Full transcript
0:03hi
0:04welcome to strategy execution at the
0:06artist saying no i am mike coffey
0:09president of imperative information
0:10group
0:11this webinar is approved for
0:15both hrci and sherm credit and you will
0:19get an email at the end of the webinar
0:24with the recertification credit
0:26information if you're watching it live
0:28if you're watching the recording
0:30the information will also be sent to you
0:33after you you've completed
0:36watching it on our website
0:39this presentation is the first of three
0:41in a series this one talks about
0:43strategy execution the next one talks
0:45about values uh company values and the
0:49third is on ethics and uh it will
0:54meet the hrci requirement
0:56for um
0:58ethics uh an hour of ethics in each
1:00recertification cycle
1:03this presentation is largely based on
1:06david maestro's work in
1:09his uh book strategy and the fat smoker
1:13uh i'll also add the jim collins classic
1:16good to great it's pretty much the bible
1:19in a lot of what we're talking about
1:20here and i think he
1:22uh he took ideas that were
1:24largely already out there in different
1:26organizations and kind of uh
1:29fused them together in a cohesive
1:31pattern
1:32and they really he's affected over the
1:34last two decades how i think about
1:36vision purpose and and execution
1:39and then gina wickman made it really
1:41simple in the book called traction and
1:43he gave us a tab a and slot a approach
1:46to how we put these kind of things in
1:48place
1:49uh in his book traction get a grip on
1:51your business
1:53uh so those you know there's other than
1:56just my experience and just uh you know
1:59working with clients
2:01uh mentoring emer the owners of emerging
2:03small businesses uh through the
2:06entrepreneurial organizations
2:07accelerator program
2:08and just
2:10just reading a lot and having experience
2:12and attending conferences and all of
2:14that
2:15not much of this is really my stuff i
2:17just came up with good pictures and
2:19interesting words hopefully to go with
2:21the concepts but i will say that david
2:23maester's metaphor of this fat smoker
2:26gets used heavily in this presentation
2:29he wrote that uh
2:31that first article in the harvard
2:33business review probably i think around
2:352012 over 2013
2:38and
2:41it may be something that hbr might not
2:43even publish today because of all the
2:45stigmas around fat shaming and all that
2:47so i'm going to use his metaphors pretty
2:50heavily here because i think it's really
2:52helpful but please understand that
2:54nothing i'm doing here today
2:56is here to shame people with health or
2:58addiction issues
3:00but
3:01i hope that
3:03the examples are useful in helping us
3:05all realize that with clear-eyed honesty
3:08about our circumstances where we are
3:09right now and where we want to go
3:12the value of accountability and a steady
3:14plan how we can make real changes
3:17in our personal life certainly and in
3:19our in our businesses and in our
3:21professional lives so
3:23let's start with a fat smoker
3:26we've all heard
3:28you know and seen in in our lives times
3:30where uh
3:32we knew the right thing to do probably
3:34but we couldn't quite get it done and
3:36the story goes that the doctor uh or the
3:39the fat smoker goes to the doctor and
3:41says i feel horrible and a doctor tells
3:43him what lose weight quit smoking
3:46uh and it'll improve the quality of your
3:49life
3:50and the fat smoker said yes i'm gonna do
3:52that i'm gonna quit smoking i'm gonna
3:54eat less maybe i'm gonna exercise i'm
3:57gonna do things
3:59but six months later he goes back to the
4:01doctor
4:02he's heavier
4:03and he's still smoking
4:05and it's the same in our professional
4:07lives and our person as in our personal
4:09lives same in our companies as well
4:11we set all these new strategies we come
4:13up with
4:14we read this book we attend this
4:16conference we come back excited
4:19and we make these plans
4:21but then we don't execute and why don't
4:24we execute what happens between that
4:27time where we're all excited and we're
4:29resolved and we know this is really what
4:31we need to do
4:33and six months later
4:35where nothing's really happened
4:37we've lost energy we've lost focus
4:40we're doing something else
4:42but we're not getting what we said we
4:44wanted to get to
4:46uh six months ago why is that
4:48in uh david maestro's uh book he
4:52he says the reward the reason for this
4:54is that the rewards and the pleasure
4:57are in the future
4:59the disruption discomfort and discipline
5:02that we need to get where we want to go
5:06they're immediate
5:07and so
5:08when
5:09we're looking you know six months in
5:11advance you know down the road that all
5:13looks great but right now we have
5:15disruption discomfort and discipline
5:17that's needed to do what we need to do
5:20and that's uh that's uh obstacle for us
5:23so
5:25what we really always need to remember
5:27is that strategy changing how we run our
5:30companies how we run our personal lives
5:34it is a marathon it's
5:36not a dash it's not a you know we're not
5:39doing 100 meters here this is a
5:41long-term
5:43slow and steady process
5:46the fat smoker in order to survive in
5:49order to improve the quality of his life
5:52he has to change his lifestyle
5:55just deciding okay i'm gonna smoke a
5:57little less i'm gonna go from four packs
6:00a day to two packs a day
6:02or i'm only gonna eat mcdonald's every
6:04day at lunch i'm like i'm gonna cut out
6:06my breakfast at mcdonald's i'm gonna cut
6:08out my dinner at mcdonald's but i'm just
6:09gonna eat a lunch every day
6:11that's not gonna get him there a crash
6:13diet won't fad diets generally don't
6:16work
6:17uh unless you really commit and build a
6:20process around it i got on the keto diet
6:22and if you've known me very long you
6:24already know that because i tell
6:25everybody that
6:26but i got on the keto diet
6:28almost three years ago and it's been
6:30wonderful for me but it changed a lot of
6:32how
6:33i live my life how i structure my meals
6:35what you know and
6:37how i think about where i'm going to
6:38even go eat or what places i'm going to
6:41go do
6:42so these
6:43these short term plans
6:46these just let me you know gimmicks
6:49they lead to disappointment and then it
6:51leads to
6:52cynicism and we hear that all the time
6:54in our companies don't we well we tried
6:56that it didn't work
6:59and it's it's kind of that
7:01fatalist approach that
7:03uh we we did it for two months before it
7:06didn't happen or we set these goals
7:08before and they weren't achieved so we
7:10don't even it's not it won't work here
7:13or whatever well it probably can work
7:15here
7:16but it's going to change it's going to
7:18take planning and it's going to take
7:20changing how we conduct our business
7:24and a big part of that
7:26is deciding
7:27what we're willing to give up and
7:29recognizing what we're probably not
7:31willing to give up in 1519
7:34the explorer hernan cortes
7:37hit the
7:38gulf of mexico and came across what we
7:41now call mexico
7:43he had 600 men in his boats with him
7:46they all got off the boat
7:49got on the shore
7:51and then he gave the order
7:53burned the boats
7:56and they sat there and watched their
7:58only
7:59way to get back to the new war to the
8:01old world back to europe
8:03go up in smoke now that's commitment
8:06they were stuck they had to survive and
8:09claim for the king
8:11makes what what we know is mexico the
8:13new world
8:15that's commitment okay
8:18so while it's fun to
8:20discuss goals we like our strategy
8:23planning sessions we love doing swot
8:26analysis and and we like you know going
8:29on these strategic retreats it's all
8:32it's all great
8:33but it's pointless
8:35if we
8:37don't examine
8:39what we're going to have to give up what
8:41the discomfort is going to be
8:43uh what what our sacrifices are going to
8:46look like
8:47what do we have to change what what
8:48commitments do we have to make
8:50and sometimes
8:52[Music]
8:54habits as individually what have what
8:57leadership habits do we have an
8:58organization that we're going to have to
8:59change or give up
9:01permanently and forever this isn't again
9:04if we're going to change how we conduct
9:05our business if we're going to change
9:07the strategy of our business we're going
9:09to implement these new programs
9:11we've got to realize that this isn't
9:14temporary
9:15and are we willing as an organization
9:18are we willing as leaders to make those
9:20changes to make those sacrifices
9:24um when it's in our personal life it's
9:27what lifestyle changes are we're willing
9:28to make
9:29uh in order to achieve you remember the
9:33promise of these things down into the
9:35future that
9:37we we hope to achieve
9:40um what issues in our organizations are
9:42we willing to tackle
9:44uh if you're in a very
9:46established or particularly a larger
9:49organization
9:50there are probably things you know
9:52in your organization need to change
9:56but we're not willing to
9:58change them
9:59because it would hurt too much or
10:02the the people who support the way
10:05things are have too much political power
10:08and you know all the employees know that
10:10needs to change
10:11and often that that the that is a person
10:14who's in the wrong seat or at least
10:16where the organization needs to go this
10:18that person in that seat isn't going to
10:20get us there
10:21but we have to decide what we're willing
10:23to tackle what boats are we willing to
10:26burn
10:28and which boats are we not willing to
10:29burn which ones are we willing to say
10:32yeah that's not
10:34going to get us where we need to go
10:36necessarily but we're stuck with it
10:38we're not willing to
10:39to move beyond it and if that's the case
10:42we have to revisit do we really
10:44as an organization want what we're
10:46talking about into the future about
10:48achieving those goals and can we even
10:50achieve them and if not we have to say
10:51okay
10:52what smaller scale goal or what other
10:56direction should we be looking as an
10:58organization to move if we're not
10:59willing to to burn those bows
11:03because the reality is everybody in the
11:05organization
11:07has to be on the same diet okay we all
11:10have to be on the same strategy the you
11:13know everybody always says when you're
11:15in weight watchers or anything like that
11:16whatever program you're in the diet that
11:18works
11:20is the diet you will actually stick with
11:22right
11:23and the same goes for our leadership
11:25team
11:26if they're all on the same diet they're
11:28all sticking to the same diet if they're
11:30all embracing our strategy and
11:34the path that we've painted as an
11:36organization
11:37for how we're going to achieve that
11:39strategy how we're going to achieve the
11:40goals that come along with that
11:43they have to be on the same page if
11:44they're not we're not going to get there
11:46but if they are there's a really good
11:47chance that as an organization we will
11:50be there
11:52and if they're not we're going to admit
11:53okay maybe that's not the goal that we
11:56as an organization be should be uh
11:58pursuing we're going to waste a lot of
11:59time
12:00we're going to lose credibility
12:03with our own employees with customers
12:05with the public to the extent that they
12:07even know what our goals are
12:09and it's it's funny because i talk to a
12:10lot of organizations who have goals uh
12:13and the organization set goals but when
12:15you talk to employees they have no idea
12:17what the goals are or if they've heard
12:18them they're like oh yeah they talked
12:20about that but they talk about a lot of
12:21things and and it's it rarely happens
12:25and so
12:26we may have to say okay we want you know
12:29we as the leadership team said yeah yeah
12:31we're really excited about
12:33this this new uh goal we want to be the
12:36the leading high quality provider of
12:38this service
12:40in our industry we want to be the ones
12:42who say
12:43you know that people say
12:45that company delivers this better than
12:47anybody else
12:49but then maybe we have you know when we
12:51look at the reality of
12:55the way our leadership thinks about
12:57things the processes and procedures we
13:00have
13:01the the key client relationships that we
13:03have maybe we have clients who aren't
13:06really concerned with us being
13:08the
13:08the top quality and top service
13:11organization what they want is the
13:13commodity broker they want the cheapest
13:15the least expensive get it to me fast
13:18service
13:19so maybe we say we're not committed
13:21we're not really committed to high level
13:23of quality and service we make plenty of
13:25money
13:26being the adequate quality low-cost
13:29provider
13:31and there's nothing wrong with that but
13:33if that's where you are and that's who
13:34you are as an organization
13:36and you're not willing to
13:38shed all of the things that come with
13:40being the low quality
13:42uh you know
13:44or adequate quality low cost provider
13:46then then let's not fool ourselves let's
13:48not waste our time let's not create this
13:51identity crisis with our customers with
13:53our suppliers with our employees let's
13:55just stick with that but if we say yeah
13:57we really are are willing to do that
14:00then we identify as a leadership team
14:02and then we flow that through the
14:03organization here's the commitment we're
14:05making we're going to stick to this plan
14:08this is how we're going to get where we
14:10want to go it's really important and
14:12we're all on the same page with it
14:15and if you are then you you may well get
14:18there what happens in too many
14:19organizations though is the same thing
14:21that happens to the fat smoker
14:23what's the thing that's most likely to
14:25get the fat smoker to quit smoking and
14:27lose weight
14:28it's gonna be that crisis
14:30he's gonna have some health event that
14:32puts him in a hospital and scares him
14:36my dad had
14:38three bypass surgeries
14:40before he quit smoking
14:43and
14:45it was after the third bypass surgery
14:48the his heart surgeon said
14:51there are no more veins left you don't
14:54have any veins we can use in your left
14:56and your legs there's no way for us to
14:58do anything else
15:00your next one will probably kill you
15:03and lo and behold
15:05my dad quit smoking
15:07unfortunately he had done too much
15:09damage to himself and uh and just lived
15:12a few more years we lost him uh in 2019
15:17but
15:18the fact was it was too late for him but
15:22that crisis if if the doc had given him
15:25that message after the first one he may
15:27well have made that change
15:29but many people do die
15:31because it's too late or in companies
15:36the market changes and we're not
15:38responsive to it
15:39profits plunge
15:41uh we have major clients uh leave us or
15:44we have lawsuits there are a lot of
15:46things that can happen to a company
15:48giant employee retention is a giant
15:50issue right now and people are losing
15:52employees left and right and i'm still
15:54convinced that the employees who are
15:55leaving their companies
15:57probably wanted to leave them six months
15:59or a year ago but right now it's a
16:01seller's market for employees and they
16:03can go find other jobs and so those are
16:06the ones who are leaving or not your
16:07most engaged employees in the first
16:09place probably and that's not their
16:11fault it's really your job as an
16:13employer to find a way to engage them
16:15and to get the the
16:17you know that discretionary effort that
16:19we're really looking for out of them and
16:21so
16:22we lose all those things
16:24uh if we wait until the crisis
16:28to make change you can make change in
16:29crisis and and there are stories of
16:32companies that have done you know 180
16:34degree turns and really become a whole
16:36new organization in the face of a crisis
16:38and that's great
16:40but if you can see it on on the horizon
16:43you know it's something that you need to
16:44do then why not just figure out how to
16:46get it done
16:48right now
16:49so that's a lot of change in an
16:51organization and david maester in his
16:55his book goes through six items that
16:58we need to realize the six lessons for
17:01change management that he thinks are
17:02most important for us to recognize as an
17:04organization
17:06and individually i would argue uh about
17:09making change and the first is
17:11it's a this is all about we got to
17:13realize this is a permanent change in
17:15lifestyle
17:17and think about it this way we a wedding
17:21is an event right
17:23um
17:24you know it's a wonderful day
17:26what i remember my wedding 25 almost 25
17:30years ago
17:31uh
17:32what is i hope the 25th anniversary gift
17:35is paper or something i hope it's not
17:37like diamonds or something because
17:38that's coming up in january um but
17:40anyway the wedding is an event okay it's
17:44a lot of fun uh from what i remember
17:48uh but a marriage is a lifestyle
17:51and
17:52any of us who thought our
17:54marriage and day in day out being
17:56married was going to be the uh the same
18:00thing as what life is like
18:03we were probably uh surprised by that
18:05right
18:06okay cara tells me that the 25th
18:08anniversary is silver
18:10uh so okay i'll get her a filling how's
18:13that that's what she'll get for her
18:14anniversary
18:16um but
18:17you gotta we gotta realize that when
18:19we're implementing strategy it's not a
18:21program separate from the rest of how
18:23the company runs and so it's just not
18:26something we roll out boom you all go
18:28execute this it's a day by day
18:31uh process just like a marriage it's
18:34about routines how we do business on a
18:37daily basis just like a marriage is
18:39about how you relate to your partner day
18:42in day out it's not about how amazing
18:44the wedding was some of the best
18:46weddings that i've ever attended um
18:50were you know a blast
18:52and then within four or five years the
18:54marriage was in disarray because
18:56the investment was all on the front end
18:59and it was all you know princes and
19:02princesses and unicorns but it wasn't
19:04the day in day out
19:06grind of living with another person and
19:09and building a life with them
19:11it's a daily ongoing activity
19:15second thing maester says is you have to
19:17change your scorecards
19:19you get what you measure we've heard
19:21that jim cullen said that and it's true
19:25and
19:26the scales don't lie
19:29uh
19:30if if you've gained five pounds and and
19:34the skeletal will tell you you've gained
19:35five pounds
19:37um one thing that
19:40you know i think
19:41for me and for uh
19:43a lot of people i know who who've been
19:45through weight loss programs or just
19:47general health things keeping those
19:49score cards you know and sometimes that
19:51means you got to record you know for ye
19:53you know for well over a year when i got
19:55on keto
19:56yeah see i thought about keto again but
19:58after i got on keto i recorded every
20:01single stinking meal in an app on my
20:03phone
20:04to uh to make sure that i was keeping in
20:06line with my macros uh and because i
20:10found that if i didn't do that
20:13i would lie to myself okay yeah
20:16uh this beer is probably you know i've
20:18done okay i've had you know i haven't
20:20eaten a lot today i can have this extra
20:21beer i can have well i can i could
20:23probably get away with this piece of
20:24bread uh i could do whatever and
20:28and then sure enough i'm you know i i
20:30was lying to myself and i you know and
20:33when i go back and try to recount
20:35everything i'd eat in a day oh wow i've
20:36just blown all my macros i'm not eating
20:38what i'm supposed to do we've all got
20:40that so in our personal lives we know
20:42this and it's the same in our business
20:44live life the scales don't lie if we
20:48measure the right things
20:51that
20:52really
20:54represent
20:55the progress we want to make
20:58if we're measuring the right things they
20:59will tell us where we're at and
21:01we have to
21:03realize that we're you know that this
21:05commitment requires us to be in order to
21:08be accountable we have to know where we
21:09stand at all times you've got to have a
21:11scorecard and i hope you all do
21:13but the scorecard has to have the right
21:14things on it that are really going to
21:16measure us there
21:17and
21:18and the scorecard needs to flow down
21:20leadership needs to be held accountable
21:22to the scorecard but then
21:24every contributor in the organization it
21:27probably has some number or
21:30some some measurable that will reflect
21:33their contribution to the change that
21:35we're trying to get to
21:38and
21:38quite honestly embarrassment
21:41it's a result of a failure and
21:42accountability
21:44it's a much more effective change agent
21:47than um guilt
21:50okay if i feel guilty about something
21:52i'm going to feel guilty and then i'm
21:53going to go you know in in the case of a
21:55diet i'm going to feel bad about it and
21:58i'm going to
22:00go eat something else that i probably
22:02shouldn't eat
22:03to make the pain go away but
22:05embarrassment that
22:08that accountability to your peers that
22:10public accountability where we say this
22:13is where our target is but we're right
22:15here and i own this number this is mine
22:18uh whether it's sales and or revenue or
22:22gross margin or
22:25production per hour whatever your your
22:28number is in the organization
22:30having a publicly
22:32posted or at least with your peers or
22:34your leadership group uh a scorecard
22:36that everybody sees you know where
22:38everybody is and that will drive your
22:40folks to
22:42meet those goals
22:44and you need leadership that's not going
22:46to just forgive them the same way we
22:47forgive ourselves too easily you need
22:49leadership it's going to hold them
22:50accountable and not help them make
22:52excuses why
22:54something uh
22:55you know uh these numbers are off and
22:58we're not achieving them there are
23:00reasons for it let's talk about them but
23:02that just because there are reasons for
23:03those numbers being off and some of them
23:05may well be out of your control
23:07but getting it back
23:09getting those numbers back online back
23:11where we need to be is your
23:13responsibility you own this and uh and
23:16we're not going to let oh well the
23:17market's changed be the excuse for that
23:23so
23:24maester's third
23:27rule is that leadership has to get
23:28serious or get out of the way
23:32alexander the great
23:33would lead the companion cavalry
23:36into battle
23:38there was no doubt
23:40that their general
23:41their leader was was
23:44fully committed their plan he led them
23:47into battle okay
23:49uh there's there was no doubt about his
23:51commitment and so leaders can't just
23:53publish these new strategies
23:56put out some memos design some beautiful
23:58posters and make sure they get put up
24:00all over the facility
24:02and then expect other people to execute
24:05on them they have to act in a way that
24:07demonstrates to everybody on their team
24:10that they are committed to the course of
24:13action that they've set
24:15and they they're going to and they they
24:17have to demonstrate that first and
24:18foremost they're willing to change their
24:20own behavior that they're willing to
24:24change how they're incentivized and
24:25compensated uh they're going to change
24:27the way that they manage and reward uh
24:31their employees and the organization you
24:33know are it may be tied to your whole
24:35comp policy it may be just a matter of
24:37saying these are the things we no longer
24:39tolerate in this organization
24:42i think that's uh we've seen a lot of
24:44that since uh
24:46me too and then in the in the past year
24:49uh
24:50with after the murder of george floyd
24:52we've seen a lot of uh employers say
24:55okay
24:56we are as an organization going to make
24:59these changes to how
25:01previously underrepresented groups are
25:04are treated how we recruit
25:07and select and hire employees how we
25:10give people voices in our organizations
25:12and and that's going to start here you
25:14can hold me as a leader of the
25:15organization accountable
25:18and we'll see
25:19some will do that some won't in the
25:21coming months and in years
25:23but the only way it's ever going to be
25:26be achieved is if there's leadership
25:28support behind it otherwise employees
25:31aren't going to engage in all the stress
25:34uh stretch behaviors all the additional
25:37effort that it takes in order to change
25:40the way the company is run to move the
25:42company towards whatever new goals
25:44they've set
25:46we talk about employee engagement all
25:48the time and that's what this is all
25:49about if employees are disengaged if
25:52they don't trust leadership
25:54if they don't find meaning in what the
25:57organization is is set out to do
26:00then they're not going to get behind
26:02this they're not going to put that
26:02discretionary effort
26:04into
26:06helping the company achieve these goals
26:07they're going to come punch the clock do
26:09their job and leave at the end of the
26:10day they're not going to move you
26:12forward it's all about leadership
26:14convincing those employees demonstrating
26:17to those employees that they're
26:18committed to it
26:20and that they're willing to make the
26:21changes necessary
26:24maester's uh next principle was or yeah
26:27next principle was that principles are
26:30more effective than tactics
26:32and we're all looking for the
26:35the the tab a and slot a step one step
26:39two step three
26:41process for
26:43how we're going to achieve any goal
26:45and it'd be great that's there's in it
26:48when you re you go to the bookstore when
26:50there were actual bookstores you could
26:51walk into
26:52um but you go on amazon you look at
26:55there's giant sections of books for
26:56self-help and they're all about making
26:58you feel great they're all about uh
27:02making you you know you you do this you
27:04do this you do this and you know
27:06your your hair will grow thicker and you
27:09will lose you know 20 pounds in your
27:11face or 20 years in your face and all of
27:14those things we're all looking for the
27:16silver bullet but the reality is
27:19that what we really need as an
27:21organization what we really need if
27:23we're trying to motivate people to
27:24change their behavior are principles
27:28so the core belief that segregation was
27:31wrong
27:32that the government's
27:34clear and direct
27:36um support of one group of people over
27:39another basically just because of their
27:41phenotypic characteristics
27:44was wrong
27:45that led people to follow his tactic of
27:49of non-violent protest okay
27:51that principle that all
27:54men were created equal all men and women
27:56were created equal all god's children as
27:58he said
28:00that
28:01would get people out into the streets he
28:03was able to motivate people that the
28:05injustices that were that he saw in the
28:08world uh were sufficient that that we
28:12should be fighting this
28:14had he simply said
28:16um the tactic is gonna be uh we're gonna
28:20walk out and we're gonna march and and
28:22we expect the police are gonna
28:24let dogs loose on us
28:26they will bring out fire hoses and spray
28:28us down and then they'll they'll beat
28:30the hell out of us with billy clubs
28:33uh how many people would have signed up
28:34for that that's the tactic right that's
28:37that's
28:38that's what we're gonna do we're gonna
28:39do that it'll be on camera and maybe
28:41we'll be able to rally the country
28:42around us people wouldn't have signed up
28:44for that they needed to believe first in
28:46the principles that he was teaching and
28:48as as companies we need to do the same
28:51thing
28:52we give great customer service because
28:54it leads to more repeat sales and more
28:56profit
28:57that's tactical that's not exciting for
29:00your employees they're not it's not
29:01inspiring to them they're not going to
29:02move
29:04uh heaven and earth to move the company
29:06forward because of that
29:08but if we give great customer service
29:11because we hire amazing people
29:14who are dedicated to serving our amazing
29:16clients and making their lives better
29:20that's a principle
29:22we want this to be a place where you do
29:24your best to work every day when you get
29:26up in the morning energized for coming
29:28to work
29:29that's a principle that's what people
29:31will come to and so if you're pre if
29:33you're if you're
29:35if you're
29:36an implementation of strategy doesn't
29:38have a message that's exciting to your
29:42employees that
29:44that says okay this is the organization
29:46i want to work for this is where we're
29:48going i'm excited about that
29:51then you're going to have a really hard
29:52time getting them
29:54to do what they need to do to move full
29:57move the organization forward
29:59but then the thing we have to remember
30:00is that people have to volunteer and
30:02that's maestro's fifth um
30:05principle is that people have to
30:07volunteer to participate in this kind of
30:09program just like any kind of self-help
30:11alcoholics anonymous or a drug rehab
30:14program
30:15if participants are just at gunpoint and
30:18they have to go through those prior
30:20processes
30:21and participate in those meetings
30:23they they are a lot less likely if if
30:26they're successful at all they're going
30:28to be a lot less likely to be successful
30:30than somebody who's at the point
30:33in their lives where they're willing to
30:34volunteer willing to make a personal
30:36commitment without coercion without you
30:39know um you know without the fear you
30:41know just the fear of going to jail
30:43if that was enough we wouldn't have drug
30:45problems in the country right we
30:47wouldn't have a lot of the the social
30:49ills if if jail was enough to keep
30:51people from uh
30:53bad social behavior we wouldn't have any
30:56because the jails are full it's not
30:57working right the same in your
30:59organization
31:01we the organization in order to make the
31:03changes we need to make in the
31:04organization we have to get people
31:06excited about it but then they've got to
31:08step up and volunteer for it
31:10uh it and it may mean that down the line
31:14we have to
31:16invite some people
31:18to exit the bus right
31:21um
31:22i know that's almost to be uh a business
31:25cliche of the right people in the right
31:28seats
31:29or uh what jim collins talked about
31:31getting people the right people on the
31:32bus and off the bus
31:34uh but there it but there's it's a
31:36cliche sometimes they're cliches because
31:38they're true
31:39and
31:41we you know we have to be willing to say
31:43okay there are going to be
31:45some folks in this organization who
31:47aren't going to who this isn't the thing
31:49that they want to do
31:50you know maybe you've got a cfo
31:53who sees retirement right around the
31:55corner and implementing this whole new
31:58financial strategy just doesn't excite
32:00them and maybe they're gonna
32:02they'll go along with it but they're not
32:04gonna be fired up about it and maybe
32:05they'll be passively negative about it
32:08uh
32:09you know and they're not on board
32:11they're not gonna push it those are the
32:12people that sometimes you just have to
32:15go let them leave and if we're going to
32:18get where we need to go as an
32:19organization we need everybody pulling
32:21in the same direction
32:23and
32:26sharing the same vision about where
32:28we're you know where and what we're
32:30trying to accomplish here and sometimes
32:32we have to invite or sometimes it's not
32:34an invitation for them to leave it's an
32:36escort them out out the door we've got
32:39to get them out of the room but most of
32:40the time
32:42given
32:43treated with respect
32:45given a clear understanding of what
32:47we're trying to achieve and what it's
32:48going to take from that person in order
32:50for the
32:51and whoever's in that role for that for
32:53the company to achieve this
32:55those people will usually self-select
32:57out and that's the ideal
32:59maester said
33:01everyone in the organization has to
33:03decide if they want to try hard enough
33:05to sacrifice
33:07some of the present to achieve a better
33:09tomorrow
33:10and some folks aren't their horizon
33:13isn't five years from now they don't
33:15they're not committed they're not
33:16thinking about what the company is going
33:17to look like five years from now
33:19their
33:20their horizon is six months and maybe
33:22they can do six months and great stuff
33:23to move us forward or maybe they say no
33:25it's not where i want to be it's i don't
33:27want to do that effort then they need to
33:28leave earlier than that six months
33:31and it's not about forcing people to do
33:33things it's about
33:35saying okay this is what we're doing get
33:38on board and and enjoy it with us or
33:41let us help you find your next role
33:44someplace we
33:45where you're going to be comfortable and
33:47you're not going to be impediment to us
33:49as we change the way we do things as we
33:51move forward
33:55the other thing we need to remember is
33:56that change management's hard
33:59and we get excited
34:02up right up front but rome wasn't built
34:05in a day
34:06so we need to remind ourselves
34:08consistently and that you know rome
34:09wasn't built in a day but remember we
34:12are building rome
34:14what it's going to look like paint that
34:15big picture of what the world is going
34:17to look like when we achieve these goals
34:20and it's the same in our personal lives
34:22uh
34:23i know
34:25the other thing besides keto i'm a big
34:26yogi i do a ton of yoga and
34:29i'm average i'm not bad for a 52 year
34:31old guy
34:32but but when i i know what a yoga pose
34:36is supposed to look like and and i say
34:39when i make a commitment that i want to
34:40be able to do
34:41a headstand okay i can do a headstand
34:43not bad um
34:46but i need to know what it looks like
34:48uh
34:49what a a properly executed headstand
34:52looks like i need that that image in my
34:54head
34:55and then
34:56i'll try it and i'll fall try and i fall
34:59trying to fall but i always know what it
35:00looks like i know i'm the direction i'm
35:02going we need that in our organizations
35:04we need to know what the big picture is
35:06going to look like what are how our
35:07lives are going to change how the
35:09organization's going to change what
35:10that's going to mean for each employee
35:12needs to know what it's going to mean
35:13for them when we get there and we keep
35:16that that picture in front of them like
35:18a carrot
35:19but
35:20we have to realize it's going to happen
35:22step by step but we are building rome
35:26and it just takes time uh alcoholics
35:28anonymous those kinds of things okay
35:31we're making when i when i quit drinking
35:33i'm making a
35:34lifetime commitment that i'm going to
35:36execute day by day by day the same goes
35:40in our organizations
35:42and it can be measured
35:44day by day each day we can measure our
35:46progress
35:48but the other thing to remember is i
35:50said you know rome wasn't built in a day
35:53but we are building rome but there is a
35:55place for real pressure
35:58um
35:59and while encouragement is critical
36:02we should and while we should set
36:04goals and celebrate them we need to
36:06remember that diamonds are created under
36:09pressure okay so
36:12we don't want to think too small
36:14and we want to keep the pressure on we
36:17want accountability built into the
36:19system we want aggressive goals
36:22if if our if our revenue goal uh in five
36:27years is an additional
36:2910 million dollars in revenue for our
36:31organization
36:32and this year though we just want to
36:34increase it by a hundred thousand
36:36dollars
36:37well that's not probably going to get us
36:38down the road to
36:40to the target 10 million but it also
36:43is not going to build any excitement or
36:45any pressure on our sales teams on our
36:48production teams and our quality folks
36:50all of those other organizations that
36:52contribute to that revenue number
36:54there's no pressure on them and diamonds
36:56are created under pressure to get the
36:58things we have to achieve that to
36:59achieve the things we want to achieve to
37:01get the things that we want out of this
37:03whole process
37:04we have to have that pressure and we
37:06have you know so thinking too small is
37:09tantamount to not doing anything at all
37:14and how do we do that well let me blow
37:16this up
37:18uh this is geno whitman's vision
37:21traction organizer it's part it's you
37:23can find it in his book traction
37:26uh and basically
37:28it helps us set out uh
37:31our our business plan and what we want
37:34the organization to look like in 10
37:36years what is this what's it going to
37:37feel like to be here in 10 years and
37:39then backing it up okay if that's in 10
37:42years what is three years going to look
37:44like and what is the organization going
37:46to look like in three years and then we
37:47back it up even further than that and we
37:50say okay to get there in three years
37:53what do we have to accomplish
37:54this year
37:55what's our one year plan and then this
37:58quarter what in order to achieve those
38:00one year goals
38:02what do we have to do this quarter what
38:05rocks do we have to set for that and
38:07then we always have issues that are out
38:09there the things that we have to resolve
38:11and we can't resolve them all in in a
38:13single meeting or in a single board
38:16retreat and some of them take months or
38:18years to resolve sometimes
38:20but we keep our running list so we don't
38:22ever lose track of them this is all in
38:25gina whitman's book in the traction
38:28book as he outlines the entrepreneurial
38:30operating system
38:31there are now and here in texas there
38:33are sherm chapters that are operating to
38:36it there are
38:37i know
38:38dozens and dozens of small businesses
38:40including mine that operate according to
38:42these guidelines but we go through this
38:44process
38:45of setting
38:46reviewing all our our long-term goals
38:48and
38:49setting our one-year goals
38:51every every year uh
38:54in my organization then every quarter we
38:56review our progress and set our rocks
38:58for each quarter uh
39:01again retraction for all of that
39:03information and how that works
39:05uh because he you know and a lot of that
39:07is outlined in jim collins book as well
39:09and good to great and his other writing
39:12but uh the great thing about the way
39:15gina wickman laid it out in interaction
39:18just makes it so easy
39:20and so accessible
39:23and we've seen these the rocks concept
39:26by stephen covey he talks about uh just
39:30you know
39:31putting those long-term
39:33uh
39:34truly important things first
39:38in our personal lives and in uh in our
39:41business and if you put the rocks in you
39:44know and you know you've heard it you
39:46put the rocks in first into the jar
39:48first and then you can fill in all the
39:50small things the sand the gravel and the
39:53sand and it all fits in the jar but if
39:55you fill the jar first with all the
39:57small things
39:59then you're going to
40:01end up
40:02not having room for the the big
40:04important things so you have to focus
40:06and you set those long-term goals those
40:08big rocks that you're talking about
40:10those have to be first and foremost and
40:12all of your planning in your execution
40:15and always
40:17in your accountability so that your
40:19leaders and every contributor in the
40:21organization knows these are the things
40:24that are priorities
40:25and i should probably add a slide with
40:28the eisenhower uh you know his matrix
40:31that that helps you differentiate
40:33between
40:35uh what's important and what's urgent
40:38and if you have seen that it's a great
40:39exercise to go through i use it a lot
40:42when i find that my list of things to do
40:45or my attention is is all over the place
40:48which happens a lot because i love shiny
40:50objects i'm your typical entrepreneur
40:52who is always trying to reinvent the
40:54wheel find a new way to do something
40:56solve a different problem because i get
40:58bored with the same routine things every
41:00day and so
41:02using uh
41:04that that matrix to help me identify
41:06what's really important and what's
41:07urgent you know you you know you come in
41:09after a few days off work and you've got
41:11300 emails
41:13are those 300 emails urgent
41:16or are they or are they important what's
41:18it you know and some of them may be
41:20important some may be things that really
41:21move
41:22key relationships ahead that move um
41:27the uh
41:28the organization forward help you
41:30achieve particular goals but a lot of
41:32those emails are urgent i need this
41:34answer right now i need this i need that
41:36i need that
41:37but are they really do they really need
41:39those i mean how many times have you
41:41come across an email
41:42three months later
41:44and you're like oh i never responded to
41:46that
41:47you call that person up kind of
41:48sheepishly and say hey i'm sorry i
41:49didn't i didn't respond to your email
41:52and they're like oh yeah it's no big
41:54deal don't worry about it well but
41:56your email was in all caps and like
41:58every other word was in bold and red
42:01oh yeah well we figured it out don't
42:02worry about it
42:03okay so it really wasn't even urgent
42:05even things that we think are urgent
42:07aren't always urgent now i do try to
42:10stay up on my emails and i do try to
42:11respond to people but sometimes
42:14we have to set our priorities and right
42:16now
42:17most of my audience here is in hr and
42:20you're definitely have to say prior
42:22set priorities right now this is a you
42:24know a year ago we were living in a
42:26world that was totally different than
42:282019
42:29and now we're in 2021 and we're living
42:31in a world that's completely different
42:32than 2020. uh now
42:34i'm hearing you know where a year ago hr
42:36people were kind of twiddling their
42:38thumbs or they were mostly worried about
42:39you know the next round of layoffs
42:42or what it was going to how they were
42:44going to bring employees back to the
42:45workplace now we're just trying to find
42:48competent warm bodies to sit in chairs
42:50for us recruiting is is you know
42:53recruiters are
42:54setting their own prices for whatever
42:56they want to make i had lunch with
42:58somebody uh really really bright in the
43:00recruiting industry yesterday and and in
43:03the numbers that she said that really
43:05competent recruiters were demanding a
43:07salary now or
43:09were just totally nuts
43:11but they can do it and hr people are
43:14over what overworked and so it's a
43:17totally different world uh than we were
43:19in a year ago
43:20but if we can
43:23if we can find a way to filter out a lot
43:26of the urgent stuff focus on what's
43:28really important we're going to achieve
43:29our goals a lot better than just staying
43:32on top of the daily grind of getting all
43:34the urgent things done
43:37and you know we just need to focus on
43:38those big rocks as we as we move forward
43:43and a big part of staying focused is
43:46avoiding those shiny objects and usually
43:50in my experience with hr folks and your
43:53your accounting folks and folks like
43:55that they are all about execution
43:58and it's it's hard for me to understand
44:01because i'm the exact opposite i'm not
44:03about execution i'm about the big idea
44:06i'm about solving a problem and moving
44:08forward and then crafting that and
44:10handing it to somebody and letting them
44:11execute it because in your organization
44:14you probably have some visionary leaders
44:16and they're like the cat chasing the
44:18laser whatever is happening that's where
44:20they're going and
44:22we have to build in accountability
44:24systems
44:25where leaders are accountable to their
44:27employees for staying focused and it
44:29also goes back to
44:32the idea that
44:34we need a level of accountability in
44:37organization where people trust that
44:39when a leader says they're going to do
44:40something that they're really going to
44:42do it
44:43and um
44:46that's still probably that's the area
44:48professionally after you know having my
44:51own company for well over 20 years and
44:54uh having an amazing staff who execute
44:57stuff for uh you know for the
44:58organization really well
45:00that's probably where i struggle the
45:01most still is being accountable and you
45:04know my employees do hold me accountable
45:06they've got that freedom and i think
45:07they trust
45:09that i'm not going to beat somebody up
45:11for not holding me accountable but uh or
45:14for holding me accountable
45:16if anything they're gonna get in trouble
45:17if they don't hold me accountable
45:18they're gonna that's where i'm gonna
45:20push back and say yeah you're right that
45:22should have happened i contributed to
45:24this loss but you watched me
45:27stumble off into the wrong direction and
45:28you didn't call me on it and so i you
45:30know part of your job is to hold me
45:32accountable and i need you to do that
45:34and that's really important and that may
45:36sound unfair to you but i know what i
45:38need and every employee we've all got
45:40different behaviors and as leaders we
45:42need to know what our deficits are and
45:43where we need help from employees
45:45and our peers and and uh
45:48as contributors uh we all also have that
45:51same thing we know what other people
45:52need and where we need to have that
45:54freedom and that trust where we can hold
45:56them accountable to stay focused because
45:58we don't want if if everybody's going
46:00off in their own directions again
46:02we're going to be it goes right back to
46:04that idea that uh we're all on different
46:07diets and if we we're not all following
46:09the same strategy we're not focusing on
46:11the right things and we're not going to
46:13get where we're going to go
46:16and focus is really the reason you can't
46:18walk into mcdonald's and order a pizza
46:21how many times have we seen
46:23uh restaurants especially fast food
46:25uh try to get into some other kind of
46:29food that sounded really interesting um
46:33and you know there's some consumer
46:35demand for a particular time and it's
46:38rarely does it ever work mcdonald's has
46:41got a great focus on
46:43delivering exactly what people expect on
46:46a really consistent basis and that's
46:49because they're focused
46:50and uh you know
46:52and it goes that way in our business as
46:54well whatever we set our focus to be and
46:57who we want to be we need to make sure
46:59that everything we do
47:00reinforces that to our employees to our
47:03customers to our other stakeholders
47:08so one of the questions we have is
47:11how do we know what opportunities we
47:13should pursue as an organization there's
47:16always you know
47:17i i
47:18i know a company
47:20based here in fort worth that is in a
47:22really unique business they're probably
47:24the best at what they do in that
47:26business
47:27uh kovit quickly impacted their business
47:30consumer demand dropped away quickly
47:32during coven because that's not
47:34something people were going to spend
47:35money or attention on
47:37so they got into the ppe business and
47:39started doing personal protection
47:41equipment which has nothing to do really
47:43with their core business you know but
47:44they thought well we've got the
47:45competency of manufacturing so we should
47:48be able to get into this
47:49and it was a disaster they didn't have
47:52there was an opportunity that came up
47:53but they didn't have the the focus uh
47:56and it was so different than the other
47:58rest of their businesses they were also
47:59trying to maintain at the same time
48:01uh so
48:03we need to look at our these new
48:06opportunities that come to us and this
48:08goes for the same thing personally too
48:09and i'll talk about that in a second but
48:12against the lens we need to look at all
48:14these opportunities through the lens of
48:15what our core values are
48:17uh and what we said our core focus are
48:19who we are as an organization
48:22and so
48:23an imperative we've got three values
48:25they're labeled one two and three here
48:27and i don't like to really put numbers
48:28on them because i don't think they're i
48:30don't i don't ever suggest that one's
48:32more important than the other but always
48:34act with integrity
48:36always work as one with respect and
48:38compassion
48:40and always act in the best interest of
48:41the client
48:42those three core values will will guide
48:45us through
48:46every personnel decision we make because
48:49i can if you're competent and you've got
48:51the basic behaviors and cognitive
48:52ability i can train you to be a
48:54background check analyst it's
48:57it's a very detailed job and if you've
48:59got you know again it goes down the
49:00behavior and basic cognitive ability but
49:03i can train most people to do that if uh
49:06if they've got those things but what i
49:08can't train it to somebody are their
49:10values
49:11and uh i can't change their values and
49:14and so
49:15and the same goes for the organization
49:17that we have opportunities presented to
49:19us from time to time and i have to look
49:21at those and the first thing i i should
49:23do and it's not always what i do first
49:25because i often like the idea of the
49:27money that an opportunity may suggest
49:29but ultimately i have to go back to our
49:31core values and say does this line up
49:33with our core values or is it uh is is
49:37there a problem here will be
49:38compromising our core values uh to uh if
49:42we if we pursue this business or this
49:43opportunity
49:45and then you know we look and sometimes
49:47an opportunity may come up and we have
49:48to say well maybe i
49:51should
49:52really consider doing this
49:54and but that means as an organization we
49:57have to change
49:59where we've said where we say we want to
50:01go and that's perfectly legitimate it's
50:04very few of us in our lives are where we
50:06thought we were going to be 15 years ago
50:09you know things change new opportunities
50:10come up and we evaluate things and we
50:12make changes in our lives right same in
50:14our company that's fine but we need to
50:16realize that we're doing it as we do it
50:18so it needs to be intentional in how we
50:20say okay this is where we're going to go
50:22this opportunity has come up we think
50:24this is the the best way to serve our
50:26customers or this is the best thing for
50:28our employees or our shareholders our
50:30stakeholders um
50:33but doing that means that we are going
50:35to turn away from this other 10-year
50:37objective that we set and we're going to
50:39pursue this other round there's nothing
50:41wrong with that but it needs to be
50:42intentional it needs to be something
50:44that leadership is setting uh
50:48it's a course that leadership is setting
50:50upon
50:51with full understanding of what it means
50:53and again going through all of the
50:55things we've already talked about about
50:56uh you know what bridges we're going to
50:59have to burn what significant
51:01relationships we're going to change in
51:02the organization in order to get there
51:06and just like we have to say no on the
51:09business level uh we have to learn how
51:11to say no to opportunities
51:13on the personal level
51:15um and i will be honest
51:18pre covet i was really good at at
51:20following this rubric uh that i i
51:22developed a number of years ago about
51:25trying to decide which commitments i
51:26would accept and which commitments i
51:28wouldn't but then we had a year of covet
51:31and i got lonely i'm the extrovert i
51:34need to be out talking to people i need
51:36i need to have lunch with people during
51:38the uh during covid
51:40i i during a normal precoc i would
51:42normally have lunch with some breakfast
51:45with friends coffee at least with
51:46friends two or three mornings a week
51:49well coveted hit all the coffee shops in
51:53fort worth closed for a while
51:56except for the starbucks in kroger
51:58and so one of my buddies and i would
52:00meet at this at the kroger near my house
52:04buy a starbucks and walk the aisles
52:07because that was the only thing that was
52:09available to us and i needed to uh do
52:12this i was the la you know the the six
52:14or eight months that we were really like
52:16gotten covered were horrible for me
52:18they're really hard that isolation's
52:20just not what i'm built for
52:22and uh we did a lot of webinar stuff and
52:24all that but it wasn't the same
52:26so
52:27as soon as stuff that opened back up and
52:29then especially in april and may when
52:31people started having live conferences
52:33again
52:34i said yes to everything because i was
52:36so excited about being out there and now
52:39i'm realizing i've said yes to a lot of
52:41fun and exciting things but they're not
52:43always the right things for me to say
52:44yes to uh and and some of them are
52:47commitments to
52:49to speak at a conference or to be
52:51someplace uh and assist somebody to men
52:54to mentor somebody there are a lot of
52:56great things that i've had opportunities
52:58to do this year
52:59but not all of them really helped me
53:01move forward and so i personally need to
53:04get back to
53:06this idea that
53:09i need to say no more often to
53:12opportunities and i need to follow
53:14these uh
53:15these guidelines and the first question
53:17is is
53:18is this opportunity in line with my uh
53:21personal and professional values and if
53:23it's no i need to you know either
53:25delegate it or just say no thank you
53:29and then next question is is it a hell
53:31yeah is it just that unique opportunity
53:33that's a once-in-a-lifetime type event
53:36or opportunity that i'm not going to get
53:37another chance to do and it's just a
53:39really neat time to work with a special
53:40company or work with some unique kind of
53:42people or learn something really great
53:45uh then you know then maybe yes so i go
53:47through this rubric i need to do it a
53:48lot more
53:50just personally to get where i need to
53:52go
53:53to be as successful and spend my time on
53:56the really important stuff because
53:57sometimes
53:58we can fill our days with things that
54:00aren't really going to
54:02be as rewarding as we'd like
54:04and uh i think warren buffett said it
54:06really well when he said that you know
54:08really successful people say no to
54:10almost everything and that's probably
54:12why i don't have warren buffett money
54:14because i'm just a boy who can't say no
54:15so i'm working on it
54:17but
54:18i think that's uh something we need to
54:20constantly be skeptical of as every new
54:22opportunity that comes along that we
54:24don't have to take every single one of
54:26those things of those opportunities
54:30oops excuse me there we go
54:34i'm i'm
54:35having a button problem it helps if you
54:37push the right buttons when you're
54:38trying to do things
54:40so again the books strategy and the fat
54:43smoker by david maester good to great by
54:46jim collins and traction uh getting a
54:48grip on your business by gina wickman
54:50and you think about
54:53the the last two books as books for
54:55business owners or founders or people
54:57like that and i'm here to tell you that
55:00the stuff that you learn in traction
55:02things the stuff you learn about great
55:04businesses in all of jim collins writing
55:07uh
55:08is
55:10stuff that you can apply in hr in
55:11accounting in whatever
55:14your domain is in the organization you
55:16can apply that stuff it it it's really
55:19um
55:20it's really not just the domain of the
55:24visionary or the ceo or the founder
55:27whatever you whatever's in that role in
55:28your organization it's not just their
55:30role to
55:31to think big about what the organization
55:34could be and the best way to execute
55:36strategy every contributor in the
55:38organization has a role to play there
55:41and as i said earlier
55:43your
55:44this is approved for
55:46a professional development credit for
55:48sherm certified professionals and
55:51if you're hrci certified uh a business
55:54credit if you're if you're an sbhr and
55:57uh
55:58watch your email
55:59probably late this afternoon or first
56:01thing tomorrow morning there will be a
56:04uh an email with
56:06the recertification information
56:08and let me
56:09in case there are any questions let me
56:10look at the questions real quick it
56:12doesn't look like it melinda said that
56:14the boys and girls club uses eos which
56:16is the out the entrepreneurial operating
56:18system mentioned in
56:20i mentioned williams talking
56:22about the traction book gina whitman's
56:24book
56:25uh so
56:27not having any questions i'm going to
56:29drop one thing in the chat for everybody
56:34click on that link
56:36good morning hr is my new podcast
56:39episode number four dropped today
56:42uh and uh so uh
56:45i mean
56:47don't listen to it because of me i'm
56:48just the guy asking the questions that's
56:50kind of my specialty as as being the
56:53the dumb guy who who picks the brains of
56:56smart people and so i think every one of
56:58my guests so far has been really bright
57:00i've got the the next nine or ten
57:04episodes so it drops every thursday
57:06morning next 910 are already lined up uh
57:09and in relation to the fort worth hr
57:12strategic mindset conference which is a
57:14full day of hrci business credit which
57:17is also going to be great for any
57:18anybody who's got a sherm certification
57:21that is on september 17th and i'm
57:23interviewing all of their speakers
57:25all almost all other speakers and i'm
57:28one of them so i want to interview
57:29myself
57:31but between now and the september 17th
57:34uh we'll have we'll be publishing
57:36special editions of the podcast just to
57:38promote fort worth hr's strategic
57:40mindset conference
57:41so thank you everybody for joining us
57:43today i i hope this has been helpful
57:46yeah and as always my email is right
57:49there
57:49uh don't hesitate to reach out to shoot
57:52me an email give me a call if i can help
57:54uh certainly with
57:56any things we talked about today
57:58or
58:00if you need uh
58:02you know better background checks for on
58:05your prospective employees
58:07if you need due diligence on
58:10uh
58:10business partners or
58:13procurement ventures or anything like
58:15that that you're you know if you need
58:16information about people that you're
58:18involving in your business please don't
58:20hesitate to reach out to us as well
58:21because i'd love to help you do that on
58:23a really
58:24excellent level
58:26thanks have a great one i appreciate you
58:27joining us hope to see you in a few
58:28weeks at our next webinar
58:31bye-bye