WEBVTT 1 00:00:00.720 --> 00:00:04.559 Welcome to a special episode of the Hacking Leadership Podcast. I'm your host Lorenzo 2 00:00:04.599 --> 00:00:08.080 Flores, and today we're thrilled to have a very special guest with us Stoyan 3 00:00:08.160 --> 00:00:13.240 Jankov, the acclaimed host of the Productivity Mastery podcast and co author of The 4 00:00:13.320 --> 00:00:17.239 un Sexy Truth about Startup Success. In this episode, we will dive deep 5 00:00:17.239 --> 00:00:22.760 into Stoyan's unique perform acronym, which stands for purpose and values, effective planning, 6 00:00:23.039 --> 00:00:28.359 roles and responsibilities, focus and execution, optimal energy, robust communication and 7 00:00:28.519 --> 00:00:32.079 mental toughness. Thanks to Stoyan for the time and without further ado, let's 8 00:00:32.079 --> 00:00:37.159 start the episode. So my background is finance, even if it's hard to 9 00:00:37.200 --> 00:00:42.200 believe. I did study a bachelor and a master in finance, but I 10 00:00:42.280 --> 00:00:45.600 ended up into the movie. In this treaty, I became a movie producer 11 00:00:46.039 --> 00:00:51.960 and I started my own video production company in Denmark run out for five years, 12 00:00:52.039 --> 00:00:56.560 and then I moved to the area of what I do today working with 13 00:00:56.759 --> 00:01:03.600 teams and the being the more the vehicle for teams to come together and to 14 00:01:03.799 --> 00:01:07.680 find and identify the gaps of what stands on the way of their performance, 15 00:01:07.719 --> 00:01:11.319 and hopefully I share some good strategies here and there, but at the end 16 00:01:11.319 --> 00:01:15.480 of the day, I'm just a tool for people to come and have the 17 00:01:15.519 --> 00:01:18.560 real conversations. Yeah, I love that. I think, you know, 18 00:01:19.319 --> 00:01:23.000 being someone who spends a lot of time kind of in that space of whether 19 00:01:23.040 --> 00:01:29.840 it's the connection point or it's the part of kind of being a vehicle element 20 00:01:30.000 --> 00:01:33.560 of how you move somebody from one space to another in their career, in 21 00:01:33.599 --> 00:01:36.519 their life, in their mindset. I think it's so critical, and I 22 00:01:36.560 --> 00:01:42.040 love that you have a completely different, unique background and from some spaces that 23 00:01:42.079 --> 00:01:45.239 we don't typically hear a lot about when it comes to the leadership space, 24 00:01:45.239 --> 00:01:48.920 but I think that's so important because I will always say that regardless of industry, 25 00:01:49.400 --> 00:01:52.640 like pretty much everywhere you go, it's always the people business, you 26 00:01:52.640 --> 00:01:57.040 know, and especially when you're when you're asked to lead people or influence people 27 00:01:57.680 --> 00:02:01.120 or bring people along. So much of that is based upon relationships. It's 28 00:02:01.159 --> 00:02:05.760 based upon trust, it's based upon integrity, and you learn a lot about 29 00:02:05.799 --> 00:02:07.520 people, but you also learn a lot about yourself. So I want to 30 00:02:07.599 --> 00:02:13.520 jump right into what I thought was a phenomenal, really cool acronym and Chris 31 00:02:13.520 --> 00:02:16.039 and I are huge acronym guys on hacking leadership. People give us the feedback 32 00:02:16.039 --> 00:02:21.319 all the time. We love them because it's just easy to kind of break 33 00:02:21.319 --> 00:02:24.479 apart, easy to follow. But I really really enjoyed kind of not only 34 00:02:24.479 --> 00:02:28.199 seeing it, reading it, but when the first time we connect, you 35 00:02:28.240 --> 00:02:30.000 kind of broke it down a little bit for me as far as how it 36 00:02:30.039 --> 00:02:32.800 got here. But this acronym perform, I guess first I'd love to start 37 00:02:32.840 --> 00:02:36.560 with, like where did this come from? And kind of how did you 38 00:02:36.680 --> 00:02:38.159 land on this kind of being a thing that you wanted to go after. 39 00:02:39.680 --> 00:02:44.639 So I'd been doing workshops, keeping notes, trainings for quite some time before 40 00:02:44.719 --> 00:02:49.520 we developed the acronym and developed the framework, and I guess I've been missing 41 00:02:49.599 --> 00:02:52.800 something to put a little bit of structure around it, because I'll teach all 42 00:02:52.879 --> 00:02:55.639 these topics, but it was difficult to remember, difficult, difficult for leaders 43 00:02:55.680 --> 00:03:01.199 to follow, and uh, gotta be honest, I mean mainly came from 44 00:03:01.240 --> 00:03:07.240 me having a cup of coffee with myself at a Starbucks coffee at a Starbucks 45 00:03:07.280 --> 00:03:10.560 coffee shop. I just I was trying to make sense of things and put 46 00:03:10.599 --> 00:03:15.520 together the framework and it kind of made sense because I've been teaching it for 47 00:03:15.639 --> 00:03:21.759 years all the topics around it. So perform stands for P for purpose and 48 00:03:21.840 --> 00:03:29.520 values E for effective planning. Our rules and responsibilities have focused on execution or 49 00:03:29.680 --> 00:03:36.360 optimal energy, second R robust communication, and and for mental toughness. I 50 00:03:36.719 --> 00:03:38.479 love that. I love it, and I kind of want to break it 51 00:03:38.520 --> 00:03:42.439 down a little bit more even because I think that you know, each one 52 00:03:42.479 --> 00:03:49.879 of these means a lot to everyone, and I think that the ability to 53 00:03:49.879 --> 00:03:53.960 not only know what they are, but to understand in your mind, like 54 00:03:53.080 --> 00:03:57.479 how do these actually come to life for people? So let's just start with 55 00:03:57.520 --> 00:04:00.120 the P, right So let let's let's start there, like when you want 56 00:04:00.120 --> 00:04:02.759 to expand on the expand on the P for me and then tell me a 57 00:04:02.759 --> 00:04:09.000 little bit about like what that means to you. Right? So peace stands 58 00:04:09.039 --> 00:04:15.919 for a purpose and values and purpose is the bigger mission the calls the purpose. 59 00:04:15.160 --> 00:04:18.519 Why do we do what we do? What is the kind of impact 60 00:04:18.519 --> 00:04:21.319 we want to make as a company? And it doesn't matter if you're a 61 00:04:21.319 --> 00:04:28.920 small startup for people or if you're a large organization multinational organization, why do 62 00:04:28.959 --> 00:04:33.120 you do what you do? Are you able as a leader to articulate the 63 00:04:33.160 --> 00:04:40.519 why across the different levels of the organization. Are people excited about this mission 64 00:04:40.519 --> 00:04:46.120 and this purpose? Do they care? Do you have this as an element 65 00:04:46.199 --> 00:04:49.399 in the recruitment process as well, like do we want to attract people that 66 00:04:49.680 --> 00:04:54.439 care about what we do? Right? So that's that's the why, that's 67 00:04:54.480 --> 00:04:59.279 the purpose. And values of course, the principles how do we show up? 68 00:05:00.160 --> 00:05:03.839 How do we act? Values is about the how? Now what do 69 00:05:03.920 --> 00:05:08.959 we do? What do we prioritize when we're making decisions? I mean, 70 00:05:08.959 --> 00:05:12.560 you know you you and Apple right, like, you know you guys have 71 00:05:12.720 --> 00:05:15.439 actually been using you as an examples sometimes with the values, like the different 72 00:05:15.519 --> 00:05:19.360 kind of values and the order of priority of how we make decisions. Do 73 00:05:19.439 --> 00:05:24.199 we have just a set of values that are kind of written down and an 74 00:05:24.399 --> 00:05:27.959 HR department is using it for the ads, you know, job ads? 75 00:05:28.240 --> 00:05:33.680 Or does it actually mean something? Is the leadership taking the time to to 76 00:05:33.800 --> 00:05:38.639 articulate across the organization what these values mean? Are we on the same page 77 00:05:38.639 --> 00:05:43.920 when it comes to the values, and Yeah, that's that's how we define 78 00:05:43.920 --> 00:05:47.160 this. And it sounds like a fluffy and soft thing. It is one 79 00:05:47.199 --> 00:05:51.639 of the that's why it's also the first letter because it's the fundamental Yeah, 80 00:05:51.680 --> 00:05:55.600 I love that. You know. The biggest thing to me that you said 81 00:05:55.639 --> 00:05:58.879 and I completely agree with, is like, how do you move something that's 82 00:05:58.920 --> 00:06:01.560 a purpose and values from the macro to the micro? How do you localize 83 00:06:01.639 --> 00:06:04.879 that? And I think that's such an important part from a leadership standpoint of 84 00:06:05.000 --> 00:06:09.879 not only how do you communicate not just what the values of the purpose is. 85 00:06:09.920 --> 00:06:14.480 Like it's very easy to read a vision statement, a manifesto, whatever 86 00:06:14.519 --> 00:06:15.800 you want to call it, and say this is who we are and what 87 00:06:15.839 --> 00:06:18.800 we stand for as a company. But what it really comes down to is 88 00:06:19.000 --> 00:06:23.800 how do your leaders act? How are you bringing the purpose and values to 89 00:06:23.839 --> 00:06:26.959 life every single day? Not just saying this is our values. I can 90 00:06:27.000 --> 00:06:30.279 tell you that our values are that we want to treat people with kindness and 91 00:06:30.319 --> 00:06:32.920 respect. But if I don't treat you with kindness and respect every day, 92 00:06:33.120 --> 00:06:35.839 I'm not living those values. That's just words on a wall. And so 93 00:06:35.879 --> 00:06:40.560 I think that I love that you started there. It makes so much sense 94 00:06:40.600 --> 00:06:44.600 to me. And I think if people and if teams don't understand, then 95 00:06:44.639 --> 00:06:46.959 we owe it to them to help them understand what they are. But more 96 00:06:47.000 --> 00:06:51.079 importantly, if we really want to build this culture that we want here, 97 00:06:51.199 --> 00:06:55.920 we have to live those values in our everyday behaviors, and then we have 98 00:06:55.959 --> 00:06:59.399 to push up against those values and purposes when we're in those times when it's 99 00:06:59.399 --> 00:07:01.000 a tough decision to make, and that's really when those things really shine. 100 00:07:01.160 --> 00:07:05.120 So I love that you share that. Let's jump into the e effective planning? 101 00:07:06.560 --> 00:07:11.120 Effective planning? So how do we plan? How do we set KPIs? 102 00:07:11.279 --> 00:07:15.399 What is the kind of go setting systems that we agreed to follow. 103 00:07:15.040 --> 00:07:18.519 Is everybody on the same page? Where are we going? Are people clear 104 00:07:18.879 --> 00:07:24.800 what their priority should be? Individual in the company? Which is something as 105 00:07:24.800 --> 00:07:28.920 a trainer, as a corporate coach. This is one of the things employees 106 00:07:29.160 --> 00:07:34.439 complain closed about. The leadership isn't clear enough what my priority should be? 107 00:07:35.120 --> 00:07:41.519 So how do we set goes? How do we identify and delegate priorities two 108 00:07:41.560 --> 00:07:46.000 people? And also as leaders, do we take the time to coach our 109 00:07:46.120 --> 00:07:50.480 people to be better in their own time management? Which, getting back to 110 00:07:50.519 --> 00:07:55.399 your point, I need to be extremely good with my own time management. 111 00:07:55.800 --> 00:07:59.959 Otherwise why should I go and tell my people, Hey, you need to 112 00:08:00.240 --> 00:08:01.959 be a master of your own time. If I'm not really good at that, 113 00:08:03.040 --> 00:08:05.839 If I don't take the time and I gotta tell you Losso there's so 114 00:08:05.920 --> 00:08:11.800 many leaders that come with the same sentence stoy on, Oh these tools, 115 00:08:13.000 --> 00:08:16.160 Oh this idea is amazing. Love your stuff, But I don't have time 116 00:08:16.759 --> 00:08:20.879 to plan my time. I'm just so busy, you know, there's so 117 00:08:20.959 --> 00:08:24.160 much to do, Like you don't understand that. I'm always like, really, 118 00:08:26.000 --> 00:08:30.279 you don't have time to plan your time. Maybe you haven't prioritized time 119 00:08:30.720 --> 00:08:35.519 for planning, so now you have no time for anything, and you're just 120 00:08:35.519 --> 00:08:39.399 going all around the place being reactive as opposed to proactively moving the needle in 121 00:08:39.399 --> 00:08:41.840 the direction you gotta move it. So if there's one thing they need to 122 00:08:41.879 --> 00:08:46.000 get the audience needs to get from from this conversation, I would say, 123 00:08:46.480 --> 00:08:50.080 you have to blog time in your calendar for planning on a daily basis twenty 124 00:08:50.120 --> 00:08:54.519 to thirty minutes. Put it in your calendar, create a meeting with yourself 125 00:08:54.559 --> 00:09:00.000 and Google calendar or you know, iCal whatever you're using, and just say 126 00:09:00.480 --> 00:09:03.840 or die management. And then you sit with yourself and you start reflecting what 127 00:09:03.919 --> 00:09:07.840 did I produce today as a leader, What did my team produce? Was 128 00:09:07.879 --> 00:09:11.759 the progress? Was the challenges? And then looking towards the next day. 129 00:09:13.440 --> 00:09:16.519 Then you look at the goals, the priorities, the objectives. How do 130 00:09:16.600 --> 00:09:22.320 I get the most out of my day? How do I remove these obstacles 131 00:09:22.320 --> 00:09:24.480 for my team to get the most out of their day because I'm the leader 132 00:09:24.840 --> 00:09:28.519 and I got to coach them to get the most out of their time. 133 00:09:28.639 --> 00:09:31.080 So this is the area of perfective planning. Yeah. No, I love 134 00:09:31.159 --> 00:09:35.039 that because I had a mentor of mind show with me a long time. 135 00:09:35.080 --> 00:09:39.240 They said leaders vote with their time. So like, wherever you spend your 136 00:09:39.279 --> 00:09:43.519 time is what you're showing your people that you prioritize. And when you have 137 00:09:43.559 --> 00:09:48.279 an effective planning element, it shows people that you intentionally plan your time and 138 00:09:48.360 --> 00:09:52.639 you prioritize the spaces and the places that you need to be. So I 139 00:09:52.679 --> 00:09:54.720 love that. And then you kind of touched on this a little bit, 140 00:09:54.799 --> 00:09:58.279 which kind of swings us right into the r which is like, now that 141 00:09:58.320 --> 00:10:01.360 you've kind of got a great vision and purpose is you you're really intentional with 142 00:10:01.360 --> 00:10:03.000 how and where you spend your time. Now it's time to kind of define 143 00:10:03.039 --> 00:10:07.279 what are the roles and responsibilities that each of us have, both as a 144 00:10:07.360 --> 00:10:09.000 leader but also the people. So I love for you to kind of dig 145 00:10:09.000 --> 00:10:13.399 into that a little bit as well. And by the way, roles and 146 00:10:13.440 --> 00:10:18.879 responsibilities. We only came up with this area initially because we needed to make 147 00:10:18.919 --> 00:10:24.080 Jacrobin work the other areas. All the other we're clearly defined. It's like, 148 00:10:24.080 --> 00:10:26.759 okay, when you get the second R roles and responsibility, that makes 149 00:10:26.759 --> 00:10:31.919 sense, But why do we need that? People should be clear on that? 150 00:10:31.919 --> 00:10:35.120 That was the initial you know, idea. Then we started doing workshops 151 00:10:35.200 --> 00:10:41.360 and we started getting the best grades, the best feedback on rolls and responsibilities. 152 00:10:41.639 --> 00:10:45.519 Maybe there's something here because you know, everybody has a title. Also, 153 00:10:45.720 --> 00:10:50.639 everybody has a title. Right, I'm the chief marketing officer, I'm 154 00:10:50.639 --> 00:10:54.679 the head of it. Really okay, so what do you do? What 155 00:10:54.720 --> 00:11:01.039 are your responsibilities? Are you clear? What's the what's the different responsibilities that 156 00:11:01.080 --> 00:11:05.000 you're the last person in command? And is everybody from your team clear? 157 00:11:05.360 --> 00:11:11.759 What is within your responsibilities? Right? And where is the decision making power 158 00:11:13.440 --> 00:11:18.279 for everybody? Right? Hey, Maria and Michael and Georgia are working on 159 00:11:18.279 --> 00:11:24.399 this marketing campaign. Okay, who's the one that's accountable? So many organizations 160 00:11:24.440 --> 00:11:28.919 never take the time because they're busy to talk about these kind of things and 161 00:11:28.120 --> 00:11:33.000 talking about roles and responsibilities And I love your podcast. I said it already, 162 00:11:33.039 --> 00:11:37.720 but but you guys talk a lot about that is about taking the time, 163 00:11:37.879 --> 00:11:41.879 making the time to get to know your people, to make a development 164 00:11:41.919 --> 00:11:46.759 plan. Right, where would you like to develop? What are the kinds 165 00:11:46.759 --> 00:11:50.240 of areas that you're not just good at like we want to we want to 166 00:11:50.240 --> 00:11:54.279 focus on your strengths. Don't get me wrong, But what are some of 167 00:11:54.320 --> 00:11:56.799 the things that you love to do. There's a simple exercise in the book 168 00:11:58.120 --> 00:12:03.840 Perform The un Sexy Truth about Startups says there's a simple exercise mapping your responsibilities. 169 00:12:05.320 --> 00:12:07.960 You can do it, very simple. You just open a spreadsheet, 170 00:12:07.200 --> 00:12:13.559 okay, and then you write all the different commitments responsibilities that you might potentially 171 00:12:13.639 --> 00:12:16.879 do. And like a traffic light, right, you put the green, 172 00:12:16.360 --> 00:12:20.799 you put the amber, you put the red, right green, all the 173 00:12:20.840 --> 00:12:26.000 things that you love to do. You're excited to do it, amber or 174 00:12:26.080 --> 00:12:31.080 yellow whatever, it's kind of okay, right, it's not so good. 175 00:12:31.240 --> 00:12:33.159 I don't really care, but it doesn't really bother me. And then red, 176 00:12:33.320 --> 00:12:37.519 these are the things I hate to do. You still might be really 177 00:12:37.559 --> 00:12:43.200 really good at it. I'm exceptionally in producing movies, was organizing producing project 178 00:12:43.240 --> 00:12:46.360 management. I don't really enjoy it anymore. Right, But if I don't 179 00:12:46.399 --> 00:12:50.519 tell my team, if my leader, my manager doesn't ask me, They'll 180 00:12:50.600 --> 00:12:52.240 keep on giving me more of these things, and I'm gonna do things that 181 00:12:52.279 --> 00:12:56.240 I don't like to do, and eventually at some point I might quit because 182 00:12:56.279 --> 00:13:01.320 I didn't have the real conversations. How about we shift a little bit of 183 00:13:01.320 --> 00:13:05.080 the culture and start being more proactive into understanding our people, what motivates them, 184 00:13:05.399 --> 00:13:11.440 and allocating tasks and projects, creating clarity for people everybody knows who's the 185 00:13:11.440 --> 00:13:16.799 decision maker, but also giving and delegating tasks that they're not only good at, 186 00:13:18.399 --> 00:13:20.720 they love to do them. M Yeah, I love that. I 187 00:13:20.720 --> 00:13:26.480 think the people passion piece is so important when you're thinking about having an effective 188 00:13:26.519 --> 00:13:30.600 culture that progresses and moves forward. I think that's where a lot of times 189 00:13:30.840 --> 00:13:33.919 people can get assigned a role or a job and they could be good. 190 00:13:33.919 --> 00:13:35.799 They can have skill in that thing, and they can do a really good 191 00:13:35.879 --> 00:13:39.159 job. When people have a passion for what they do and you can find 192 00:13:39.240 --> 00:13:43.840 the things that the sparks joy within them and they really enjoy doing this part 193 00:13:43.879 --> 00:13:46.039 of the job, and they start to think about your team differently, and 194 00:13:46.080 --> 00:13:50.919 how do you make sure that they accomplish that things that are responsible for, 195 00:13:50.000 --> 00:13:54.120 but then they also have the things that they really love and that just give 196 00:13:54.159 --> 00:13:58.600 them that spark. They put so much time and effort into it. And 197 00:13:58.600 --> 00:14:01.000 so I love that you kind of broke that down and not just the roles 198 00:14:01.000 --> 00:14:03.759 of responsibilities of just the title of what the job is that somebody has, 199 00:14:03.799 --> 00:14:07.879 but also the roles and responsibilities that we have as leaders to place our people 200 00:14:09.200 --> 00:14:11.960 into spaces that give them some of that that room to really kind of go 201 00:14:13.000 --> 00:14:16.720 out there and push themselves to acceed. And and I love that, and 202 00:14:16.759 --> 00:14:22.159 I think that that then naturally cascades down into now that you have purpose and 203 00:14:22.279 --> 00:14:26.960 values, You've been really clear about how you spend your time, You've defined 204 00:14:26.039 --> 00:14:30.159 the roles of responsibilities everyone. Now we can get to work, which gets 205 00:14:30.240 --> 00:14:33.120 us into focus and execution. So I know that's a These are very like 206 00:14:33.240 --> 00:14:35.639 terms that everybody knows, Like you're kind of like how deep can you go 207 00:14:35.679 --> 00:14:39.080 on these things? But they matter a lot when it comes to this idea 208 00:14:39.080 --> 00:14:43.799 of culture. So please dive into focus and execution for me. So I 209 00:14:43.879 --> 00:14:48.720 want to use a quote from a friend of mine, the founder of closed 210 00:14:48.759 --> 00:14:54.840 dot com, stell e ft I interviewed him on the for the book and 211 00:14:54.879 --> 00:15:01.039 he shared with me, my biggest productivity tool is saying no. It's so 212 00:15:01.039 --> 00:15:05.519 easy to get distracted these days. Laws though right there's so many things we 213 00:15:05.600 --> 00:15:09.720 could do, we might be able to do. So how do we remain 214 00:15:09.799 --> 00:15:15.000 focused? Right? Effective planning is about defining the goals, but then how 215 00:15:15.039 --> 00:15:18.840 do we stay focused on what matters most. When we talk about focus and 216 00:15:18.879 --> 00:15:24.879 execution, we often touch upon the what we like to call the five villains 217 00:15:24.879 --> 00:15:28.240 of focus and execution and how to avoid them. So the first one is 218 00:15:28.320 --> 00:15:33.960 lack of clear priorities. Then you have the shiny object syndrome many of us 219 00:15:33.000 --> 00:15:39.919 can identify with that. Then procrastination, multitasking, and perfectionism. So it's 220 00:15:39.919 --> 00:15:43.759 all about how do we create a culture where we remain focused on the vital 221 00:15:43.879 --> 00:15:48.879 few things that matter most at this very moment. And just to give another 222 00:15:48.360 --> 00:15:52.080 something really tangible for those of you who are listening, maybe you want to 223 00:15:52.120 --> 00:15:56.519 try doing that. If you're an employee or if you manage your entrepreneur doesn't 224 00:15:56.559 --> 00:16:02.080 matter. Just sit down, have a look at your goals and try to 225 00:16:02.120 --> 00:16:04.679 write down what are your top three priorities at the moment. And when I 226 00:16:04.679 --> 00:16:08.440 said priorities, it might be activities that you do in the company. Let's 227 00:16:08.440 --> 00:16:15.559 say your in sales. Prospecting could be one. It could be sending offers, 228 00:16:15.759 --> 00:16:19.279 could be closing deals. Okay, maybe this is the top three priorities 229 00:16:19.320 --> 00:16:26.519 for you? Great? What percentage of your time goes towards making a progress 230 00:16:26.600 --> 00:16:30.440 on these top three priorities? And be honest, you know five, ten, 231 00:16:30.600 --> 00:16:33.720 twenty, All right, fine, doing a little bit of accounting. 232 00:16:34.120 --> 00:16:41.000 Now how much of my time do I want to focus on these core priorities 233 00:16:41.039 --> 00:16:48.200 for me? Well, I don't know fifty eighty percent. Every company is 234 00:16:48.200 --> 00:16:51.200 different, every row is different. But where do you want to be? 235 00:16:51.559 --> 00:16:55.320 And then just ask yourself, where is my time going right now? How 236 00:16:55.360 --> 00:16:59.879 can I start moving towards this? Should I stop doing some things? Should 237 00:16:59.919 --> 00:17:03.119 I delegate? What do I do so I can commit my energy and time 238 00:17:03.240 --> 00:17:08.039 doing things that matter most? That's that's all about focus and execution, and 239 00:17:08.039 --> 00:17:15.319 then to speed of execution. We are procrastinating so much right and often they're 240 00:17:15.319 --> 00:17:18.319 connected. You're not clear what you should be doing, so you procrastinate because 241 00:17:18.319 --> 00:17:22.039 you don't know where to start, right, But how do we create a 242 00:17:22.039 --> 00:17:26.640 culture where people are clear what their priorities are, they have the right productivity 243 00:17:26.720 --> 00:17:32.519 habits right, simple stuff time blocking right, everybody learns time block. Hey, 244 00:17:32.759 --> 00:17:34.720 from nine to ten thirty, I'm going to spend an hour and a 245 00:17:34.759 --> 00:17:41.319 half with myself writing two pages of my future book. Okay, you fully 246 00:17:41.319 --> 00:17:45.279 clear on what is the objective? You set time, you scheduled it in 247 00:17:45.279 --> 00:17:51.079 your calendar, and then it's easier to follow through. Yeah, you know. 248 00:17:51.200 --> 00:17:53.200 I love and for our listeners, they know, like you just gave 249 00:17:53.240 --> 00:17:56.640 a great one minute hack, which is kind of get your pen and paper 250 00:17:56.640 --> 00:17:57.680 out, write these things down and go do these things. And I love 251 00:17:57.720 --> 00:18:02.960 that because that's such an important part of this is that you know the application 252 00:18:03.039 --> 00:18:04.880 of these theories and these ideas really as you kind of go through them and 253 00:18:04.920 --> 00:18:10.279 boil them down, there's action items here that you can really do that will 254 00:18:10.279 --> 00:18:15.759 help to self reflect, to consider yourself, to consider your time, how 255 00:18:15.799 --> 00:18:18.240 and where you spend it. And that's so critical. And I love that 256 00:18:18.279 --> 00:18:22.039 because I think that those are the things that we can say things like focus 257 00:18:22.240 --> 00:18:26.160 and execution, but what do we really mean? And then how do we 258 00:18:26.200 --> 00:18:30.000 create focus? And then how do we make sure that we're executing on the 259 00:18:30.039 --> 00:18:33.359 plan and that we have places in milestones to check in on and validation and 260 00:18:33.359 --> 00:18:37.400 those types of things. So I love that piece of it. And then 261 00:18:37.559 --> 00:18:38.880 this flows right into the next thing, of course, and this is I'm 262 00:18:38.880 --> 00:18:44.240 a huge fan of this because I'm a big believer in people and leaders either 263 00:18:45.200 --> 00:18:48.440 you know, they bring energy into the room or they take energy out of 264 00:18:48.440 --> 00:18:51.440 a room. Right, there are a lot of leaders that sit in the 265 00:18:51.440 --> 00:18:53.000 middle where you don't even know they entered the room. Okay, fine, 266 00:18:53.119 --> 00:18:56.839 right, not my style, passive, right, the type of thing, 267 00:18:56.160 --> 00:19:00.880 but it's such an important thing that when it comes to again establishing culture, 268 00:19:02.000 --> 00:19:07.839 establishing inspiration, having a leadership where you've got a positive kind of command skill 269 00:19:07.319 --> 00:19:11.359 when it comes to the rooms that you enter. But you talk about this 270 00:19:11.400 --> 00:19:17.000 as the O inoptimal energy. So break that down for us, optimum energy 271 00:19:17.319 --> 00:19:23.319 the well being a few and your people creating an environment that is supportive of 272 00:19:23.400 --> 00:19:30.200 the mental, physical emotionals pretty so well being if everybody involved. That's pretty 273 00:19:30.279 --> 00:19:33.400 much about it. And again we come down to the un sexist truth, 274 00:19:33.559 --> 00:19:37.279 right, Like the subtitle of the book is the on sexy truth about startup 275 00:19:37.480 --> 00:19:41.440 success, because we know, we all know these things, but it's not 276 00:19:41.839 --> 00:19:45.079 about what we know. I think there was a survey that that showed that 277 00:19:45.319 --> 00:19:52.119 I think several years ago, sixty one percent of American doctors are either overweight 278 00:19:52.240 --> 00:19:56.599 or abests. These are the people that tell you you have to eat you 279 00:19:56.720 --> 00:19:59.839 vegetables, you have to you know, exercise and those kind of things. 280 00:20:00.039 --> 00:20:04.960 So in the section of optimal energy, we broke down you know a lot 281 00:20:04.960 --> 00:20:10.920 of frameworks. There's another framework energy, which stands for exercise, nutrition, 282 00:20:11.160 --> 00:20:19.480 excitement, our relationships, g for good sleep, and why for you time, 283 00:20:19.599 --> 00:20:25.279 time for yourself. So we try to kind of simplify and emphasize on 284 00:20:25.519 --> 00:20:29.640 what are the kind of areas or habits that you want to build in order 285 00:20:29.720 --> 00:20:33.119 to be at the top of your energy. Again, we can't do the 286 00:20:33.200 --> 00:20:36.720 work for you, but at least you can evaluate yourself from one to ten 287 00:20:36.960 --> 00:20:41.039 in each of the areas of the energy framework. How are you doing recently? 288 00:20:41.319 --> 00:20:45.359 How have you been doing? You know, do you have to prioritize 289 00:20:45.359 --> 00:20:48.839 a little bit of sleep or do you have to spend more time in the 290 00:20:48.880 --> 00:20:52.519 gym? Do you have to spend more time with inspiring and empowering people. 291 00:20:52.920 --> 00:20:59.079 You know, your relationships. So energy is all about how do I feel? 292 00:20:59.519 --> 00:21:03.200 But but again, you got to be the leader that leads by example, 293 00:21:03.680 --> 00:21:06.759 you know, and create a culture. We have these things that prioritize. 294 00:21:06.920 --> 00:21:08.880 Let me give you one simple example, by the way, to anybody. 295 00:21:10.559 --> 00:21:17.720 We started this little process, this strategy weekly weekly co with my team. 296 00:21:18.200 --> 00:21:22.359 I have a small remote team, five to ten people currently, and 297 00:21:22.240 --> 00:21:26.799 we came up with this personal development hour. So every week we'll spend an 298 00:21:26.799 --> 00:21:30.559 hour, hour and a half where one person from the team is going to 299 00:21:30.599 --> 00:21:37.160 present something connected to our personal development, you know, journaling, time management, 300 00:21:37.880 --> 00:21:41.640 meditation, like all things that will support you and your energy. And 301 00:21:41.720 --> 00:21:45.160 this is the best time of the week. Everybody is so excited. Everybody 302 00:21:45.279 --> 00:21:48.039 joins. I'm actually positively surprised. I don't nobody wanted to join. Right, 303 00:21:48.319 --> 00:21:52.240 it's company time. I'm paying for it, right. I want people 304 00:21:52.319 --> 00:21:56.599 to show up and want people to share strategies how to how to feel better. 305 00:21:56.839 --> 00:22:00.960 I care about my people, you know. So if more leaders spend 306 00:22:00.039 --> 00:22:04.319 the time to care about their people, to coach them, and to provide 307 00:22:04.359 --> 00:22:07.960 them with an environment in which they can grow, they can feel well and 308 00:22:08.000 --> 00:22:12.839 they can pay more attention to their energy. They're well being, and of 309 00:22:12.839 --> 00:22:18.599 course they will perform better, there's no way off. I love it, 310 00:22:18.799 --> 00:22:22.160 and I love the fact that my initial thought around energy was the impact the 311 00:22:22.200 --> 00:22:26.480 leader has when it comes to the energy you bring into a room. But 312 00:22:26.559 --> 00:22:30.440 what you're talking about is the actual physical elements of you having energy in general, 313 00:22:30.839 --> 00:22:33.960 and being able to be healthy and being able to have the time to 314 00:22:34.039 --> 00:22:37.119 reflect and that type of thing. So again, it's just a it's a 315 00:22:37.160 --> 00:22:44.759 great reminder that even when we use common language in leadership and leadership theory, 316 00:22:45.119 --> 00:22:48.839 we could have completely different definitions of how we initially see the words. And 317 00:22:48.880 --> 00:22:52.039 that's why it matters that we that we talk about this. That's why it 318 00:22:52.079 --> 00:22:56.279 matters that we we find alignment and we discuss what our ideas are, because 319 00:22:56.759 --> 00:23:00.880 if we both go into this dialogue thinking energy means to different things and I'm 320 00:23:00.880 --> 00:23:02.519 like, what is he talking about? And You're like, what are you 321 00:23:02.599 --> 00:23:03.720 talking about? Right, we kind of have to say, like, no, 322 00:23:03.799 --> 00:23:07.440 let's let's align on what the definition of the word is to then be 323 00:23:07.480 --> 00:23:10.480 able to have the acronym comes in, which rolls right into the next thing, 324 00:23:10.480 --> 00:23:14.039 which is robust communication. So let's talk a little bit about the importance 325 00:23:14.039 --> 00:23:22.559 of communication. Do you have three weeks? Yeah? Yes, this is 326 00:23:22.559 --> 00:23:25.480 the topic that we can write ten books about. It's not going to be 327 00:23:25.599 --> 00:23:27.799 enough, right, But I want to use a metaphor that I learned from 328 00:23:27.440 --> 00:23:33.079 a Hollywood cinematographer who was in my podcast. His name is Shane Herbert, 329 00:23:33.480 --> 00:23:38.799 and we spoke about leadership and how how is he productive as a dop director 330 00:23:38.839 --> 00:23:44.559 of photography And he shot the Terminator Salvation, he shot Need for Speed Wow, 331 00:23:44.640 --> 00:23:49.400 I mean many blockbusters, and he had two hundred and fifty people in 332 00:23:49.440 --> 00:23:55.640 the camera department only Terminator. So we talk about leadership and I'm like, 333 00:23:55.680 --> 00:23:57.400 well, what are your challenges as a leader as the director of photography. 334 00:23:59.079 --> 00:24:02.359 He talked about it. He said, so, my biggest challenge as leader 335 00:24:02.440 --> 00:24:07.000 is to make sure that every person from my team is making the same movie 336 00:24:08.119 --> 00:24:11.319 wow, instead of everybody making their own movies. I'm like, what a 337 00:24:11.319 --> 00:24:17.480 great metaphor. Man Like it is the marketing department and the sales department and 338 00:24:17.519 --> 00:24:21.160 the operations are they making the same movie? Like? We all know this. 339 00:24:22.160 --> 00:24:26.440 So many challenges, especially in a bigger organization, to communicate internally. 340 00:24:26.480 --> 00:24:30.200 By the way, robust communication, we're focusing entirely on the internal communication. 341 00:24:30.440 --> 00:24:36.559 What systems do we have, how frequently do we have meetings? How effective 342 00:24:36.599 --> 00:24:41.240 are our meetings? Right? How often do we provide each other feedback? 343 00:24:41.440 --> 00:24:45.160 Not just top down, but the other way around as well. And this 344 00:24:45.240 --> 00:24:48.559 is one of the biggest challenges for leaders. I'm still trying to nail it 345 00:24:48.599 --> 00:24:52.000 myself, and knowhthough I'm putting a lot of effort. It's how do I 346 00:24:52.079 --> 00:24:57.559 create a safe space for the people that I manage to not be afraid to 347 00:24:57.640 --> 00:25:04.000 tell me the truth? In the f stoyan last week from this meeting with 348 00:25:04.039 --> 00:25:08.079 the client, you are talking too much and we lost the client. You 349 00:25:08.160 --> 00:25:12.400 need to shut up and ask more questions for example, right, right? 350 00:25:12.599 --> 00:25:15.960 But but I want them not to be afraid. I want them to and 351 00:25:17.279 --> 00:25:18.960 this is this is what we want as leaders. How do we create such 352 00:25:19.000 --> 00:25:25.319 a space where people communicate efficiently like through the you have the right software, 353 00:25:25.599 --> 00:25:29.960 you have the right systems, you have the right structures. And by structure, 354 00:25:29.960 --> 00:25:33.720 I also mean how often do we do certain things? How often do 355 00:25:33.720 --> 00:25:38.000 we communicate verbally versus you know, in a written shape and form. How 356 00:25:38.039 --> 00:25:41.799 often do we have strategy meetings and what do they include? And team of 357 00:25:41.880 --> 00:25:45.559 sites and how do we make them productive all these kind of things so we 358 00:25:45.559 --> 00:25:49.319 can improve and have a better communication. Yeah, I love that, and 359 00:25:51.279 --> 00:25:55.319 it's it's it's so important because see your point about the movie and the director 360 00:25:55.359 --> 00:25:56.960 thing is like you all have the same client. We're trying to close the 361 00:25:56.960 --> 00:26:00.319 same clients toy on right, So like let's let's make sure that we're showing 362 00:26:00.400 --> 00:26:04.240 up and that we're all playing our parts to give the best experience possible to 363 00:26:04.240 --> 00:26:07.920 close it. I love that. And then finally them here we are mental 364 00:26:08.160 --> 00:26:14.200 toughness. I'm really excited to learn a little bit more about this because this 365 00:26:14.279 --> 00:26:18.279 is something when we think about right now the workforce and mental health and how 366 00:26:18.319 --> 00:26:21.480 we think and how we spend time in our own heads and how do we 367 00:26:21.519 --> 00:26:25.119 stay committed, persevere grit. These are all things that have to do with 368 00:26:25.839 --> 00:26:30.759 the kind of being in our heads and being focused on making sure that we 369 00:26:30.759 --> 00:26:33.599 can work through the difficulties that we, of course are going to see. 370 00:26:33.839 --> 00:26:37.599 But I'd love for you to kind of break us into mental toughness. Mental 371 00:26:37.599 --> 00:26:41.680 toughness is our capability to deal with stressors. What do we do when things 372 00:26:41.720 --> 00:26:47.400 don't go by plan? How do we show up. How do we stay 373 00:26:48.279 --> 00:26:52.039 with a cool head when everything is burning and lead our teams? And not 374 00:26:52.119 --> 00:26:59.799 only we stay cool, right, but we effectively keep the emotional temperature of 375 00:26:59.799 --> 00:27:04.359 our team at a good place. Right. I had had a great conversation 376 00:27:04.480 --> 00:27:10.720 with a very successful founder. Her name is Caddy Russell left, the founder 377 00:27:10.720 --> 00:27:15.039 of Thunderbeam, a scale up from Estonia. She used to be the CEO 378 00:27:15.079 --> 00:27:18.599 of the Italian Stock Exchange, and she shared with me this story. She 379 00:27:18.720 --> 00:27:25.519 told me, as a as a leader, you're the CMO, the chief 380 00:27:25.759 --> 00:27:30.720 motivation Officer. I don't care what leader you are. That's part of your 381 00:27:30.759 --> 00:27:33.200 role, that's part of your job. And she shared with me this story. 382 00:27:33.440 --> 00:27:37.079 Also she was like when she was working in the stock Exchange, she 383 00:27:37.119 --> 00:27:40.359 woke up one morning and she just slept on the wrong side of the bed. 384 00:27:40.559 --> 00:27:45.359 It was bad weather. She's been to Estonia from but no, and 385 00:27:45.400 --> 00:27:48.039 then she she you know, she was in traffic. She goes to work 386 00:27:48.359 --> 00:27:52.680 and her office is at the end of the corridor, so she's just grumpily 387 00:27:52.720 --> 00:27:59.640 walking towards her office. She gets some coffee and fifteen minutes later she got 388 00:27:59.680 --> 00:28:06.680 she got a visit from the head of HR Kidi what's wrong? Nothing. 389 00:28:06.920 --> 00:28:11.880 I just didn't get my coffee yet. The traffic was terrible. Everything is 390 00:28:11.920 --> 00:28:17.759 good, okay? Because I had three people that knocked on my office and 391 00:28:17.799 --> 00:28:22.240 asked me what is happening? What is going on? Is somebody getting fired? 392 00:28:22.519 --> 00:28:25.960 There's a bigger company. Why is kiding like that? And for her 393 00:28:26.160 --> 00:28:27.519 that was a wake up call. I don't care how I feel. I 394 00:28:27.599 --> 00:28:32.839 don't have the luxury to show up with an attitude. I gotta lead, 395 00:28:33.720 --> 00:28:36.599 right. It doesn't mean when everything is burning, you go and say, 396 00:28:37.240 --> 00:28:38.880 yeah, you know, everything is fine, don't worry, No, you 397 00:28:38.920 --> 00:28:45.279 got you gotta. You gotta honestly communicate with people. But it has to 398 00:28:45.319 --> 00:28:48.279 come from a place of strength. So how do we build build up this 399 00:28:48.440 --> 00:28:55.359 resilience as leaders? And how do we support our people so they can be 400 00:28:55.440 --> 00:28:59.960 more resilient so we are resilient as a team. That's the area of men, 401 00:29:00.079 --> 00:29:02.559 the toughness. Yeah, no, I love that and I love that 402 00:29:02.640 --> 00:29:07.559 example. And you know a lot of times with our podcast, we are 403 00:29:07.640 --> 00:29:11.440 asked like where do we get inspiration from or how do we get content that 404 00:29:11.480 --> 00:29:12.799 we want to talk about? And you said something that I just wrote down. 405 00:29:14.039 --> 00:29:17.799 He said, the emotional temperature of the team. So I'm taking that 406 00:29:17.839 --> 00:29:19.000 away as a note. So you heard it here first. Everyone. This 407 00:29:19.079 --> 00:29:25.119 is an exact example of when somebody says something that I'm like, that's interesting. 408 00:29:25.519 --> 00:29:26.559 Let me dig into that, let me get my thoughts on that. 409 00:29:26.599 --> 00:29:30.319 What does that mean? How does that show up in leadership? So do 410 00:29:30.400 --> 00:29:33.000 not be surprised, and I will give you the credit story on and whatever 411 00:29:33.000 --> 00:29:36.200 this shows up, whether it's an art, whether it's a podcast episode or 412 00:29:36.240 --> 00:29:40.079 a newsletter for LinkedIn, You're going to hear this terminology about the emotional temperature 413 00:29:40.079 --> 00:29:41.319 of the team. And I'm going to give you the credit for that because 414 00:29:41.480 --> 00:29:47.759 I really appreciate that. I just want to say it's not mine. I 415 00:29:47.799 --> 00:29:52.640 think we're just passing it on to be I interviewed this lady, an amazing 416 00:29:52.640 --> 00:29:56.759 author and strategy consultant. You should get her on the show grat. Her 417 00:29:56.839 --> 00:30:00.480 name is Richla ma Grt. She's a professor in Columbia Business cool and I 418 00:30:00.599 --> 00:30:03.920 heard it from her, but she was quoting somebody. All right, all 419 00:30:04.000 --> 00:30:07.119 right, I'm gonna do that. I'm gonna find the cascading of where we 420 00:30:07.160 --> 00:30:11.240 got the quote from, and then how this is cascaded through the theory. 421 00:30:11.240 --> 00:30:12.680 But I love that this is what this is all about. This is all 422 00:30:12.759 --> 00:30:17.720 about I think sometimes, you know, one of the reasons why I love 423 00:30:18.000 --> 00:30:21.839 listening to leadership podcasts talking to other people that are in leadership theory stuff is 424 00:30:21.839 --> 00:30:26.279 because there's so many times that there's there's a way that somebody describes something or 425 00:30:26.279 --> 00:30:29.960 a phrase or a word that you're like, That's what I've been thinking the 426 00:30:30.000 --> 00:30:33.599 whole time, but I've never been able to assign something to it or be 427 00:30:33.599 --> 00:30:37.920 able to make it such a clear message. And so like, this is 428 00:30:37.920 --> 00:30:41.000 one of those for me. We're like, you know what, I know 429 00:30:41.079 --> 00:30:44.200 exactly what that means, but I've never had a chance to really express that. 430 00:30:44.240 --> 00:30:45.880 So I'm gonna dig deep. So I will make sure that we pay 431 00:30:45.920 --> 00:30:49.599 forward all the credit to the cascading of this idea. Happy to be the 432 00:30:49.599 --> 00:30:53.119 messenger. Man, I'm actually including the same phrase in my upcoming book. 433 00:30:53.200 --> 00:30:56.240 So hey, I love it. Let's let's do it. Let's blow it 434 00:30:56.279 --> 00:30:59.799 up. Let's blow it up. So astoyan, thank you. I want 435 00:30:59.839 --> 00:31:03.680 to cap real quick, so the perform acronym and again, this is it's 436 00:31:03.759 --> 00:31:06.400 been a gem of a show. If you're not taking notes, like I 437 00:31:06.440 --> 00:31:07.319 am, and I'm sure story is like, what are you doing? I 438 00:31:07.359 --> 00:31:11.079 was like, I'm writing stuff down, I'm typing because I really like a 439 00:31:11.079 --> 00:31:12.519 lot of the content in the show. Go back and listen to it, 440 00:31:12.599 --> 00:31:15.880 pause, check it out. But for the recap, So the perform acronym 441 00:31:15.920 --> 00:31:19.599 P is purpose and values. E is effective planning, ours, roles and 442 00:31:19.640 --> 00:31:25.079 responsibilities, F as folks and execution. OH is optimal energy. R is 443 00:31:25.160 --> 00:31:27.960 robust communication, and M is mental toughness. Again, thank you so much 444 00:31:29.000 --> 00:31:32.400 for sharing story on any last minute words you want to share, Maybe a 445 00:31:32.440 --> 00:31:34.920 couple of places people can find you, website, social media, that type 446 00:31:34.920 --> 00:31:38.720 of fun stuff. Absolutely, just want to wrap up with the performance. 447 00:31:38.720 --> 00:31:42.799 The knowlogy well again, you guys know this stuff. Everybody knows this areas. 448 00:31:42.799 --> 00:31:48.039 But the cool question is how well are you doing in each of these 449 00:31:48.079 --> 00:31:52.160 areas? One simple exercise we do and we motervate for teams to do, 450 00:31:52.200 --> 00:31:56.920 but you can do it yourself. Once you explain your team what these areas 451 00:31:56.000 --> 00:32:00.400 means. You give them a piece of paper and you say, I want 452 00:32:00.440 --> 00:32:04.799 you to assess how are we doing as a team in each of these areas 453 00:32:05.200 --> 00:32:07.319 from one to ten? How are we doing in purpose and betters, how 454 00:32:07.319 --> 00:32:10.440 are we doing in effective planning? Be honest, just just write the numbers 455 00:32:10.480 --> 00:32:15.559 down and then you compare the numbers and you talk about it and you'll be 456 00:32:15.599 --> 00:32:19.960 amazed. I did it once with my team. I do it quite often, 457 00:32:19.960 --> 00:32:22.920 but once I did it, and I remember one of my interests was 458 00:32:22.960 --> 00:32:25.759 like, you know, we were sharing on effective planning and my INTERNT goes 459 00:32:25.839 --> 00:32:30.519 and it is like, I think it's a four. Oh, the productivity 460 00:32:30.519 --> 00:32:35.400 coach gets a four. But it was like, it wasn't that we were 461 00:32:35.400 --> 00:32:37.559 not really planned. Ugh, it was that we were not really communicating with 462 00:32:37.599 --> 00:32:42.400 her what the plan is. So you find all of those gaps and then 463 00:32:42.440 --> 00:32:45.960 the point is, let's be honest and let's let's be practical. What do 464 00:32:45.000 --> 00:32:49.160 we want to change? What exact specific things are we going to do so 465 00:32:49.200 --> 00:32:54.000 we can perform better sustainably from here on. So just to wrap up with 466 00:32:54.039 --> 00:32:58.759 this with the perform methodology. But where can you find me? Get in 467 00:32:58.799 --> 00:33:01.759 touch on LinkedIn, stoy and you can find my name. You can type 468 00:33:01.759 --> 00:33:05.519 it, uh, you know you can. You can go and find my 469 00:33:05.559 --> 00:33:12.000 podcast Productivity Mastery. I'm so looking forward to host LOSO listening to leadership advice 470 00:33:12.319 --> 00:33:15.359 from leaders like the founder of Free Book, the president, the former president 471 00:33:15.359 --> 00:33:21.440 Starbucks, Unicorn founders, amazing leaders like Loso. So yeah, you can 472 00:33:21.440 --> 00:33:23.400 go and get a copy of the book if you if you like what you 473 00:33:23.519 --> 00:33:28.200 hear, and if you think that could be useful in practical perform the sexy 474 00:33:28.240 --> 00:33:30.640 through the both startup success. But in any case, drop a note on 475 00:33:30.720 --> 00:33:35.039 LinkedIn say hello, let me know if anything I can support you with. 476 00:33:35.400 --> 00:33:42.240 And final final make sure to subscribe to Hacking your Leadership. You're gonna thank 477 00:33:42.279 --> 00:33:45.640 me later. It's a great podcast. If you haven't subscribed yet, do 478 00:33:45.759 --> 00:33:50.279 subscribe, Share this episode with a friend and let's keep performing. Absolutely, 479 00:33:50.319 --> 00:33:52.640 thank you Stoyan. I appreciate it, and same to all of you. 480 00:33:52.720 --> 00:33:57.720 Please go right now and check out the Productivity Mastery podcast with stoy On again. 481 00:33:57.880 --> 00:34:01.119 It's amazing, amazing content. Highly recommend it at Hacking your Leadership and 482 00:34:01.200 --> 00:34:05.000 I think it's just something that's going to help you continue your own leadership journey. 483 00:34:05.319 --> 00:34:07.960 So and with that, we hope you all have a wonderful day and 484 00:34:07.000 --> 00:34:08.119 we'll talk to you all next time.