Latest / Here to Serve - A United Regional Podcast / Galen Emanuele, International keynote speaker and author
Transcript
- United Regional: Welcome to Here to Serve, a United Regional podcast. I'm your host, Ryan Graves. My favorite part of being the Director of Patient Experience at United Regional is the incredible people that I meet and work with on a daily basis. And I want you to meet them too. Join us to meet the people behind the badge and to highlight those who are here to serve. Galen, welcome to the Here to Serve podcast. It's an honor to have you today, sir. Thanks, Ryan. All right. So tell me who you are and what you do. Okay. ⁓ I am Gael Immanuel. So I do a lot of kind of skills development training with organizations and teams around building team culture, around communication, around emotional intelligence and self-awareness, leadership, ⁓ change, moving through change, that kind of stuff. I do, yeah, do, half of my work is to do skills training, the other half is like help teams develop culture that's intentional. That's what I do. What's your... I heard today you spoke at our LDI session, was great for me. know this stands for Leadership Development Institute. Our organizational leaders get together once a quarter, and we work and grow and get better. And Galen just spoke to us a few minutes ago, which my face hurt at the end from so much laughing and smiling. It was a great time. But ⁓ I'm interested in your background. It was mentioned that you have a background in improv. even whose line is it anyway? Is that accurate? Tell me about that. Yeah, so my kind of background. I've always been sort of entrepreneur, sales, marketing, kind that's my sort of business background. At one point I started doing improv for a long time, so I taught, performed improv for years and years, which is sort how I got into this work. But through that time of doing improv, I toured with the cast of Oozines anyway, I've done a million billion shows doing improv. Yeah, and that's sort of how I kind of got into this was at one point I became the marketing and sales director for the Improv Theaters Performing and Teaching Act. and I started developing curriculum and stuff like that and just fell in love with it. ⁓ yeah, I started my own company which has been 14, 15 years ago. Incredible. Well, I thought it was fascinating today and you start to, you you see universal principles, universal human principles, right, across a lot of different things. But I thought I was sitting there going, wow, this guy ⁓ was good at improv, saw the principles of improv. You tell me if I got this wrong. This is just what I was thinking. This guy took the principles of improv that that the rules you've talked about and then said, hey, this applies to way more than improv. This applies to life. This applies to organizations. And then you started building off of that. Is that accurate? Yeah, 1,000%. I mean, it really is. You know, the misconception about improv for people that are familiar with improv and whose lines anyway is that it's people think it's about being funny. It's acting like a weird character and that kind of stuff. And the truth is, once you really get into it and learn how it's really about sort of connecting with other human beings and sort of being, right, being in the moment, making other people look good, like just, it's more about connection and listening. And so to me, seeing that as it's not really about being creative and funny and thinking on your feet, that's an element of it, but really it's about how do people show up, how do they respond to each other, what is that elicit, right, by how I show up. How does it change how you show up around me? And so just the opportunities there for like connection and right, we're talking about business teams and working right. We come from different places. We have diverse groups of people that have jobs and trying to accomplish something together as humans. And the way that people show up and interact and treat each other and respond to one another is everything for what it feels like to be part of a team. So yeah, I just, there's so much, there's so many kind of through lines there and just tools that I'm like, this is really useful for how you think about how you move through the world. and what that creates in relationships and all those kinds of things. So, yeah. One of the things I say often, and I'm glad you brought up the way you show up, because I actually wrote it down. I was listening as you were talking and writing things down that I thought were interesting and that resonated with me. And that was one of the first things I wrote down was, put in quotation marks, the way you show up. One of the things that I teach and try to instill often with like new clinicians, new nurses, just new employees in general, A and N regional. is I will often say something along the lines of you decide who you're going to be and you decide what your day and what your shift is going to look like before you get in the building that gets decided in the parking lot or on the drive or home or et cetera. You're, you're, but you're deciding what your heart posture for that day is going to be before you get here. When you say, the way you show up, is that what you're referring to or are you talking to something bigger or different? Like what do you mean by that? Yeah, I mean I think it totally resonates with what you said, it's like being intentional about the way that you move through the world. Intentional, that's How you respond to other people. You know, to me, kind of, one of the elements, one of the tenets of improv is around sort of being positive, which doesn't necessarily mean saying only positive things. Work is stressful, we go through things personally that are like not positive and, but to me, really the embodiment of that is that you are in charge of your own work. the energy that you bring to a meeting, to an interaction with a patient or a coworker, whatever, you are always in control of your own choice of words, your body language, your energy level, all that stuff. And so that is the easy kind of connect for me is like, you're just in charge of the weather that you bring in. You can be a stormy rain cloud to people around you or you can be sunlight. is it possible to do... that perfectly every moment? No, of course. I things rattle us and shake us, and we can even go into work with the intention of like, cool, I'm gonna have these things, like what you said, but within the first half an hour, this, this, this, this, this goes wrong, and it's really just like, like you said, I get to choose how I show up. I get to choose how I respond to people, situations, how I speak to people, and that to me is like, it's just that piece of self-awareness, right? It's like, I'm being intentional about the way that you experience me. as a coworker, as a human being. like, you know, because what else can I actually control? not much. Right. I said it's such a freeing thing when I remind myself of that. I cannot control what this person says. I cannot control what the organization does. I can't control this. I I control almost nothing except I can. I can. I can decide what my weather is. Yeah, that's awesome. I love that. I love that. Yeah, really great. So. I wanna get into your rules. You gave some rules that I thought, I wrote them all down because I thought they were just really good rules for life. Now you said these were rules of improv, is that correct? Rules of improv? Yeah, yeah. And they're more like skills or tenets or like a value of or like a sort of behavior. But yeah, just in a nutshell, the kind of core concept, main idea of improv is around yes and. Just like saying yes, being open and receptive to ideas and reality and embracing. what's true and what you get from somebody else and then adding onto it, right? And just like the yes hand piece. But the five, those five skills or tenets of improv are to say yes, right? Which is around just the mode of being open and receptive to other ideas. And also it's not about always saying yes to everything. Like people misinterpret that and be like, ⁓ I have to say yes to everything. It's like obviously not, that is not possible. Especially in work and just in life, but it's just being receptive and open to other ideas and looking for ways to say yes when we can. I wrote that down in print so I put say yes and then I put when you can. Right. Look for reasons to say yes. ⁓ But it but it's not you know we're not going to be ridiculous. We're looking for ways to say yes. Right. And I think that's like you know a natural reaction. I'm an analytical kind of person. Right. My mind is ultimately like let me I think of all the strategic ways that things can go wrong and but it's like when presented with something if we're actively looking for ways to say yes versus looking for all the reasons that it won't work. Right and as opposed to like is this possible? Can we do this and to come from a place of just possibility? Is really kind of embodiment of that idea of saying yes is like is it possible to say yes of this? The second one do you want me to do all five? Let's talk to them. Yeah, the second one is around listening and being present huge part of improv but also with like other human beings like being present be in the moment one of the things we touched on today that I think is really important is just the shift as you think about interacting with other people's like making other people feel listened to Right, we think about listening as active listening, but it's like if I'm focused on your experience versus mine, I show up in a different way. Right, if it's like I heard the words that you said, right, in terms of listening, it's very different than me having the intention of making you feel listened to. Because if that's my intention, is I interact with other people, I show up differently in terms of my eye contact, my body language, my attentiveness, because I'm focused on your experience. Do you feel listened to me right now? And that's true in a lot of work situations, right, in healthcare, whether that's a patient. if you're leader, if you're having a conversation with somebody else, it's like to be aware of does this person feel listened to by me? Am I showing up in a way that elicits that? And like being present in the moment ⁓ is important. So before we move on, I wanna jump in on that one, because I just think that is such a universal ⁓ truth, listening and being present. And even if, what I have found with this is even if I show up and go. There's this funny like brain games that we play, think, but ⁓ I'm gonna listen so that I can have, if I listen, I'll be able to manipulate them into what I want because I'm listening and they're gonna, but something weird happens in the brain is when you listen, actually, it starts to change how you view that person, how they view you. Something happens between two humans when you actually listen to them and are curious about them. And I've got this quote that I can't remember who said it. I wish I could attribute to them, but I say it all the time now. And that quote is, ⁓ being listened to is so much like being loved that most people can't tell the difference. Do you agree with that? Yeah, for sure. It's like when you listen. If you have, think about the people in your life that you are the fondest, like all that stuff. I mean, just the act of making somebody feel listened to or people that you can talk to, you'd like, I feel seen. I feel considered. As opposed to this person's just listening to me enough to form a response and then waiting for me to stop making noise with my mouth so that they can say what they're already gonna say back to me, right? Because I'm just waiting for my turn to talk. versus really absorbing what you're saying. And again, it's just like focusing on somebody else's experience. If I move through my day and I'm like, my goal, interacting with you is that you feel listened to by me, then I'm here, I'm present. I'm like, do you feel listened to? So yeah, I love that quote. I think it's accurate and it's great. I think it ties really good to rule number three. Yep. Which is making other people look good. I love it. And that takes a lot of different... I think in workplaces and in life, but in improv for sure. It's like the improv usage of that is my number one focus as an improviser, if I'm on stage with you and we're doing a scene, is to make everything that you say look brilliant, which requires me to tune in and listen, not be wanting to force my own ideas to have happen, but to sort of like make you look good. so again, just like making. making you feel listened to, my focus is to make you look good. It takes the pressure off of me to be perfect, to be impressive. I think that kind of stuff, it's just like we're in this together and we're tuned in. And so it's the sense of I have your back. which is really important to instill in people because if you put two improvisers on stage where there's no script and you don't know what you're gonna do, if everybody's out for themselves, like I'm trying to be funny, I'm blah, we're not on the same page. But if the focus is I'm gonna make you look good, if you make an offer, whatever, I'm gonna accept that offer, I'm gonna be here with you, like it, then we're playing together as a team, right? And like that's really important. And there's a lot of different ways in the workplace, because I understand workplaces, where making other people look good involves also not bad mouthing people behind their back, right? When I have the opportunity to point out someone else made a mistake or say something negative about someone when they're not in the room, it's like I don't. Because with intention, it's like, if my goal is to make other people look good around me, then. that's the opposite of that, right? And it's like, what is the intent? How am I showing up, right? And I think that making other people look good is important because it's like embracing failure, extending grace. If you make a mistake, which you're human and you're gonna prove to be imperfect at some point, do I need to make you feel bad to pile on to tell other people the thing you did or can I extend you some grace? think the idea, just embodying the idea of making other people look good ⁓ is important. You support the people around you, you give praise to other people around you. think that's... important to remember because it builds trust, builds connection, it builds relationships, right? If you know that I'm not just out for myself, I want to take all the credit, I want to look good, that's my focus. Like you don't, our relationship, you don't trust me as much, right? As we move through the world. ⁓ And if I have a service mindset, if I'm here, right, I want to make other people look good, I want to lift up other people. I always am like, it's hard to... convince other people that you're impressive. And I'm like, if you want to look impressive, make everybody else around you look impressive. And that's easy to do. There's no pressure there. It's like, how can I lift other people up? How can I make other people look good? Gosh, I wanted, there's so much to unpack there. I know we're not going to be able to get into all of it, but I just, I love these, these three right here, these three, just so if anybody's having trouble remembering it, say yes when you can, listen and be present and make others look good. I put it when you were speaking today, I put a little, uh, a little arrow to all three of them. And you've, as we've been talking right here, you've said this word like 40 times and the word is others. Um, those three are others focused, right? They're not self-focused. All of this is others focused, others, others, others. And if I had like one, one life value that I try to aspire to, it would be to just focus on other people. There's, and you said it, you said the word. Um, I don't think you said the word freedom. What did you say? You said a word along those things like freeing or freedom or something like that, but I think there's such freedom there. There's such a relief when I quit worrying about me and start looking at other people and focusing on other people. It takes the pressure off. It takes the pressure off. To be like, have to impress people. I have to be perfect. I have to do that. It's like, nope, I'm here to do my best and make other people look good and be in service of other people and right, lift them up. It's yeah, it's a lot less pressure because that's easy to do. I don't have to worry about. how do people perceive me? It's like, the way I want you to perceive me is somebody who is in support of you, who wants to make you look good. Because I know through doing that, it builds trust, it builds a better relationship. like, yeah. We're all in our heads so much that humans generally are walking around in our own heads and we tend to be self-focused, right? And then when we move away from that self-focus... and start looking at others. I think it changes your brain chemistry, it changes how you view the world, it changes everything. And then there's such freedom in it because now instead of me worrying about me, one of my favorite books ever is by a guy named Tim Keller, but it's called The Freedom of Self-Forgetfulness. It's awesome book, you can read it in the afternoon. The Freedom of Self-Forgetfulness, but he covers some of this concept very well. I think it's so freeing. I think, And I'm starting to see that as we talk through these, I'm seeing the genius of these rules and not just of the rules, but I'm assuming you intentionally put them in this order because number four is embrace change and failure. You're not going to be able to do number four. If you're not self forgetful on the first, if you're not already looking at other people and, and you're never going to be able to get into embracing change and failure. So talk about what embrace change and failure means in this setting? Yeah, well, mean, as improvisers, right, just to take it back to that and like where it's from, is that every moment on stage without a script is unexpected circumstances. And so learning to be able to be present in the moment and embrace that like change, to be able to immediately pivot and be like, ⁓ is my reality right now in this exact moment, to be able to immediately kind of like recalibrate around that and move forward. is really important. as improvisers, it's like we understand and we just love change. see it as anything that we set out to do no matter what it is, right? We know that change in unexpected circumstances and failures and setbacks and all that kind of stuff are neighborhoods that we have to drive through to get to where we're going and we love it. We love it. A lot of times that's where the magic happens is like the unexpected or whatever, or we're learning. And that's another thing. Just take it another layer of that is like the failure is that It takes a long time to learn to do improv. It's a craft. if you're learning how to do improv and perform and stuff like that, you have to do 100 terrible shows and 100 terrible scenes before you're gaining the compil- right? But those failures, those setbacks, those moments are like, ⁓ they suck to this, are really important. You can't just teleport from here. I want to be great. You can't will yourself to be great at something. It's growth mindset. It's like, yes, the failures that we have, The times that we don't have a perfect outcome are data, they're necessary, those are learning steps, right? It's like chess is the greatest to me, growth mindset and chess. ⁓ Chess is really complicated as a game. You can't learn how to play chess and beat someone that knows how to play it, ever. You have to play and lose 50 or 100 times in a row. That's just it. And so it's the ultimate, like, you cannot learn how to play chess without a growth mindset because you have to lose and the losing is necessary, the learning, right? And I think that that... as improvisers is something we embody. We love it. Like the love of the failure, the learning, the experimenting, trying new things and like sometimes it works, sometimes it doesn't, but you have to have, it takes the courage, right? And in a work environment, it takes the culture, the foundation of psychological safety. That it's okay for me to take a risk, it's okay for me to do something, to speak up, share an idea, try something and fail, right? If failure's not seen as a sign of incompetence, but collectively within a group or team or from a failure is not seen as a marker of incompetence, it's seen as something that's valuable data to grow and learn and like the priority is to improve and learn. We can't do that without failures and missteps and those things, but people won't feel safe enough to take risks or whatever if, unless we have the sort of culture that embraces the idea that like, this doesn't just mean, okay, a little change, we embrace it, it's that. you know, we stop reacting to change and we see it as something that's constant and continual and always, right? It's always gonna be that. I'm not reacting to change. I'm just recalibrating to my new reality that I can embrace at any moment to be like, okay, we're doing this now. And part of that, you know, especially in workplaces, we get, you know, we change software, we go through lots of changes all the time. And it's like, ah, like change is hard for people, but it's really like, it's hard to remain attached to the way that things were. I think that's what makes change difficult because if we really have the mindset of being cool, we're gonna change and this is our new system, this is new software. We're gonna learn it, it's gonna be a pain to learn and then da-da. And then as soon as we learn it and get comfortable with it, guess what, it's gonna change again. And so if we are moving through that to be like, we don't just react to change, we anticipate it, we expect it. We know that it's constant and that it's coming and when it shows up we're like, okay, here we go and then we pivot and move forward. It's important, yeah. As you're talking I'm wondering about ⁓ the... I mean, of course, the old adage is the only person that likes change is the person whose idea it was to change, right? And then everybody else goes, no, and then fight against it or whatever. there's, you've alluded to this a couple of times. And that is, I think the idea of this illusion of control of change means I'm having to not be in control right now, right? If there's a change and I wasn't my idea, that means I'm not in control. Where do you... I guess just talk about that. You said a phrase, I'm preoccupied with, in your setting of what you were talking about earlier of ⁓ improv, if one person is preoccupied with bending the other person to their will, this is where I want the story to go, well, it's all gonna fall apart, right? And that is that control. I'm trying to control this. I'm trying to be in charge of this and bend this other person. ⁓ Where do you think that illusion of control and that desire for it, why are we that way? You know, what do you think? mean, I think that we humans love to feel comfortable and steady, right? And so I think it touches into like ambiguity and uncertainty. we're changing something, then the fear, the wonder is will it make things worse? Will it make my life harder? Will it make my job harder? Well, you know, it's like there's fear of uncertainty. There's fear of ambiguity. And even if things suck. and I know that they suck right now, I'm like, ah, it's a constant. I can rely on these things are reliable to me as soon as we take that away as human beings. And we have a real problem with uncertainty and ambiguity. We're like, I need all the answers, I need to know if this is gonna have a perfect outcome, which goes back to the idea that you can't guarantee that. And to be able, I think a big part of being able to move through change, and not just as an organization, but individually, how hard do you want change to be? And if your mindset and relationship with change is I know that it's constant, I know it's not always gonna be comfortable, but I have a growth mindset and like whenever I learn, I'm gonna learn it and then it's gonna change again, is that we can move through those times with more ease. That's right, well and I think a lot of the cynics would look at what you're saying and say, well, I can't just have a Pollyanna mindset and just be, you know, like everything's rainbows and butterflies and positive all the time. ⁓ But I think what I've heard you say both in talking earlier and now is I gotta I gotta look at the truth I gotta look at the truth and accept the truth for what it is and I may not be able to bend this to my will but I look at I think you had a quote about something I wrote it down I don't know where I wrote it. But did you say something about that today of just looking straight at the truth? Yes, and I think it's just that like what is your reality right now? Because if we spend time being like I wish it were like this or the good old days or we used to do these things It just makes change harder for me to embrace that as opposed to be like, what is my reality right now? And what can I do about that? Again, what do I have control over? Right? And wishing it was this way or we used to do this way. And I'm like, yeah, but you also used to have like, you you used to do paperwork on paper instead of digitally. you have to see change is also the path to progress and improvement, but it's uncomfortable for us. It's different. And we don't know always that this will make things better. And sometimes it does. usually almost always and it doesn't but we pivot, right? It's just wanting to control those things or wanting to have things stay the same. It's normal for humans to be resistant to change, resistant. I would take the familiar, even if it's less than ideal, over the uncomfortableness of what is this gonna mean for me? It's a constant thing. It's as difficult as, it's such an inside job to be like, what is my relationship with change? I'll touch on this thing, think it's a good perspective, I think. If you hired somebody, okay, let's say in an organization you change all your software, right? We're gonna change the way we do charting, I don't know, whatever. You're gonna change some big software kind of thing. Employees that have been there have done it are always like, oh, that's huge. They'll be freaked out. But the truth is, you could hire in a new employee to the organization the day after that change and be like, here's the system and software, here's how we use it. They could learn it, no problem. They're smart, they're intelligible, they're like, okay, cool, this is how you do this thing, you push this button, blah, Not hard for them to learn. The employees that are already there, are smart too. When you were hired, the day you were hired, you learned all the systems and processes, no problem. But if they've already learned these systems and processes and we change it to this, it's like, people are like, like it's impossible. The truth is that like, if you were hired the next day and that's what you were told, you'd be able to learn it. So it's not that we can't learn it, it's that we are attached to the way things used to be, or we just see our relationship with change is like, I want it to be this thing. And I'm not immune to the fact that like, yes, being comfortable is great, but the the truth, the logistics of it is that you're a smart, capable person, you can learn anything. And people lose their minds. I used to have to push this button, I have to do this instead. You're like, ⁓ you're not gonna die from that. And if you got hired today, you'd be like, okay, that's how we do things. It wouldn't cause all this drag through the mud turmoil, but as human beings, we're resistant to change. This is worse, and the truth is, it's not anything you can't learn. Understanding that about yourself is like I can learn this thing right. It's not gonna ruin my life. It's gonna It's a change is different. It's disruptive to how I used to do things but like you're not gonna die from it So and I think again, it's like do you change is coming? Regardless of your relationship. It's the only thing is going to happen to you So do you want to be drug through the mud reluctantly through it? Or do you want to like pick up your feet and be like, okay, here we go. This is my reality Assimilate and recalibrate to like this is what's true for me right now. What do I have control over and move forward? And like, you know, it's just people who are like that and move through the world like that have an easier time with change than people who are reluctant and resistant. Well, which means an easier and better, not even necessarily easier, it's a better life. You know, you're not just your work, but your whole life improves whenever you, whenever I think whenever you start to show up this way, your whole life improves, not just your work, but your family, everybody around you. ⁓ they want to be around you. ⁓ I'll be curious if you agree with this quote or not. There's a Zig Ziggler quote I was thinking about when it came to the others focused. Zig Ziggler said, and that might not be exactly right, but he said, you can have everything you want if you're willing to help others get what they want. Do you think that's accurate quote? mean, tell Zig Ziggler he's wrong. I mean, yeah, because it's like if, it's what we talked about in the kind of like those first pieces. Like if my goal and focus is I move through the world. is to make other people feel listened to, to make them look good, to look for ways to make things work. And as a result of that, I will build better relationships, right? And if my goal, again, is to like lift you up, make you look good, then I instill trust, a better relationship between the two of us because I'm playing for the team, I'm not playing for myself. And there's strategy to that, there's smarts to that. It's not from a selfish place, it's just like if I lift other people up around me, then. I will have a positive reputation with this thing. I'll positive relationships and then the things that I want to do in my life are easier because I have a network. have better relationships with that versus trying to go through the world and convince everyone that you're so smart, that you know everything, there's nothing wrong with you. You can't be vulnerable for one second. You can't receive bad feedback. That's not helpful. No one's impressed by somebody who's trying to put up a mask to the world that they're perfect and fallible. Leaders have to ask for feedback from their teams and they have to receive that feedback well, even if they think it's unfair or they disagree with it, right? Like all of those kind of elements that like build trust. Anyways. Okay. Two part question. So I know we got to wrap up quickly and number rule number five, by the way, was stay positive. We've, we covered that I think, cause we've said that several times. Stay positive. That's rule number five. if we, so here's the two part question. ⁓ One, we take all these rules, all five of these rules and we start to live them. Right? We embrace them both leadership, frontline, but I can only embrace it for myself. So I embrace this, these five rules. start to live this way. Here's the question. Two parts. One, everybody talks about culture, but I think it's, it's one of those words that you say, but everybody has a different idea of what it actually is. So I'd like to know what is your definition of culture? What does it mean to you? And then what happens to your culture? when you start doing these things. Yeah. So I love it. And culture is this nebulous, know, if you took, mean, almost any organization in the world, if you take the senior leadership team and sat them down and ask them individually, what is culture? What is the culture here? How do you build culture inside an organization? They would all say wildly different things. This is something that we have so much strategic, specific tactical knowledge of like operations and marketing and everything else. But when it comes to culture, it's just like, we're winging it. It's like, this is what it feels like. Here's these values and trust and integrity. The reality is your culture is the way that people show up, treat each other, and approach their work together. Your culture is the ground rules of engagement that define what it means to be part of your team. And everything that takes place inside a team organization that fits in that category is your culture. So if people gossip and badmouth up at each other, that is your culture. You wouldn't put up on a poster and be like, we're proud of this. if it takes place and people experience it, and like, it is your culture. And good, bad, and different, right? If people... feel safe to give honest feedback to leaders, any of those, like all of those things are your culture. And so the goal is to build positive, intentional culture that is consistent across the board, because a lot of organizations have different cultures. You've got a team or function over here that's great, well-oiled machine, they're awesome, low turnover, everybody works well. And then you have in the same organization another function, department, location over here that is like totally toxic, high turnover, they're not happy. And so the way that most employees experience culture inside an organization is almost 100 % dependent on to what team they get hired on to. So to create an intentional culture across the board, you need clearly defined behaviors and mindsets that are universally understood, that everybody takes ownership for, and that no one is exempt from. That's the recipe. That's what you have to do. It has to be us saying, this is who we are. This is the clearly defined behaviors. And the CEO and the da-da-da-da-da, doesn't matter how long you've been here, doesn't matter what your title role is, this is who we are. And we mean it. What we allow, we endorse. So if you allow things to take place that are out of alignment with who you say you are, ⁓ you don't have culture, you just have internal marketing speak. ⁓ It has to be something that we're clear about, we're committed to, and we're consistent with. ⁓ You said, I loved, you said a lot that was awesome. I'm have to go back and like transcribe that because there's some really good things in there, but there was one thing I wanna come back to. Ground rules for how we interact with each other. Is that what you said, ground? Is that right? Ground rules for what it means to be part of a team. I love that. That's that that is a really good takeaway for me is like culture is the ground rules for who who you could tell I like rules because I'm like, let's talk about five rules. And then I honed in on ground rules. But I like I like things that go like, hey, this is the simple, repeatable things that you do that make a difference. I always resonate with that is what is the what is the simple, repeatable things that you can make a part of who you are that will that will drive positive change, man. Yeah. Awesome. Awesome. Dude, I could talk to you for a long time. know, me too. I could never show up about this stuff. I love it. Well, it matters. The stuff matters. So thank you so much for coming and speaking to us. know you drove positive change for our organization today. It's been awesome for me to get to pick your brain a little bit. Thanks for coming to Wichita Falls. We hope to have you back again. Awesome. Thank you, man. Appreciate it, man. Appreciate it. Take care.