question. 694 00:51:05.920 --> 00:51:07.040 They will tell you. 695 00:51:07.400 --> 00:51:11.840 And I was saying a moment ago, it's one tiny little thing that 696 00:51:11.840 --> 00:51:14.920 for you would be almost a no brainer to do, and it would 697 00:51:14.920 --> 00:51:16.600 add huge value to them. 698 00:51:18.000 --> 00:51:21.000 I have found that more times than I can count, you know, it's 699 00:51:21.000 --> 00:51:24.480 like, should we redesign a whole new piece of software? 700 00:51:24.680 --> 00:51:25.320 No. 701 00:51:25.360 --> 00:51:28.600 But if when I'm on the screen, if that little pop up could also 702 00:51:28.600 --> 00:51:31.240 just be on the screen so I can see this and this at the same 703 00:51:31.240 --> 00:51:32.880 time, you say, hang on a second. 704 00:51:32.880 --> 00:51:35.840 And it takes the program of two minutes, code is in and said, 705 00:51:35.840 --> 00:51:36.320 there you go. 706 00:51:36.320 --> 00:51:37.920 And they go, oh, that's fantastic. 707 00:51:37.920 --> 00:51:39.040 You guys are amazing. 708 00:51:39.240 --> 00:51:40.320 It's usually that thing. 709 00:51:45.120 --> 00:51:45.800 Okay. 710 00:51:48.600 --> 00:51:49.640 Speak to your customers. 711 00:51:49.640 --> 00:51:50.440 They will tell you. 712 00:51:50.760 --> 00:51:52.600 All right, Jalen, are we all back? 713 00:51:53.400 --> 00:51:55.240 Yeah, it looks like it. 714 00:51:55.680 --> 00:51:56.680 What was that, Dion? 715 00:51:57.560 --> 00:52:00.240 No, I was saying any questions, any other questions? 716 00:52:00.240 --> 00:52:01.920 That was a great question they've asked. 717 00:52:03.520 --> 00:52:05.920 Yes, if you have a question, feel free to raise your hand. 718 00:52:05.920 --> 00:52:07.080 You can type in the chat. 719 00:52:07.080 --> 00:52:08.200 I'll be checking that. 720 00:52:08.880 --> 00:52:10.080 That was a very good question. 721 00:52:10.080 --> 00:52:12.000 Great way to start our Q&A time. 722 00:52:12.800 --> 00:52:17.840 Yeah, I think the other thing that I run into is that what 723 00:52:17.840 --> 00:52:23.120 they think they want is out of my experience is not what they 724 00:52:23.120 --> 00:52:24.160 really do need. 725 00:52:24.960 --> 00:52:25.440 Right. 726 00:52:25.600 --> 00:52:29.760 And then how do you manage that where you can say, hey, what 727 00:52:29.760 --> 00:52:32.240 you really need is this little widget over here, but you want 728 00:52:32.240 --> 00:52:35.640 me to do all this other stuff that is kind of a waste of my 729 00:52:35.640 --> 00:52:38.360 time and you really want to pay me for that. 730 00:52:38.400 --> 00:52:41.080 It's not going to help move your business forward. 731 00:52:42.600 --> 00:52:43.920 This is exactly right. 732 00:52:43.920 --> 00:52:46.720 You're talking about the other side, when we get into shaping 733 00:52:46.720 --> 00:52:49.960 up projects, that's two sessions just addressing that issue. 734 00:52:50.480 --> 00:52:54.000 But the very short answer is they tell you, can you build a 735 00:52:54.000 --> 00:52:57.440 car? And then you say, well, what exactly do you want to do? 736 00:52:57.440 --> 00:52:59.840 And you drill down enough and you find out they want to move 737 00:52:59.840 --> 00:53:02.960 from one building to another building across the parking lot. 738 00:53:02.960 --> 00:53:04.720 You realize a skateboard will do. 739 00:53:05.680 --> 00:53:07.040 So it's that type of thing. 740 00:53:07.040 --> 00:53:10.400 You have to go through that iterative discussion and drill 741 00:53:10.400 --> 00:53:13.600 down, drill down, drill down until you get to the stop sign. 742 00:53:14.080 --> 00:53:16.880 And by that, I mean, you know, you've come to the end of it 743 00:53:16.880 --> 00:53:19.360 when they start repeating themselves over and over again. 744 00:53:19.360 --> 00:53:22.320 Then there's nothing more to discover there. 745 00:53:23.320 --> 00:53:24.320 Robin. 746 00:53:26.160 --> 00:53:27.280 Yeah, hi. 747 00:53:27.280 --> 00:53:30.520 One of the things that we're dealing with right now is international 748 00:53:31.480 --> 00:53:35.520 builders from Turkey and China and Panama 749 00:53:35.840 --> 00:53:39.240 and Afghanistan, I think we get it, Afghanistan. 750 00:53:39.240 --> 00:53:42.360 I think we just got somebody from Afghanistan yesterday. 751 00:53:42.720 --> 00:53:44.800 And, you know, we were thinking. 752 00:53:45.440 --> 00:53:51.280 RVIA is the big 800 pound gorilla in the RV inspection world, 753 00:53:51.280 --> 00:53:56.720 and they referred us to a company in Turkey that was building RVs 754 00:53:56.720 --> 00:54:00.480 only because we can do remote inspections, I think. 755 00:54:00.720 --> 00:54:05.840 And so we're trying to figure out what is our little secret sauce 756 00:54:05.840 --> 00:54:08.880 that we could that we could utilize. 757 00:54:08.880 --> 00:54:13.360 And one of the things that we do is we do everything remotely. 758 00:54:13.360 --> 00:54:15.040 We do everything remotely. 759 00:54:15.040 --> 00:54:18.160 And that may be need to be our focus. 760 00:54:19.040 --> 00:54:22.520 Yeah, it sounded good when you said it. 761 00:54:24.600 --> 00:54:25.960 For sure. Yeah. 762 00:54:25.960 --> 00:54:27.360 But that's the experiment. 763 00:54:27.360 --> 00:54:29.520 And that's why it takes courageous leadership, 764 00:54:29.520 --> 00:54:32.480 because if you find out that is the thing. 765 00:54:32.480 --> 00:54:34.640 Killing the other side of your business is hard, 766 00:54:35.360 --> 00:54:37.520 very, very tough to do. 767 00:54:37.840 --> 00:54:41.400 And that's why we are we are having difficulty with that, though, Dion. 768 00:54:42.040 --> 00:54:44.040 International builders don't use U.S. 769 00:54:44.040 --> 00:54:48.200 U.S. underwriter laboratory, U.S. products and things like that. 770 00:54:48.480 --> 00:54:52.600 And there's a there's a problem with translation between, 771 00:54:52.600 --> 00:54:56.880 you know, the languages and and also, you know, what is 772 00:54:58.560 --> 00:54:59.920 what is a vent for a. 773 00:55:00.000 --> 00:55:10.080 bathroom and they think it's an exhaust fan, it's really a plumbing vent, you know, so we're having some issues there. But if we can work through those, we might be on to something with these international builders. 774 00:55:10.520 --> 00:55:13.600 Or perhaps a franchise model. 775 00:55:15.040 --> 00:55:24.720 I've done a lot of franchising. That's a very powerful model for what you're doing, perhaps. Well, thanks, everybody. I really appreciate it. Thanks again, Jalen for jumping in and standing in for 776 00:55:25.200 --> 00:55:31.040 Jenny and helping us out. We really appreciate it. Were there any other announcements, anything you need to tell us? 777 00:55:32.640 --> 00:55:45.920 Just a reminder that we will have the end of call survey as soon as you close out Zoom. So if you want to give us any feedback or have more questions that you'd like to ask, please let us know. But thank you all so much for joining us and we will see you next week. 778 00:55:46.520 --> 00:55:47.200 Thanks, guys.