Latest / Step Wise / Valorie Kondos Field Asks Foster Mobley What the Wise Man Taught Him About Leading

Transcript

Valorie Kondos Field Asks Foster Mobley What the Wise Man Taught Him About Leading · Step Wise

0:00
SPEAKER_02: We are meaning-making machines.
0:01
SPEAKER_02: We get some scant data and we make up stuff about it.
0:04
SPEAKER_02: That's how we have survived.
0:06
SPEAKER_02: And it's helpful to be able to create patterns until it's not.
0:11
SPEAKER_02: And it's not when we fill in blanks as opposed to asking.
0:26
SPEAKER_02: Today we have the opportunity to turn the tables.
0:29
SPEAKER_02: I know that's been done many times.
0:32
SPEAKER_02: Today, I get to do with one of my favorite people.
0:35
SPEAKER_02: You know, you meet somebody and they've just got that spark.
0:38
SPEAKER_02: That's something very special.
0:40
SPEAKER_02: You know you're going to be connected with them for a long, long time.
0:43
SPEAKER_02: That's been the case with me and Miss Valerie Condos Field, former gymnastics coach at UCLA, UCLA Athletics Hall of Famer, has coached many Olympians, won seven national titles, is a very thoughtful and renowned speaker in her own right.
1:02
SPEAKER_02: Today, in the living room of her place in Pacific Grove, California, she turns the table on me, ostensibly around the subject of my book, Leadership: Rethinking the True Path to Great Leading.
1:17
SPEAKER_02: But there's more.
1:18
SPEAKER_02: I hope you enjoy today's episode.
1:31
SPEAKER_03: And yet you chose to write an allegorical journey, a 120-mile journey with a wise man that I didn't know.
1:41
SPEAKER_02: Who is prior to?
1:42
SPEAKER_02: Who is that wise man?
1:44
SPEAKER_02: There is no wise man per se.
1:46
SPEAKER_02: I was a participant in a sweat lodge ceremony celebrating the life of the daughter of a very dear couple friend of ours in Seattle.
1:58
SPEAKER_02: She had passed unexpectedly.
2:01
SPEAKER_02: And so we were up there celebrating and honoring and grieving with them.
2:06
SPEAKER_02: And this guy, I could not tell you how old he was, grizzled, looked like the Marlborough man.
2:13
SPEAKER_02: He was about five, six, but bearded and all that, set up the sweat lodge.
2:20
SPEAKER_02: And I was so struck by him and his intentional movements, and how he engaged all of us in a really deep dialogue about a very important moment of grief.
2:34
SPEAKER_02: Um just stayed with me.
2:38
SPEAKER_02: And so in my mind, he became the wise man.
2:41
SPEAKER_02: Why an allegory and not a more traditional book?
2:45
SPEAKER_02: Two answers.
2:46
SPEAKER_02: One is the number 277,000.
2:50
SPEAKER_02: Um, the other answer is about teaching.
2:52
SPEAKER_02: So the 277,000 is at the time I wrote it, there had been 277,000 books published on the topic of leadership.
3:03
SPEAKER_02: And that's a very crowded space.
3:05
SPEAKER_02: And I didn't want to be just another one.
3:07
SPEAKER_02: I wanted this to stand out somehow.
3:09
SPEAKER_02: Second one was people remember stories, and I cannot tell you in the years since this is our 15th year anniversary.
3:17
SPEAKER_02: How many people have come up to me and asked the question, like, who's the wise man?
3:20
SPEAKER_02: Did you really meet somebody in a bar or restaurant and go off of them hiking for a week?
3:26
SPEAKER_02: Like they remember that stuff, and that's why I did it.
3:28
SPEAKER_03: Oh, 100%.
3:30
SPEAKER_03: I was one of those people because I was pissed off with you.
3:33
SPEAKER_03: Do you remember that?
3:34
SPEAKER_03: I was like, I was so drawn into this story.
3:38
SPEAKER_03: I can't wait to meet this man.
3:40
SPEAKER_03: Oh my gosh, Boster, this is so great.
3:43
SPEAKER_03: When can I meet him?
3:44
SPEAKER_03: Is he still alive?
3:46
SPEAKER_03: And you're looking like it, he's fiction, Callerie.
3:50
SPEAKER_03: I don't know why I got so angry.
3:53
SPEAKER_03: That's how well it's written.
3:54
SPEAKER_03: Oh, okay.
3:55
SPEAKER_03: It draws you in immediately on this journey.
3:58
SPEAKER_01: Yeah.
3:59
SPEAKER_03: And I agree with you because I read about 270,000 of those leadership books.
4:04
SPEAKER_03: Yeah.
4:04
SPEAKER_03: And it's it's the same.
4:06
SPEAKER_03: It's like when I was writing the book, it's like, why do we need another leadership book?
4:10
SPEAKER_02: Right.
4:10
SPEAKER_02: This is about self-leading, not leading others yet.
4:13
SPEAKER_03: Right.
4:14
SPEAKER_02: How are you gonna tell that in a compelling way?
4:16
SPEAKER_02: Yeah, we're gonna go deep and meditate.
4:18
SPEAKER_03: Right.
4:19
SPEAKER_02: No, no, we want I want something that people are gonna pay attention to, and each step of the way, they can relate to it and go, oh, clear stream.
4:28
SPEAKER_02: Oh, okay, I get it.
4:30
SPEAKER_02: I know when my stream is blocked.
4:32
SPEAKER_02: They could relate to that as opposed to some more esoteric.
4:37
SPEAKER_03: And when you use the word block, the wise men talks a lot about blockages.
4:41
SPEAKER_03: Yeah, what are the most common that you've seen?
4:45
SPEAKER_02: I'll speak personally, which is um a fear.
4:48
SPEAKER_02: We're blocked by our fears.
4:50
SPEAKER_02: Fear of letting go, fear of trying something new and failing, fear of not looking good.
4:56
SPEAKER_02: Fundamentally, each of us have constructed wonderful lives, but many times, based, if you believe in psychology, based on a brokenness in our um upbringing, some connection we make that didn't quite work out well, and we build patterns on top of that.
5:14
SPEAKER_02: And it's only later, in times of crisis or times of stress or challenge, do we become aware that these things are really operating for us?
5:22
SPEAKER_02: Why do I not want to take a risk?
5:25
SPEAKER_02: Is that because the calculus in that moment, gee it's riskier than it's not?
5:31
SPEAKER_02: No, most of the time I don't want to take a risk, is because when I was a child, there was something that said, be safe.
5:39
SPEAKER_02: You're better if you're safe.
5:42
SPEAKER_02: Play back, let others talk.
5:44
SPEAKER_02: There is some issue in all of us, if you believe Jung and other modern psychologists, um, that we build our lives on top of.
5:52
SPEAKER_02: And so that's the one.
5:54
SPEAKER_02: It's for me, it's a fear thing.
5:56
SPEAKER_03: Share with us one of the parts of the story of the journey with the wise men that helped you on this journey work past that fear, a fear.
6:06
SPEAKER_02: I'll tell a story that's near and dear to your heart, uh, because it so directly impacts athletic performance, which is the tale of the storm about noise, and letting noise from the outside, others' opinions, controversy, that stuff get so big that it affects how you behave.
6:28
SPEAKER_02: And that's been, you know, quite important.
6:32
SPEAKER_02: As an entrepreneur, uh, creator of a firm that thankfully endures to this day.
6:38
SPEAKER_02: There have been times when I really just wanted to play it down the middle and not be controversial because the noise would get a little bit too big and I'd play it safe.
6:47
SPEAKER_02: Interestingly, in 2026, based on our current leadership of FNG leading, they're not playing it down the middle anymore.
6:57
SPEAKER_02: They have declared a lane, it's a bold lane.
7:00
SPEAKER_02: We have gone after some things in ways that would have been unthinkable to me.
7:04
SPEAKER_02: And and I'm glad we are.
7:07
SPEAKER_02: But it you know, noise gets noise got too big, and then that fear thing kicks up.
7:12
SPEAKER_02: Well, what if?
7:13
SPEAKER_03: So is the noise actually a gift?
7:16
SPEAKER_02: It sure can be if you treat it that way.
7:19
SPEAKER_02: All of these things, even the fear, can be a gift.
7:23
SPEAKER_03: Okay, so how many years have you been working with leaders of athletic organizations, of companies, CEOs?
7:34
SPEAKER_02: I started working directly with CEOs in 1984.
7:37
SPEAKER_02: I started my practice of working in organizations in 1980.
7:40
SPEAKER_02: I started working with athletic leaders in about 2000.
7:43
SPEAKER_03: So and when did you write the book?
7:46
SPEAKER_02: In 2011.
7:47
SPEAKER_03: And did you write the book because you had a lot that you wanted to share?
7:52
SPEAKER_03: And did you write the book because you just saw so much nonsense out there with leaders that you said I have to write the book?
7:59
SPEAKER_02: You know, it's really the former.
8:01
SPEAKER_02: After that long in practice, people would always say, So what's leadership?
8:05
SPEAKER_02: And I would quote them to somebody else.
8:07
SPEAKER_02: Gee, Warren Bennis says the following.
8:09
SPEAKER_02: Michael Porter says the following, Tom Peters says the following.
8:14
SPEAKER_02: And then look at I have very different, who's still a client and very different, and said, What do you believe?
8:22
SPEAKER_02: And I went, well, it's hard for me to put in, you know, like I backtracked, and and then I thought about that and went, I gotta know what I believe after all these years.
8:33
SPEAKER_02: So I went back and got my doctorate.
8:34
SPEAKER_02: And then after that, um, I started playing with these ideas about how do I communicate a deeper level of leadership and a deeper level of self-mastery.
8:45
SPEAKER_02: I I call this kind of the ragu theory of leading.
8:49
SPEAKER_02: You remember the ragu commercials back in the day?
8:52
SPEAKER_02: And there'd be a bottle of spaghetti sauce, and they'd say, basil, it's in there.
8:57
SPEAKER_02: Garlic, it's in there, tomatoes, it's in there.
9:00
SPEAKER_02: And I'm sort of thinking, leadership, it's in there.
9:04
SPEAKER_02: Oh, that's really good.
9:05
SPEAKER_02: We know how to engage with people.
9:08
SPEAKER_02: We know how to listen.
9:10
SPEAKER_02: We know how to be empathetic.
9:12
SPEAKER_02: Whether we are or not's a different issue.
9:15
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9:19
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9:37
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9:41
SPEAKER_02: Most high performers don't need more ambition or vision.
9:44
SPEAKER_02: They need better support infrastructure and daily practices to hold it.
9:49
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10:04
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10:12
SPEAKER_02: Are you born with it or is it something we are born with the ability to commune with the people around us?
10:20
SPEAKER_02: We are born with that.
10:21
SPEAKER_02: Look at a baby.
10:22
SPEAKER_02: You don't have to teach a baby to be present, you don't have to teach a baby to connect with those around him or her.
10:30
SPEAKER_03: Do people who eventually excel at being effective strong leaders?
10:37
SPEAKER_03: Leaders are people of influence.
10:39
SPEAKER_03: Yeah.
10:40
SPEAKER_03: Um, is this because they have worked through the blockages that you talk about in your book?
10:47
SPEAKER_03: How do people become those strong leaders?
10:50
SPEAKER_03: Because I'm always asked that question.
10:51
SPEAKER_03: Are you people born with it or is it something you can learn?
10:54
SPEAKER_02: Go do your work.
10:55
SPEAKER_02: My answer, I'll say cryptically, is yes.
10:59
SPEAKER_02: They have worked through that stuff.
11:01
SPEAKER_02: Here's my situation.
11:02
SPEAKER_02: My children taught me how, taught me more about leadership than anything else.
11:07
SPEAKER_02: You know, I was the prototypical male in my career.
11:12
SPEAKER_02: I devoted myself to career.
11:14
SPEAKER_02: I'd come home and there'd be very little left in the tank for the kids.
11:18
SPEAKER_02: And I'm not proud of this, but I kind of gave cursory attention to family.
11:23
SPEAKER_02: And my kids grew up, and they basically taught me how to create family, how to be part of that, how to listen, how to be more present.
11:37
SPEAKER_02: And it happened over a series of stages and stuff like that.
11:40
SPEAKER_02: I had to relearn how to be present when I was stressed.
11:45
SPEAKER_02: I had to relearn how to get myself out of the way.
11:49
SPEAKER_03: Which was intentional.
11:50
SPEAKER_02: Absolutely intentional.
11:52
SPEAKER_02: And so people will say today, like, how do I become a better leader?
11:55
SPEAKER_02: And I'll say, Go do your work.
11:57
SPEAKER_02: And they'll go, What's the work?
11:59
SPEAKER_02: What is your work?
12:01
SPEAKER_02: Is it go to therapy?
12:03
SPEAKER_02: Big believer, meditate, go for a nature walk, become mindful.
12:09
SPEAKER_02: And here's my the thing that I'm figuring out is after seven decades on the planet, the soul thinks at a much slower pace than the brain.
12:20
SPEAKER_02: This is where this connection is, which is the lifeblood of leadership.
12:25
SPEAKER_02: Leadership isn't about being the smartest and the best decision maker.
12:29
SPEAKER_02: We have managers to do that stuff.
12:31
SPEAKER_02: We now have algorithms to do that stuff.
12:33
SPEAKER_02: We put in all the factors in and say, Claude, how should I decide?
12:38
SPEAKER_02: Well, here's this and here's that, and these are the things like.
12:41
SPEAKER_03: Can you become a great leader of yourself if you don't take time to intentionally slow down to pay attention to your soul?
12:51
SPEAKER_02: My personal view is no.
12:54
SPEAKER_02: Because then we're always operating.
12:56
SPEAKER_02: You know, the the tale of the skipping stones, we're always operating on the surface.
13:00
SPEAKER_02: Fast, fast, fast, fast, fast, fast, issue, issue, issue, shoes.
13:04
SPEAKER_02: Boy, I'm good at solving problems.
13:06
SPEAKER_02: Yeah, but lead me.
13:08
SPEAKER_02: Inspire me, connect with me, help me get the best out of myself.
13:15
SPEAKER_02: Boy, that takes a lot of depth to do that.
13:18
SPEAKER_02: So I say the speed of the soul operates differently.
13:22
SPEAKER_02: In fact, the next book I want to write after the current book I'm writing is called The Crack That Lets the Light In.
13:31
SPEAKER_02: Something that allows that light, that insight to come in, and that's at a different speed.
13:36
SPEAKER_03: You talk about the access points.
13:40
SPEAKER_03: They're a seven that you've identified.
13:43
SPEAKER_03: Could you share what an access point is?
13:46
SPEAKER_02: Yeah, and by the way, don't you love that number?
13:48
SPEAKER_03: Oh hello.
13:51
SPEAKER_03: Okay.
13:53
SPEAKER_03: Um, there are little seven.
13:55
SPEAKER_03: He's saying that because I led our team to seven national championships.
14:01
SPEAKER_02: An access point is it's this morning, Kathy and I got up and walked into Monterey.
14:08
SPEAKER_02: And there were a couple of points we stopped and looked at the beautiful ocean.
14:14
SPEAKER_02: That little stop was an access point to us.
14:17
SPEAKER_02: We stopped there, we looked around, we considered, and we took a moment, and we were able to see stuff through that that we wouldn't have seen on a path.
14:27
SPEAKER_03: Which access points have you identified that leaders have resist the most?
14:31
SPEAKER_02: The tale of the empty house.
14:33
SPEAKER_02: Do you recall that one?
14:34
SPEAKER_02: That is where the two hikers come on this house and it's empty, and there's some things around, and they make up stuff about it.
14:42
SPEAKER_02: Well, that's human nature to make up stuff about things.
14:45
SPEAKER_02: And leaders in pressure positions will get scant data and be really good at making up stuff, create a narrative, and decide on it and act on it.
14:57
SPEAKER_02: Well, that notion of judgment versus observation, which is what the tale of the empty house is about, is hard for most of us.
15:05
SPEAKER_02: We hear a thing or two, and the body, the mind thinks in a gestop, a pattern.
15:11
SPEAKER_02: So we fill in the blanks.
15:13
SPEAKER_02: That's a real hard one for leaders who work at this kind of pace and these kind of pressures to stop and go, I notice you're wearing a jean jacket.
15:22
SPEAKER_02: We're not making up stuff about it.
15:24
SPEAKER_03: I remember clearly one of the things that I learned from you was what people don't know about you, they will make up.
15:31
SPEAKER_02: Oh yeah.
15:32
SPEAKER_03: And I remember that just like I dug my heels in.
15:36
SPEAKER_03: I don't want anybody making my truth up.
15:40
SPEAKER_03: And then you also just touched on something Benjamin, I've recently been spoken speaking about is being able to observe without judging.
15:48
SPEAKER_02: Yeah.
15:48
SPEAKER_03: And it is that possible.
15:50
SPEAKER_02: Yeah, but it takes training.
15:52
SPEAKER_03: I find it linearly possible.
15:55
SPEAKER_02: Look, we're taught that way.
15:56
SPEAKER_02: We come up to an intersection and there's a yellow light.
15:59
SPEAKER_02: What's gonna happen next?
16:01
SPEAKER_02: It's gonna be a red light.
16:03
SPEAKER_02: We're taught that certain patterns exist.
16:06
SPEAKER_02: Is it possible to observe without judgment?
16:12
SPEAKER_02: Yes.
16:13
SPEAKER_02: It takes grace, our favorite word.
16:17
SPEAKER_02: It takes patience, it takes courage on the part of the observer to not fill in the blanks, to not race forward and say, I notice you've got that, without any positive, negative meaning attached to it.
16:33
SPEAKER_02: There's some training I did back in the early 2000s.
16:36
SPEAKER_02: The expression in that training was we are meaning-making machines.
16:40
SPEAKER_02: We get some scant data and we make up stuff about it.
16:43
SPEAKER_02: That's how we have survived.
16:45
SPEAKER_02: And it's helpful to be able to create patterns until it's not.
16:50
SPEAKER_02: And it's not when we fill in blanks as opposed to asking.
16:55
SPEAKER_02: There's a continuum I often talk about.
16:58
SPEAKER_02: You've heard me do this a number of number of times.
17:00
SPEAKER_02: The continuum looks like this on one side is advocacy, telling.
17:06
SPEAKER_02: The other side of that continuum is inquiry, asking.
17:10
SPEAKER_02: And most leaders, especially younger ones, think that the mastery in leading is telling and being right all the time.
17:19
SPEAKER_02: The mastery to me comes in the asking part.
17:22
SPEAKER_02: Why are you laughing?
17:30
SPEAKER_03: And I started being asked to do workshops and coaching individuals.
17:34
SPEAKER_02: Yeah.
17:34
SPEAKER_03: Like executive coaching.
17:36
SPEAKER_02: Oh, yeah.
17:36
SPEAKER_03: And you're this is only what people that have tremendous amount of trust with each other can say to each other.
17:44
SPEAKER_03: Because I was like, I mean, you're you're an executive coach.
17:47
SPEAKER_03: You're like you're working all over the world.
17:50
SPEAKER_03: This is I think fosters doing.
17:52
SPEAKER_03: Do you remember what you said?
17:54
SPEAKER_02: Yeah.
17:55
SPEAKER_03: What did you say?
17:56
SPEAKER_02: I said, probably not for you, because you're better at telling than asking.
18:00
SPEAKER_02: Yeah.
18:00
SPEAKER_03: And I remember I wasn't offended by that at all.
18:03
SPEAKER_03: No, no, no.
18:04
SPEAKER_03: But I I kind of let it just go, he has something he's talking about.
18:07
SPEAKER_03: I can ask questions.
18:08
SPEAKER_03: I'm gonna Yeah.
18:12
SPEAKER_03: But it was really great because after that, when I was speaking with anybody working with student athletes, teaching, whatever I'm doing, I have your voice in my head going, okay, stop, stop telling that person what they should do and formulate a question that's gonna help them figure it out.
18:31
SPEAKER_03: Which is interesting because that's how I learned how to coach.
18:34
SPEAKER_03: Because as we know, I thought that's right.
18:37
SPEAKER_03: I wasn't an athlete, I wasn't a gymnast, I was a dancer.
18:40
SPEAKER_03: How did I learn how to coach gymnastics?
18:42
SPEAKER_03: And people ask me that all the time.
18:43
SPEAKER_03: I said, because I I had to ask a hundred questions a day.
18:47
SPEAKER_03: But once I became a leader, yeah, I felt I had the answers.
18:54
SPEAKER_02: You saw the patterns, you could make stuff up, and you were right most of the time.
18:59
SPEAKER_02: It's really interesting.
19:00
SPEAKER_02: They all kinds of different expressions are used for this.
19:03
SPEAKER_02: It's push versus pull.
19:06
SPEAKER_02: You know, some people think great leading is pushing people to great results.
19:10
SPEAKER_02: Some think, as I do, it's the other side.
19:13
SPEAKER_02: It's pulling, meaning set a vision, ask a question, draw their interest in, get them fired up.
19:20
SPEAKER_02: Boy, fired up direct report is way more important than a compliant one.
19:26
SPEAKER_02: Sure, boss, I'll do whatever you tell me to do.
19:28
SPEAKER_03: It takes too long to fire somebody up these days.
19:32
SPEAKER_03: When you finished your book, yeah, and you were all through with it.
19:35
SPEAKER_03: Yeah, what was the overwhelming thing that the wise man taught you that you didn't know about yourself when you started the book?
19:44
SPEAKER_02: My voice mattered.
19:47
SPEAKER_02: What I thought mattered, what I thought had the ability to contribute to others.
19:54
SPEAKER_02: I didn't have to fall back on the teachings of the giants on whom on whose shoulders I stood, that I had a voice.
20:04
SPEAKER_02: And I was proud of that voice.
20:06
SPEAKER_02: Because that was really my first declaration into the Lord.
20:09
SPEAKER_02: Like, you know, I've done a lot of plant work, I'd probably done 30 years of plant work by then, and um a lot of a lot of victories and a lot of small victories and stuff.
20:17
SPEAKER_02: I put that out in the world and went, Yep, this is this is me.
20:23
SPEAKER_02: And even the title, being willing to do something as controversial as that, leadership.
20:29
SPEAKER_02: Who does that?
20:31
SPEAKER_02: Um, I actually had one of our largest clients at the time.
20:35
SPEAKER_02: Uh, they were in the Bible belt and they refused to buy my book because they thought the title was profane.
20:42
SPEAKER_02: When that happened, that moment of clarity says, I'm gonna name the book that.
20:48
SPEAKER_02: That was another kind of um arrow in my quiver for self-esteem.
20:53
SPEAKER_02: Well, yep, I'm gonna do that.
20:55
SPEAKER_02: And my voice is worth something, and that's what I got on.
20:58
SPEAKER_03: Wonderful.
20:59
SPEAKER_03: I'm so glad you wrote the book.
21:01
SPEAKER_03: Well, thank you.
21:01
SPEAKER_03: Yeah.
21:02
SPEAKER_03: So all the student athletes that you've worked with with us, at least he like loved the book.
21:06
SPEAKER_03: Excellent.
21:06
SPEAKER_03: So thank you very much.
21:08
SPEAKER_02: My pleasure.
21:09
SPEAKER_02: Thank you.
21:09
SPEAKER_02: Thank you for today.
21:23
SPEAKER_02: If this conversation was worth your time, and I hope it was, do one thing for me before you close the app.
21:29
SPEAKER_02: Leave us a review on Apple Podcasts.
21:31
SPEAKER_02: It's how people like you help people like me find this show.
21:34
SPEAKER_02: And if what we talked about today sparks something in you, there's a book called Leadership: Rethinking the True Path to Great Leading.
21:43
SPEAKER_02: Yes, that's the real title that goes deeper into this territory.
21:46
SPEAKER_02: It's on my website, fostermobley.com.
21:50
SPEAKER_02: And then sign up for our email list to be notified when my next book, Honoring, goes into pre-sale in 2027.
21:57
SPEAKER_02: And if there's one person in your life who needed to hear this episode, send it to them.
22:01
SPEAKER_02: Not because we need the numbers, because they need the conversation.
22:05
SPEAKER_02: Set the table, invite cool people, magic happens.
22:10
SPEAKER_02: I'm Foster Mobley.
22:12
SPEAKER_02: As always, friends, step wise.
22:15
SPEAKER_02: Our music for season three is composed and performed by Montana musical legend Philip Auburgh.
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SPEAKER_02: Courtesy of Sweetgrass Music.
22:23
SPEAKER_02: Phil's recent passing was felt by many, including those of us associated with this podcast.
22:28
SPEAKER_02: We thank Patty Auburgh and Sweetgrass Music for access to this beautiful piece.
22:34
SPEAKER_00: Thank you for listening to Stepwise.
22:37
SPEAKER_00: Stepwise is produced, edited, and promoted by Zedist with support from Amber Gillard Consulting.
22:43
SPEAKER_00: Find more episodes and resources at fostermobli.com and follow Foster on social media at Fostermobley.
22:52
SPEAKER_00: We'll see you next time.