WEBVTT 1 00:00:08.839 --> 00:00:11.800 Welcome back to another episode of the Restaurant Report. Today we're going to be 2 00:00:11.800 --> 00:00:16.879 talking about leadership tactics for twenty twenty five and one of the things that I 3 00:00:16.920 --> 00:00:20.359 wanted to break into is some of the events that are out there. And 4 00:00:20.399 --> 00:00:25.000 we are partnered with the Prosper Forum and joining me today of course is Hattie 5 00:00:25.039 --> 00:00:28.760 Hill. Is Hattie Hill and mister David Job. Great to have you guys 6 00:00:28.760 --> 00:00:33.200 on the podcast. Thank you, Thank you, Paul. You guys did 7 00:00:33.200 --> 00:00:35.840 this with us last year, so it was really fun. And you know, 8 00:00:36.240 --> 00:00:41.280 ironically, we had a really good performance on the podcast, you know, 9 00:00:41.359 --> 00:00:44.479 on the like on YouTube, it got a ton of views, so 10 00:00:44.479 --> 00:00:50.719 I think a lot of people are really leaning into leadership strategies. Obviously the 11 00:00:50.759 --> 00:00:54.479 forum is all about that. Maybe you guys could give us in our audience 12 00:00:54.560 --> 00:00:59.000 a little bit of an outline of what Prosper Forum is all about. Well, 13 00:00:59.399 --> 00:01:03.520 first, Paul, I just want to say thank you. We couldn't 14 00:01:03.520 --> 00:01:08.840 be more proud to be a partner with you, rever Networks, saverer FM 15 00:01:10.400 --> 00:01:15.040 and your team. You guys epitomize leadership, so it's a real honor and 16 00:01:15.519 --> 00:01:21.159 it's a real benefit for the Prosper Forum. When you think about leadership, 17 00:01:21.200 --> 00:01:25.599 to be able to partner with leaders like you, you're a transformative leader, 18 00:01:25.719 --> 00:01:30.000 you're influence leader. People look to you, and so I just wanted to 19 00:01:30.000 --> 00:01:36.239 say thank you very much for that opportunity. And we're excited about what we 20 00:01:36.359 --> 00:01:40.680 have here and you are a part of that. But you know, we, 21 00:01:41.359 --> 00:01:44.599 Pattie and I had really thought, you know, even ten years ago, 22 00:01:44.799 --> 00:01:51.519 that there was a different way to take this great industry of ours and 23 00:01:51.680 --> 00:01:55.879 bring people together. And it really you know, we have our vision, 24 00:01:56.159 --> 00:02:00.560 which is a real, you know, mouthful and more prosperous and just world. 25 00:02:00.079 --> 00:02:05.319 But if you think about the industry that we're in, we employ everybody 26 00:02:05.719 --> 00:02:08.520 and everybody has to eat. So if you think about trying to make a 27 00:02:08.639 --> 00:02:14.080 difference in the world, I don't think there's any better industry than this great 28 00:02:14.120 --> 00:02:17.520 industry that we're all in, a food service, hospitality, and I think, 29 00:02:17.960 --> 00:02:22.199 you know, this more prosperous and just world. So how do you 30 00:02:22.240 --> 00:02:25.280 make that happen, right, Paul? How do you bring people like you? 31 00:02:25.479 --> 00:02:30.719 Right? That's what we're trying to do, unite leaders, but fundamentally, 32 00:02:30.000 --> 00:02:36.919 foundationally, deliberately, intentionally, we have said you must have this next 33 00:02:36.960 --> 00:02:40.800 generation of diverse leadership. So how do you make all of that happen? 34 00:02:40.960 --> 00:02:46.039 Right, Well, we had enough relational capital for you know, particularly with 35 00:02:46.120 --> 00:02:50.879 Hattie Hill on board, who doesn't know Hattie, and then to be able 36 00:02:50.879 --> 00:02:53.919 to partner people like you. Right, we had the relational capital and the 37 00:02:53.960 --> 00:02:59.120 history that we could bring leaders together. But we had to figure out how 38 00:02:59.159 --> 00:03:05.240 to deliberately intentionally bring this next generation of diverse leadership right. And really, 39 00:03:05.280 --> 00:03:10.000 as you know, Paul, we really just basically demanded nicely as much as 40 00:03:10.039 --> 00:03:15.319 you could at these CEOs, you must bring a next generation diverse leader with 41 00:03:15.400 --> 00:03:23.120 you. And really it's about like minded individuals with like minded companies coming together 42 00:03:23.759 --> 00:03:29.680 that are thinking differently, to learn differently, to act differently, to win 43 00:03:29.840 --> 00:03:35.680 differently. So we've been real fortunate, right that the real you know, 44 00:03:35.759 --> 00:03:38.520 Hattie always says this, Right when you think about all of the things around 45 00:03:38.719 --> 00:03:44.919 diversity today, right, the d word was not even talked about then it 46 00:03:44.960 --> 00:03:46.599 was a great word. Then it's like, is it is it? You 47 00:03:46.639 --> 00:03:52.439 know? Are there issues? Really it is about this industry, our continued 48 00:03:52.520 --> 00:03:57.360 need for talent, right, the change in the world. We're more diverse 49 00:03:57.479 --> 00:04:03.319 tomorrow than we are today, and every consumer, every customer, every employee, 50 00:04:03.560 --> 00:04:10.000 every stakeholder in your business is more diverse tomorrow than they are today. 51 00:04:10.479 --> 00:04:17.680 So the idea about bringing deliberately a next generation of diverse talent that in fact 52 00:04:17.959 --> 00:04:25.439 is thinking and acting and winning differently, which you know, we're very proud, 53 00:04:25.639 --> 00:04:30.199 quite frankly that you know the prosper Form although now in its full second 54 00:04:30.279 --> 00:04:36.720 year, the response to it has exceeded the objectives and certainly the expectations that 55 00:04:36.759 --> 00:04:43.040 we've had. So this idea of bringing the current leaders with the next gen. 56 00:04:43.360 --> 00:04:46.600 And of course it is individuals, right, the leaders of the industry 57 00:04:46.759 --> 00:04:54.040 recognize, right, like minded companies, like minded individuals coming together in a 58 00:04:54.240 --> 00:04:57.560 differentiated environment. And I think you know, Paul, and you're you're a 59 00:04:57.560 --> 00:05:01.879 big part of that, right, We set an environment that really is different. 60 00:05:02.120 --> 00:05:09.120 It's open, it's safe, it's barriers just get broken down. And 61 00:05:09.439 --> 00:05:14.040 look, part of that is we have a different group that comes. If 62 00:05:14.079 --> 00:05:17.639 you look at you look at the diversity of our group. It is a 63 00:05:17.720 --> 00:05:24.319 diversity, except probably not that senior executive CEO level, which still looks a 64 00:05:24.360 --> 00:05:28.439 lot like you and I, Right, Paul, you looked at that attendance 65 00:05:28.959 --> 00:05:34.360 of the prosper form, it was exceptionally diverse, right, which a lot 66 00:05:34.360 --> 00:05:38.839 of people. The feedback had been, you know, the biggest thing that 67 00:05:38.920 --> 00:05:42.040 we've got, right, Paul, and I think this goes to your leadership 68 00:05:42.079 --> 00:05:47.160 twenty twenty five, right is what leadership to me has always been defined really 69 00:05:47.199 --> 00:05:53.120 by two words, right, follow me. And if we were on this 70 00:05:53.199 --> 00:05:57.040 podcast, as you know a year ago, it was much more well Hattie 71 00:05:57.040 --> 00:06:00.399 and I, you know, and some a lot of industry leaders and influencers 72 00:06:00.839 --> 00:06:06.560 right as you know, you know, from David Gibbs to Paul Brown, 73 00:06:06.879 --> 00:06:13.240 to Kelly Vala to up and coming Maria Rivera with small sliders right yea. 74 00:06:14.000 --> 00:06:20.160 But that that group right coming together right, was really about thinking and acting 75 00:06:20.600 --> 00:06:26.800 you know differently, right. So that environment right where you had the CEOs 76 00:06:26.920 --> 00:06:29.639 there, you know, on our Prosper Accelerator program, you know, it 77 00:06:29.720 --> 00:06:32.480 was a big part of that. And look, Inspire Brands brought seven Prosper 78 00:06:32.560 --> 00:06:42.000 Accelerators because Paul Brown wanted to spend three days with that group where those seven 79 00:06:42.040 --> 00:06:46.279 accelerators have the opportunity to see and be exposed to people like you, like 80 00:06:46.360 --> 00:06:50.839 Caddie Hill, like Great Creed, like Maria Rivera, like Kelly valad to 81 00:06:50.959 --> 00:06:56.839 Denny's, like GJ. Hart, right, Alex Eagle of Free World Burritos, 82 00:06:56.920 --> 00:07:00.519 Right, So we were very deliberate and very intention right, so it 83 00:07:00.600 --> 00:07:05.720 really goes into the bottom line, at least for us, right a year 84 00:07:05.800 --> 00:07:09.319 or two ago. This is what we think we're going to do. Paul, 85 00:07:09.399 --> 00:07:12.639 thanks for coming on board and helping us. Right, this is the 86 00:07:12.839 --> 00:07:16.319 vision. This is the outcomes that we think, where today we would be 87 00:07:16.439 --> 00:07:20.600 much more saying we're not talking about it, we're not thinking that this is 88 00:07:21.079 --> 00:07:26.639 this is the results that we're having. These are the outcomes. These are 89 00:07:26.639 --> 00:07:30.040 what people are saying, which really is Listen, this was different. This 90 00:07:30.199 --> 00:07:34.000 was one of, if not the single best use of my time for not 91 00:07:34.199 --> 00:07:39.839 the thought leading content, the best practices, the takeaways, and look, 92 00:07:39.920 --> 00:07:45.879 the real content of any event is the people. Is the people in attendance. 93 00:07:45.959 --> 00:07:50.240 That's the true content of any event. And we've been very fortunate to 94 00:07:50.439 --> 00:07:55.920 have you know, people like Papa John, you know Subway last year came 95 00:07:55.959 --> 00:07:59.160 for the first time and they're like a great roster, that's for sure. 96 00:07:59.480 --> 00:08:03.560 Yeah, this is different. So anyway, that was probably a lot more 97 00:08:03.120 --> 00:08:07.399 in the opening, you know, Slavo here of you know, Leadership twenty 98 00:08:07.439 --> 00:08:13.839 twenty five. Well, it kind of sets up the framework of today's podcast, 99 00:08:13.879 --> 00:08:16.680 and Hattie, I know as a board member of Prosper Forum, I 100 00:08:16.839 --> 00:08:22.959 was looking at the diversity of last year's event. That was great, and 101 00:08:22.120 --> 00:08:26.600 you know, we've seen a lot of events that have started to do some 102 00:08:26.759 --> 00:08:31.759 things like this, but with the Prosper event, it seemed as though there 103 00:08:31.000 --> 00:08:37.480 was quite a bit of unique design around the leaders that were there. And 104 00:08:37.519 --> 00:08:39.960 I'll get to that in a second. But when you look at leaders today, 105 00:08:41.240 --> 00:08:45.240 I guess my first question to you is around adaptive leadership. Have you 106 00:08:45.360 --> 00:08:52.559 started to see a real shift in how leadership is taking this kind of this 107 00:08:52.679 --> 00:08:58.960 next generation workforce, especially in food service today with kind of a different framework 108 00:08:58.000 --> 00:09:03.399 in terms of how they're working with those people now. But first, thank 109 00:09:03.440 --> 00:09:05.559 you, Paul. It's excited to be here. As you can tell, 110 00:09:05.639 --> 00:09:09.200 David is passionate, so I just sit and smile and let him tell you 111 00:09:09.240 --> 00:09:13.559 all the good stuff. But no, it is absolutely I'm just honored to 112 00:09:13.600 --> 00:09:16.559 be a part of this and thankful to David and the team to be on 113 00:09:16.600 --> 00:09:22.519 the board of Prosper because it really gets to all the things that I've believed 114 00:09:22.600 --> 00:09:26.159 and advocated for in my entire career, and that is that as leaders, 115 00:09:26.240 --> 00:09:31.159 we're continuous learners. We have to look at who are the people that walk 116 00:09:31.240 --> 00:09:35.919 through my door every day, and because of the pandemic and other things, 117 00:09:35.240 --> 00:09:41.000 we have to be adaptive leaders in this day and time. It is absolutely 118 00:09:41.080 --> 00:09:48.679 the new currency of business because you want to understand each one of your employees, 119 00:09:48.720 --> 00:09:52.080 you want to understand your organization, and then how do I need to 120 00:09:52.200 --> 00:09:56.000 adapt to make sure that this person not only comes to me, but stays 121 00:09:56.039 --> 00:10:01.759 with me. The whole idea of recruitment and retention is real. It's impacted 122 00:10:01.840 --> 00:10:05.720 all of our restaurants. You go in your favorite restaurant there, half of 123 00:10:05.799 --> 00:10:09.919 it may not be opened or closed at a different time because we don't have 124 00:10:09.000 --> 00:10:13.679 the staff. So for us and the Prosper Forum, it's about bringing these 125 00:10:13.720 --> 00:10:18.879 amazing leaders together. But let's be clear, it is about business and making 126 00:10:18.919 --> 00:10:24.919 our business better because we are adapted leaders. Well, I think that's the 127 00:10:24.639 --> 00:10:28.440 cool thing that I found. You know, we did a bunch of podcasts 128 00:10:28.440 --> 00:10:31.679 there at the event. We'll be doing a bunch this year, and one 129 00:10:31.679 --> 00:10:37.399 of the things that was things that I felt were so unique was the frame 130 00:10:37.440 --> 00:10:41.759 of mind of these operators. You know, you see a few events that 131 00:10:41.720 --> 00:10:46.840 you just feel like the operators that come to these events have opened up, 132 00:10:46.879 --> 00:10:50.480 and then you go to events where you feel like operators are just there to 133 00:10:50.720 --> 00:10:56.559 collect information. You know, this one felt very opened up. You know, 134 00:10:56.639 --> 00:11:01.799 everybody was very receptive. When you look at adaptive leadership and you think 135 00:11:01.840 --> 00:11:05.399 about culture, especially today, and I'll keep this on you, Hattie, 136 00:11:05.679 --> 00:11:13.679 the idea around continuously learning, creating and fostering that kind of culture that has 137 00:11:13.759 --> 00:11:18.000 not been an area that the restaurant industry has been known for in the past. 138 00:11:18.080 --> 00:11:22.759 Do you feel like that's changing now though? Oh? Absolutely. We 139 00:11:22.919 --> 00:11:28.279 had to do, Paul, a serious shift when COVID happened, right, 140 00:11:28.679 --> 00:11:31.200 And what we learned was we can be adaptive, no matter how old the 141 00:11:31.240 --> 00:11:37.200 business, no matter how we've got to do it this way. Everyone was 142 00:11:37.279 --> 00:11:41.759 forced to learn something different. The good news about that, and they always 143 00:11:41.799 --> 00:11:46.000 say, you never waste a good crisis, So the good news of the 144 00:11:46.039 --> 00:11:50.720 crisis of the pandemic was we've had to be very adaptive in the way we 145 00:11:50.799 --> 00:11:54.919 work with our employees, the way we look at our business, and the 146 00:11:54.000 --> 00:11:58.679 way we think about culture. Because the culture is now a hybrid culture. 147 00:12:00.080 --> 00:12:03.639 Always in the office, right, exactly, you're not always at the restaurant. 148 00:12:05.120 --> 00:12:09.759 So absolutely, the adaptability, the learning, the innovation, all of 149 00:12:09.799 --> 00:12:16.159 that was a gift of COVID. And also the adaptability. Now it's got 150 00:12:16.159 --> 00:12:20.200 to be fast, it's not exactly speed, I think is a big one. 151 00:12:20.480 --> 00:12:24.919 Hey David, you've had a chance last year and I saw you work 152 00:12:24.919 --> 00:12:26.519 in your magic there with all the leaders, and I don't know how you 153 00:12:26.519 --> 00:12:31.000 guys run an event like that because it feels like you got, you know, 154 00:12:31.080 --> 00:12:33.639 an eight string band going on in a concert that's happening in four rooms. 155 00:12:35.240 --> 00:12:37.799 So to me, it was pretty it was pretty cool to watch you 156 00:12:37.879 --> 00:12:43.600 work. But my question is when you walked away from the event last year, 157 00:12:43.720 --> 00:12:46.360 was there a story that you could tell me that says, hey, 158 00:12:46.399 --> 00:12:52.480 Paul, this was the transformation of a leader. I saw this with X, 159 00:12:52.639 --> 00:12:54.399 Y or Z, anybody that you could kind of share a little bit 160 00:12:54.399 --> 00:13:00.279 about. Yeah, I think there's You know, obviously, we're fortunate that 161 00:13:01.600 --> 00:13:07.000 you know lots of feedback, and we're deliberate about the feedback, intentional about 162 00:13:07.080 --> 00:13:11.440 asking for it and not only asking at times, begging for it, right, 163 00:13:11.960 --> 00:13:16.759 because it's it's really the collective group that's going to come up with you 164 00:13:16.799 --> 00:13:22.720 know that thinking and acting differently, to win differently and to win better. 165 00:13:22.759 --> 00:13:26.039 But one of the one of the things that had happened at one of the 166 00:13:26.039 --> 00:13:33.879 events, you know, we had put intentionally we had put four completely diverse 167 00:13:33.000 --> 00:13:39.240 individuals on stage at the same time, all at one time. And we 168 00:13:39.279 --> 00:13:45.360 did this with James Fripp. We did this with Alisha McMath right, running 169 00:13:45.519 --> 00:13:52.360 chief people officer for Compass right the largest right the fourth largest employer in the 170 00:13:52.360 --> 00:13:56.200 world young brands, you know, the number one restaurant chain in the world. 171 00:13:56.519 --> 00:14:01.960 It was moderated by Idristover of Shakeshaft and then we obviously had Adrian Tremble 172 00:14:03.080 --> 00:14:07.759 on their chief people officer of Cisco. So you think about the influence that 173 00:14:07.919 --> 00:14:11.360 was on that stage. And we didn't come up with the topic. It 174 00:14:11.440 --> 00:14:15.799 was Idris Stover of Shapshack that came up with the topic, which was you 175 00:14:15.799 --> 00:14:22.120 know, inclusion in action and the feedback that we got off of that really 176 00:14:22.240 --> 00:14:26.440 most of it came from digital and online and social, but it was this 177 00:14:26.519 --> 00:14:31.879 is what fifty years you know of inclusion looks like, right, and you 178 00:14:31.879 --> 00:14:35.759 know, look, I'll be real clear, right Paul that you know, 179 00:14:35.519 --> 00:14:39.519 I get pushed in different ways, right, like, hey, what are 180 00:14:39.559 --> 00:14:43.799 you doing here, David? Right? Is it okay if you know a 181 00:14:43.840 --> 00:14:48.000 heterosexual white guy with a beard, Is it okay if they're part of this 182 00:14:48.080 --> 00:14:50.600 event? To hey, you know, David, are you and Hattie just 183 00:14:50.600 --> 00:14:56.080 trying to take advantage of you know, a situation here with you know, 184 00:14:56.200 --> 00:15:01.600 d E and I. And the answer to that is for every one of 185 00:15:01.639 --> 00:15:05.840 those, it's one hundred comments that come back that says, finally, right, 186 00:15:07.360 --> 00:15:11.600 this this this environment, this event, that we're a part of, 187 00:15:11.639 --> 00:15:16.440 this community that you're growing. We actually are doing something. It's not just 188 00:15:16.559 --> 00:15:20.120 talk about it. It's not just hey be on stage and then leave. 189 00:15:20.480 --> 00:15:24.440 Hey let me be on this committee that never survives and goes away. So 190 00:15:24.960 --> 00:15:28.759 you know, the big outcome of that is our Prosper Accelerator program. But 191 00:15:28.879 --> 00:15:33.279 I think in answer again full circle pall to your question, that was a 192 00:15:33.320 --> 00:15:39.279 really good example, right, and that was by design, Like we're very 193 00:15:39.519 --> 00:15:43.799 very clear about, Look, we are going to reach out. This is 194 00:15:43.879 --> 00:15:50.320 thinking and acting differently right to a more diverse audience, right, because that 195 00:15:50.519 --> 00:15:54.480 reflects it and I think you know I've told the story many times, right, 196 00:15:54.600 --> 00:15:58.320 of one of the larger, most significant restaurant chains, one of the 197 00:15:58.360 --> 00:16:04.360 fastesting you know of, asking that you know CEO and founder, right, 198 00:16:04.440 --> 00:16:08.480 we need to you must bring a diverse leader. And he's like, look, 199 00:16:08.519 --> 00:16:12.320 we get it. We know the consumer, we know our customers, 200 00:16:12.399 --> 00:16:17.919 we know every stakeholder, we know our employees. Right. But we're tie 201 00:16:17.960 --> 00:16:22.639 in white guys from the Jersey shore, right, not in the C suite. 202 00:16:22.799 --> 00:16:27.159 Yet we have you know, this young diverse he runs some of the 203 00:16:27.200 --> 00:16:33.080 best business for us highschool like him? Yeah, like him? We bring 204 00:16:33.279 --> 00:16:38.480 we put on right. And so the point is the Maria Rivera is the 205 00:16:38.519 --> 00:16:45.759 only Latino female CEO in a trillion dollar industry. Now wait a minute, 206 00:16:45.879 --> 00:16:52.039 right, Paul pulled up. Women are half the population and Hispanic Latino Arizona 207 00:16:52.120 --> 00:16:56.799 where I live, California, New Mexico Tech. Right, it's almost, 208 00:16:56.840 --> 00:17:00.360 if not the majority of the population. It's twenty five percent of the population 209 00:17:00.679 --> 00:17:06.000 growing at twenty twenty five percent. Yeah, you're telling me, right, 210 00:17:06.519 --> 00:17:11.759 or what I am saying? What the prosper form is saying that opportunity for 211 00:17:11.039 --> 00:17:18.960 talent is so available to us that if we shift and think differently, right, 212 00:17:19.359 --> 00:17:22.880 And that's essentially what we're doing in you know, anyway, there's an 213 00:17:22.880 --> 00:17:26.799 example or two. Yeah, Well, I think you know, one thing 214 00:17:26.839 --> 00:17:32.119 that a lot of people forget is this is that often in this industry, 215 00:17:32.160 --> 00:17:37.240 it's unfortunate, but most of the media headlines are geared toward, you know, 216 00:17:37.359 --> 00:17:41.400 the CEOs that have been around for a very long time. It's not 217 00:17:41.440 --> 00:17:44.079 that they're a bad thing. They've led this industry for quite some time. 218 00:17:44.559 --> 00:17:48.440 But we haven't seen kind of this next generation, you know. And what 219 00:17:48.599 --> 00:17:52.559 one thing that has happened, I know, even with our own podcast network, 220 00:17:52.079 --> 00:17:57.559 you know, we've started opening up our podcast mics to a lot more 221 00:17:59.440 --> 00:18:03.279 not really, we just opened it up to more emerging leaders. But when 222 00:18:03.319 --> 00:18:08.119 we did that, it automatically became much more diverse, you know, because 223 00:18:08.160 --> 00:18:11.759 it was an emerging crop. And I think that's the question I have. 224 00:18:12.680 --> 00:18:18.200 And maybe there is a transformative shift that is occurring right now. And you 225 00:18:18.200 --> 00:18:22.200 think about twenty twenty five, Hattie, and what brands are going to look 226 00:18:22.359 --> 00:18:26.400 like in five years, you know, just the makeup of that c suite 227 00:18:26.799 --> 00:18:32.200 or even the top level management. Do you think that this next year or 228 00:18:32.240 --> 00:18:37.279 two could set the stage for that going forward? Oh? Absolutely, Paul. 229 00:18:37.400 --> 00:18:41.480 Here's and David mentions this all the time, and James Fripp with Young 230 00:18:42.160 --> 00:18:48.160 said this very clearly at Prosper last year. Our next generation is changing daily 231 00:18:48.200 --> 00:18:51.400 and we have to change and make sure our products are prepared for that. 232 00:18:52.000 --> 00:18:56.200 Example, McKenzie, some research mackenzie did on the gen Z the next level 233 00:18:56.279 --> 00:19:03.480 group, right, forty seven percent of that group have said they are racially 234 00:19:03.519 --> 00:19:08.599 different, ethnically different. Eighty seven percent said their friends and people and their 235 00:19:08.640 --> 00:19:15.599 immediate groups are diverse people. So when you hear the noise around diversity going 236 00:19:15.640 --> 00:19:18.680 away, that's our audience. So there's no way it's going to go away. 237 00:19:18.680 --> 00:19:22.640 We may call it something different, and that's okay if we need to 238 00:19:22.039 --> 00:19:26.960 sure. Our job at Prosper and what this team is committed to is to 239 00:19:27.039 --> 00:19:33.920 make sure that we connect the more tenured leaders with this next group so that 240 00:19:33.960 --> 00:19:37.880 we'll have the talent transfer. You still want to keep your business growing, 241 00:19:37.000 --> 00:19:41.640 you still want to make sure the stock is making money, right, and 242 00:19:41.720 --> 00:19:48.279 so that's automatically going to change just because of the demographics. What Prosper has 243 00:19:48.359 --> 00:19:52.880 done is really to be deliberate about bringing those two groups together, build these 244 00:19:52.920 --> 00:19:59.160 trusted, long term relationships so that they can do business and be effective and 245 00:19:59.359 --> 00:20:03.720 build the right pla cultures. Well, I think the key there as we've 246 00:20:03.759 --> 00:20:08.720 seen so many emerging brands. You know, I just think about a lot 247 00:20:08.759 --> 00:20:11.960 of CEOs today that I talked to, especially that they're coming out in the 248 00:20:12.000 --> 00:20:17.359 emerging brand sector, meaning you know, they're under twenty units, they're starting 249 00:20:17.400 --> 00:20:21.200 to it's mostly in the fast casual space. Because we host our podcast Fast 250 00:20:21.200 --> 00:20:26.039 Casual Nation, I've been surprised when we did the original documentary about a decade 251 00:20:26.079 --> 00:20:29.799 ago, you know, it was a different crop of people. It was 252 00:20:29.880 --> 00:20:33.720 the icons that kind of cracked the seal on Fast Casual and you know, 253 00:20:33.759 --> 00:20:37.200 you have the ron Shakes of the World, the Rondy Grudy's of Shakescheck, 254 00:20:37.599 --> 00:20:41.759 you know, Danny Meers, et cetera. That have really kind of accelerated. 255 00:20:41.839 --> 00:20:48.039 But now it appears that that baton is now passing and I think we're 256 00:20:48.160 --> 00:20:53.720 right there at that precipice today. When you think about that and what we've 257 00:20:53.759 --> 00:20:59.759 started to see with this hybrid model, because there's a lot of people working 258 00:20:59.799 --> 00:21:07.240 now away from corporate facility, do you think that helps helps or hinders potential 259 00:21:07.319 --> 00:21:12.440 careers of being maybe away from corporate life or is it a different just a 260 00:21:12.480 --> 00:21:15.519 completely different world today. What are your thoughts? Well, because I spent 261 00:21:15.640 --> 00:21:22.119 a lot of time in this baseball really talking about culture and people and what 262 00:21:22.319 --> 00:21:25.720 happened when we had to go to this hybrid model. And we of course 263 00:21:25.880 --> 00:21:30.000 did it because we had to. But you realize that your culture has to 264 00:21:30.039 --> 00:21:33.160 be built outside of the office. And that's tough for some of us who've 265 00:21:33.200 --> 00:21:37.240 been around for a long time because we like to, you know, come 266 00:21:37.279 --> 00:21:40.680 into the office, we all get to know each other, right, So 267 00:21:40.720 --> 00:21:45.160 we have to learn to build that trust from outside, which means we have 268 00:21:45.279 --> 00:21:48.519 to make clear goals, we have to do what we're doing right now. 269 00:21:48.559 --> 00:21:52.880 With technology, we have to bet on zoom teams, whatever it takes for 270 00:21:52.960 --> 00:21:56.359 you to you know, a lot of people use the Google Meets for collaboration 271 00:21:56.480 --> 00:22:02.000 other base projects. You know, there's all kinds of project's software that you 272 00:22:02.000 --> 00:22:06.480 can use or technology. At the end of the day, I have to 273 00:22:06.640 --> 00:22:11.519 understand the nuances of the people that I'm working with and build trust. And 274 00:22:11.519 --> 00:22:15.720 I'll give you an example. I was talking to someone last week, so 275 00:22:15.839 --> 00:22:18.440 woman, she has a couple of kids. She works for one of the 276 00:22:18.480 --> 00:22:22.519 major companies in the food industry, and she was saying she didn't feel like 277 00:22:22.599 --> 00:22:26.319 her boss trusted her. They were working from home. They work from home 278 00:22:26.359 --> 00:22:30.480 three days a week, and she said, I have to go and get 279 00:22:30.559 --> 00:22:33.400 pick up my child from kindergarten. So it's you know, three o'clock, 280 00:22:33.440 --> 00:22:37.920 two thirty in the afternoon. But she said, I'll come back, I'll 281 00:22:37.960 --> 00:22:40.680 feed the kid, log back on, and I might be on, get 282 00:22:40.720 --> 00:22:44.440 on at nine and stay on until eleven at night. Right, So you're 283 00:22:44.480 --> 00:22:48.000 still getting the work that you need. But what we have to do as 284 00:22:48.119 --> 00:22:53.079 leaders sometimes is not hold that traditional model to say, you know, you 285 00:22:53.160 --> 00:22:56.359 got to be logged in at eight ny. Yeah, time shifting is occurring, 286 00:22:56.559 --> 00:23:00.400 right right. Yeah, that's a lot. That is a big one. 287 00:23:00.400 --> 00:23:02.960 I hear a lot. Did you see that graphic I was just showing 288 00:23:02.960 --> 00:23:07.119 it says fully on site only fifty eight percent. Yeah, I was surprised 289 00:23:07.119 --> 00:23:10.759 that it was. Is that low hybrid about thirty percent and then work from 290 00:23:10.839 --> 00:23:14.480 home around twelve percent, So there's still a lot of that. Do you 291 00:23:14.559 --> 00:23:21.279 think that that is conducive to careers going forward? So I'm thinking about myself 292 00:23:21.319 --> 00:23:26.279 as as maybe a young GM that's trying to make it in the in the 293 00:23:26.319 --> 00:23:30.440 world today, and you know, I'm already remote kind of maybe I'm covering 294 00:23:30.640 --> 00:23:33.480 you know, four or five units. I work primarily here. I don't 295 00:23:33.519 --> 00:23:37.039 go much into the corporate office. That's been kind of a thing in the 296 00:23:37.119 --> 00:23:41.640 past. But do you feel like that is going to have any effect on 297 00:23:41.720 --> 00:23:47.279 people's ability to advance in the future. You want to take that one, 298 00:23:47.359 --> 00:23:48.759 David, do you want me to? Yeah? No, go ahead, 299 00:23:49.480 --> 00:23:53.319 Yeah, I know that is right down your ally right now. I think 300 00:23:53.359 --> 00:23:56.559 it's going to require extra work when you let's go back to where you started 301 00:23:56.599 --> 00:24:00.440 calling. Yeah, we have to be adaptives. We have to look for 302 00:24:00.640 --> 00:24:04.839 other ways because I may not catch you in the office, but could you 303 00:24:04.880 --> 00:24:10.480 meet me for coffee and I introduce you to a Chipwaight and say, okay, 304 00:24:10.519 --> 00:24:14.039 here's a person, a person of color who's very successful. When you 305 00:24:14.119 --> 00:24:18.880 want role models in the industry, here's a great example of a role model 306 00:24:18.920 --> 00:24:21.880 for you. What there may be a woman that you want to get to 307 00:24:21.920 --> 00:24:25.279 know. I want to have you know, I need to meet Maria Rivera 308 00:24:25.480 --> 00:24:29.920 because I'm one looking for women of color in the industry. What if the 309 00:24:30.039 --> 00:24:33.279 hybrid model still works and we have to be willing to change because Some of 310 00:24:33.319 --> 00:24:37.960 these young people will never go back to us back in the day, going 311 00:24:37.960 --> 00:24:41.319 in at eight, staying till five, slay till six or seven, just 312 00:24:41.359 --> 00:24:45.880 to FaceTime because your boss was still there. That may never happen. But 313 00:24:45.920 --> 00:24:51.680 what I know, if my boss is authentic and says to me, listen, 314 00:24:51.799 --> 00:24:55.359 I want to introduce you to someone who cares not only about this organization, 315 00:24:55.440 --> 00:24:59.559 but about the career and about the industry. That tells me a whole 316 00:24:59.599 --> 00:25:03.880 lot about it the person I'm working with. It requires us to think differently. 317 00:25:03.000 --> 00:25:07.279 The nuances be different as David started with, but we can still build 318 00:25:07.319 --> 00:25:12.799 trust and build relationships. Yeah. I think that's a good quality because flexibility 319 00:25:12.799 --> 00:25:18.039 in the food service has been I think everybody's learned to adapt to some different 320 00:25:18.079 --> 00:25:22.359 things. We've already seen time shifting occurring in day parts. A lot of 321 00:25:22.440 --> 00:25:26.559 day parts have been pretty much dismantled today. I think a lot of restaurants 322 00:25:26.599 --> 00:25:30.519 are starting to figure that out, so it's kind of cool. I want 323 00:25:30.559 --> 00:25:33.640 to go back to inclusive leadership because this is an area that we touched on 324 00:25:33.680 --> 00:25:37.039 a little bit, but we didn't go all the way in there. I 325 00:25:37.039 --> 00:25:44.079 want to talk about when you look at how you measure success on inclusive leadership 326 00:25:44.200 --> 00:25:48.319 today, and I know you guys are doing some things with these accelerators. 327 00:25:48.079 --> 00:25:51.240 That's one way of being able to say, all right, well, this 328 00:25:51.279 --> 00:25:53.599 is the kind of program that we're putting out there. But are you seeing 329 00:25:53.680 --> 00:26:03.279 companies put together success metrics around this right now? Yeah, I can tell 330 00:26:03.319 --> 00:26:07.480 you, Paul, one hundred percent. I will tell you too. Part 331 00:26:07.519 --> 00:26:12.400 of the you know, the prosper Form about bringing people together to on your 332 00:26:12.480 --> 00:26:18.559 highbred work, you know, optimization and and just the change. It just 333 00:26:18.640 --> 00:26:23.960 puts another spotlight on the value and the importance of face to face meetings too, 334 00:26:25.519 --> 00:26:29.920 right, And that's part of the value of prosper Form is the change 335 00:26:29.920 --> 00:26:34.119 in the consumer, the change in our employees right about working from home. 336 00:26:34.440 --> 00:26:40.640 It just puts a bright spotlight on a time that you can come together meet. 337 00:26:40.720 --> 00:26:45.680 Face to face relationships are the key to everything. Foundation of a relationship 338 00:26:45.799 --> 00:26:51.440 is trust. Trust takes time to build. To your question, you know, 339 00:26:51.519 --> 00:26:56.440 on the inclusive leadership and the measurement, right, the prosper Accelerator program 340 00:26:56.519 --> 00:27:03.319 we thought was a good idea. It ended up being probably way underestimated on 341 00:27:03.400 --> 00:27:07.880 our behalf of what we thought it could be or could do. It just 342 00:27:07.960 --> 00:27:11.519 has exceeded every expectation I think. You know, our goal is to have 343 00:27:11.599 --> 00:27:17.440 one thousand in ten years. Last year we thought with the initial class maybe 344 00:27:17.480 --> 00:27:19.920 thirty five, we had to stop at one hundred and one. This year 345 00:27:19.920 --> 00:27:23.559 it's one hundred and twenty five and we're currently on one hundred and thirty. 346 00:27:23.599 --> 00:27:26.799 We're not sure how we're going to fit in the other five, but we 347 00:27:26.880 --> 00:27:30.880 will figure that out. But to the measurement of it, that is one 348 00:27:30.880 --> 00:27:36.319 of the things one hundred percent that we are doing with the Prosper Accelerators. 349 00:27:36.599 --> 00:27:41.359 It's a different curriculum, it's a different program, but we are specifically measuring 350 00:27:41.720 --> 00:27:51.599 things like advancements, right additional responsibilities, where these people are going, what 351 00:27:51.640 --> 00:27:55.319 they're learning. We're right in the process right now too, of having a 352 00:27:55.480 --> 00:28:03.279 brand new assessment tool for specifically the exgen of diverse leaders as a measurement tool 353 00:28:03.480 --> 00:28:07.839 for what skill deficiencies, what skill thing you know, what deficiencies would we 354 00:28:07.880 --> 00:28:11.960 want to improve on. What are the skills that you want to bear down 355 00:28:12.039 --> 00:28:17.559 on and promote and continue to develop. And then finally to your point of 356 00:28:17.720 --> 00:28:22.720 measuring where are these people going in their careers? What are they finding is 357 00:28:22.000 --> 00:28:27.480 the new way that they want to be led right, What is a better 358 00:28:27.759 --> 00:28:33.400 thought process on how to be developed? What is a better thought process or 359 00:28:33.480 --> 00:28:38.400 ways to be more efficient, more productive and ultimately right move into those senior 360 00:28:38.519 --> 00:28:45.559 leadership positions. And the great thing of the measurement right about the Prosper Accelerator 361 00:28:45.640 --> 00:28:51.480 program too, is okay, your Chipolte, your subway, your small sliders, 362 00:28:51.839 --> 00:28:57.960 your Union Square, hospitality right part of our appropriate When can they come 363 00:28:59.640 --> 00:29:03.839 in? It's been three days with Paul Barren to see you, to interact 364 00:29:03.880 --> 00:29:07.240 with you, to see how you lead. What are the pearls or wisdom? 365 00:29:07.519 --> 00:29:12.119 Well, now you know we have seven hundred people at the Prosper Accelerator 366 00:29:12.200 --> 00:29:18.240 eighty percent or CEOs right. Your ability to be exposed to learn, that's 367 00:29:18.279 --> 00:29:22.920 another thing that we measure right, and then we try to put metrics again 368 00:29:23.400 --> 00:29:29.279 for that exposure, for that involvement, for that learning, for that development, 369 00:29:30.160 --> 00:29:34.680 but anyway to bring that back one hundred percent on our Prosper Accelerator program. 370 00:29:34.839 --> 00:29:41.880 We're tracking these individuals because Neil Sede's Air Direct TV has been really clear 371 00:29:41.920 --> 00:29:45.519 and helping you know, to lead us that we must. The program's only 372 00:29:45.640 --> 00:29:53.079 working if the outcomes are producing the positive incomes that you expect. So we're 373 00:29:53.119 --> 00:29:57.960 definitely tracking measuring, and yeah, to your point, we've already had you 374 00:29:57.960 --> 00:30:02.359 know, dozens of you know, hey, we're very proud to announce now 375 00:30:02.440 --> 00:30:07.680 that ABC has some additional responsibilities or that are moving into this role. You 376 00:30:07.680 --> 00:30:11.079 know, they utilize these relationships and this differentiated learning, you know, to 377 00:30:11.119 --> 00:30:17.079 help advance not only their career, but you know, and raising all the 378 00:30:17.119 --> 00:30:21.559 boats, so to speak. Yeah, I was looking at this article, 379 00:30:21.759 --> 00:30:25.279 you know, for the show today and I'll share it for everybody. If 380 00:30:25.279 --> 00:30:27.839 you're watching the podcast today, you'll get a chance to see the video version 381 00:30:27.839 --> 00:30:33.880 of this how purpose driven leadership is changing the world and a couple of points 382 00:30:33.920 --> 00:30:36.720 they kind of touch on. I'll scan down a little bit in the article 383 00:30:37.359 --> 00:30:41.759 purpose bringing positive change. You know, this this a whole idea around you 384 00:30:41.759 --> 00:30:45.599 know, different backgrounds and skill sets, ages, et cetera. But really 385 00:30:45.680 --> 00:30:48.519 getting that purpose behind it. Back to your point of trying to measure. 386 00:30:48.640 --> 00:30:55.160 And then also the other idea is it promotes fulfillment. So leaders who understand 387 00:30:55.240 --> 00:30:59.720 kind of this purpose, on the other hand, experience the idea around tangible 388 00:30:59.720 --> 00:31:03.119 benefit, and many people don't necessarily kind of qualify or look at that as 389 00:31:03.160 --> 00:31:07.799 a benefit. But I think that's one of the things that starts to do 390 00:31:07.880 --> 00:31:15.319 something that really does exactly what you're talking about, which shows progress, and 391 00:31:15.359 --> 00:31:18.000 that's measurement, you know when you get out there in a lot of these 392 00:31:18.079 --> 00:31:22.519 organizations. So I can definitely see that and it's starting to show up more 393 00:31:22.559 --> 00:31:26.720 and more. Are you finding any patty when you're working with companies? I 394 00:31:26.759 --> 00:31:30.920 know you work with a lot of people in the industry. What is one 395 00:31:30.960 --> 00:31:36.440 of the more creative ways that you have seen leaders kind of take this next 396 00:31:36.480 --> 00:31:44.119 step to growing diverse, becoming more accelerated in whether it's tech or hybrid workforce 397 00:31:44.480 --> 00:31:49.200 or you know, purpose leadership out there, is there one model that you're 398 00:31:49.240 --> 00:31:52.680 looking at today that says, oh, these guys are really doing it right. 399 00:31:53.200 --> 00:31:56.200 You know, the right is what every leader should do every day when 400 00:31:56.240 --> 00:32:00.519 they get up, and that's listen to their people. Paul's one people will 401 00:32:00.559 --> 00:32:06.799 tell you there's a phrase that I used a lot a couple of weeks ago, 402 00:32:07.680 --> 00:32:12.920 a nuanced leader, which means you have to look at every individual employee 403 00:32:12.960 --> 00:32:16.920 that you have, understand what their nuances are and that if the CEO is 404 00:32:16.960 --> 00:32:21.720 doing that with his direct team, and that direct team is doing it with 405 00:32:21.759 --> 00:32:25.039 the next team. It's all about engagement. The Gallop just came out with 406 00:32:25.279 --> 00:32:30.519 a Gallup organization came out with a survey that said we had dropped eleven percent 407 00:32:30.680 --> 00:32:34.680 in employee engagement. And a lot of that is just built on us not 408 00:32:34.920 --> 00:32:38.720 spending time trying to get on to know our people, understand what is fulfillment 409 00:32:38.799 --> 00:32:44.960 for them, Understand what it's engagement right, because when they feel good, 410 00:32:45.519 --> 00:32:49.920 it's not always what you're paying them. A lot of our young people, 411 00:32:50.240 --> 00:32:53.559 especially when you start with that gen z down, they want to love what 412 00:32:53.599 --> 00:32:58.079 they do, but they want to love what you stand for them. Sure, 413 00:32:58.640 --> 00:33:01.519 and that's where the past comes from. So you want it. As 414 00:33:01.559 --> 00:33:05.359 a leader, you want to be conscious, you want to be a force 415 00:33:05.480 --> 00:33:08.960 for good, and that's what the food industry and hospitality industry we've been known 416 00:33:09.039 --> 00:33:14.519 for that forever. But we have to make sure that our people feel it, 417 00:33:14.759 --> 00:33:17.279 they know it, and they can participate in it. Yeah, I'm 418 00:33:17.279 --> 00:33:22.039 getting a lot of good points, I think for you know, I'm thinking 419 00:33:22.039 --> 00:33:25.119 about how we're going to promote this podcast, and I see the component of 420 00:33:25.240 --> 00:33:30.839 how leaders need because this is all designed for twenty twenty five tactics, you 421 00:33:30.880 --> 00:33:36.599 know, getting into diverse workforces, dealing with these flexible scenarios and being able 422 00:33:36.640 --> 00:33:40.000 to maximize them. You know, when you think about hybrid workforces, the 423 00:33:40.119 --> 00:33:45.240 use of obviously technology that's really starting to shift forward. How important do you 424 00:33:45.279 --> 00:33:50.160 think that is, David, when you think tech food service? Because I 425 00:33:50.200 --> 00:33:52.960 hear this all the time, my friend Jeff Alexander. He and I always 426 00:33:52.000 --> 00:33:55.920 have this little kind of running joke on it is that I'm you know, 427 00:33:55.960 --> 00:34:00.759 I'm a restaurant operator. I'm not a you know, a computer programmer. 428 00:34:00.400 --> 00:34:06.559 But how important is technology you think forward going in the food service space? 429 00:34:07.240 --> 00:34:10.119 Yeah, I mean, you know, clearly a no brainer that the more 430 00:34:10.159 --> 00:34:15.320 technologically you're advanced, the more you're up on the latest technologies, the better 431 00:34:15.760 --> 00:34:21.519 business that you're going to run. And I think it's probably fair to say, 432 00:34:21.719 --> 00:34:25.320 you know, the restaurant industry was a little bit slow to adapt technologies, 433 00:34:25.880 --> 00:34:30.199 but I would say today as an industry, particularly with what happened with 434 00:34:30.320 --> 00:34:37.159 COVID, it really put a bright spotlight on the value of technology on you 435 00:34:37.159 --> 00:34:40.599 know, delivery, online pick up. You know, it's just one example. 436 00:34:43.039 --> 00:34:47.519 So there's just look, there's just no question that technology and your ability 437 00:34:47.599 --> 00:34:53.480 to understand it, to benefit from it, to utilize it, to implement 438 00:34:53.519 --> 00:35:00.320 it is going to give you an advantage overall and running your business well. 439 00:35:00.360 --> 00:35:04.119 And I think the key here, the takeaway I get with this is there 440 00:35:04.159 --> 00:35:10.000 seems to be a shift occurring with a lot more diverse leadership. We're seeing 441 00:35:10.079 --> 00:35:15.360 a lot younger CEOs starting to make their way into the market who are very 442 00:35:15.400 --> 00:35:21.760 adapt in terms of use of tech, and in many cases people coming from 443 00:35:22.079 --> 00:35:25.880 areas outside of the restaurant industry coming into the restaurant industry to work and start 444 00:35:25.880 --> 00:35:30.519 companies and businesses. So that is the thing that really excites me because I'm 445 00:35:30.519 --> 00:35:37.760 seeing almost like a new breed of restaurant operator being created right in front of 446 00:35:37.840 --> 00:35:40.679 us. So it's gonna be it's gonna be cool. And of course most 447 00:35:40.679 --> 00:35:45.519 of them will be over at the prosper event for sure. And yeah, 448 00:35:45.639 --> 00:35:47.400 look, Paul, you're leader in that right. I mean, just look 449 00:35:47.440 --> 00:35:52.920 at what you've done with technology in terms of your the growth of your podcast 450 00:35:52.280 --> 00:35:57.679 and growth of your organization overall. You know, people, I think it 451 00:35:57.840 --> 00:36:01.320 just goes again to this you know thing, thinking differently, learning differently, 452 00:36:01.679 --> 00:36:07.280 acting differently, you're going to win differently, and winning differently, you know, 453 00:36:07.519 --> 00:36:13.440 is winning overall. And listen, nobody is a bigger proponent and a 454 00:36:13.440 --> 00:36:21.840 bigger cheerleader for technology than me because technology puts another bright spotlight on the absolute 455 00:36:22.440 --> 00:36:28.639 importance cannot be replaced face to face. Yeah, we can create an environment 456 00:36:29.039 --> 00:36:32.840 you know again that's bringing right people together and the right kind of environment right 457 00:36:34.119 --> 00:36:37.840 to develop relationships, relationships or trust. Trust is a function of time, 458 00:36:38.320 --> 00:36:43.440 right, So the value of that face to face, the ability to try 459 00:36:43.480 --> 00:36:47.320 and we like to say this right three days, the prosper form can be 460 00:36:47.519 --> 00:36:52.760 you know, three months, three years, thirty years, three years. 461 00:36:52.119 --> 00:36:55.599 Right, when when can you be in front of and see and learn? 462 00:36:55.599 --> 00:37:00.840 And I know you're doing a keynote speech for us from people like bar So 463 00:37:00.880 --> 00:37:07.000 there's nobody that's a bigger proponent of technology because that does, you know, 464 00:37:07.159 --> 00:37:13.559 just put again a real bright spotlight on the value of bringing people together with 465 00:37:13.719 --> 00:37:17.239 technology. Yeah, I think that's the big takeaway. Events are definitely going 466 00:37:17.320 --> 00:37:21.639 to be a big part of this in the future, for especially for I 467 00:37:21.639 --> 00:37:27.880 think just not only industry growth, but also the collaboration that happens between brand 468 00:37:28.039 --> 00:37:32.159 brand which I'm finding more and more. It's always refreshing to see that at 469 00:37:32.159 --> 00:37:37.519 events like prosper So we're going to leave links down in the description. If 470 00:37:37.519 --> 00:37:40.440 you're catching this on YouTube, we'll leave a link to the prosper Form so 471 00:37:40.480 --> 00:37:44.840 you can get registered. Come out to the event this year in August. 472 00:37:45.079 --> 00:37:49.559 What's the dates again, David, Yeah, August twenty fourth through the twenty 473 00:37:49.639 --> 00:37:53.960 seventh, actually goes through the twenty eighth, Beautiful Amelia Island at the Ritz 474 00:37:54.000 --> 00:38:00.320 Carlton. Yeah, we'd love to see facility. Yeah, great facility. 475 00:38:00.320 --> 00:38:02.280 And David, it has been great having you on the show today. Thank 476 00:38:02.320 --> 00:38:06.559 you so much for stopping in. Thank you, Paul, thanks for your 477 00:38:06.639 --> 00:38:10.840 leadership. Thanks you bet all right, guys, if you guys are listening 478 00:38:10.880 --> 00:38:16.599 in over on the podcast side of things, make sure and subscribe. The 479 00:38:16.639 --> 00:38:20.679 other thing you can do, of course, is drop in over here on 480 00:38:20.760 --> 00:38:24.320 YouTube or on our substack, which is just Saber dot Fm. All of 481 00:38:24.320 --> 00:38:30.000 that is available. You'll find us out there wherever you listen to your podcast. 482 00:38:30.000 --> 00:38:31.280 We'll catch you next time right here on the Restaurant Report