Cultivating Common Leaders; Taking New Opportunities

In this weekly segment, Trevor explores how to cultivate a common leader. Someone who influences others, and who does it primarily with those in their everyday life. This is intended for those of us who are, and who are becoming better loyal & grateful friends, family members and community leaders. 

We start with the cultivation of Trevor’s leadership. 

I cover a few of the most pivotal and important stops along the way, and end where I’m at today in my leadership growth journey.

Connect Trevor
https://www.linkedin.com/in/trevor-tomion/ 

All social media - @commonleaders

Schedule a 1x1 - https://www.commonleaders.com/book-now 

Shout outs
Penn Yan, New York - https://en.wikipedia.org/wiki/Penn_Yan,_New_York
Penn Yan FFA - https://www.facebook.com/pyagandffa/
National FFA - https://www.ffa.org/
Buffalo State College Graduate Student Association - https://gsa.buffalostate.edu/
Center for Applied Imagination (formerly International Center for Studies in Creativity) - https://creativity.buffalostate.edu/mission-and-vision
Bartell & Bartell - https://bartellbartell.com/services/
San Diego, California - https://en.wikipedia.org/wiki/San_Diego
Milestone Pediatric Therapy - https://milestoneclinic.com/milestone-pediatric-therapy-about-us
360 Veteran - https://the360veteran.com/do-i-qualify
Evolve Your Leadership - https://evolveyourleaders.com/
OmniWorks Economic Development - https://www.owedc.org/program 

Connect with Common Leaders
trevor@commonleaders.com
562-528-0234
https://linktr.ee/commonleaders

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Transcript

0:35

Hello, and welcome to the common leaders podcast. I am your host, Trevor, and I am excited to welcome you to this Monday edition of the first episode of the second season in the common leaders podcast journey. And it's going to be a really exciting one today, launches a new segment and really introduces the idea of segments here. The common leaders podcast today, which is Monday. Is going to be called the cultivating common leaders segment. So we're going to be talking each week at this time on this day, plus, or minus a few minutes about some different things. Either experientially that I've had or technique-wise that are out there either historically or current or future that we can talk about that will hopefully help you and the people around you or someone who else who might be interested ways to get into the concept of developing oneself. So yeah, without getting lost too much in self-development and the concept of it, because it's a deep one, we're going to jump right in. So, um, today on. Development Monday, we are going to start with some screen-sharing. I haven't done a screen-sharing during a podcast episode. And if you're listening to this audio wise, I will do my darndest to give you a nice mental picture as you listened. And if you're watching this on YouTube or elsewhere in the online universe video style, you get to follow along with me a little bit. As I share my screen using zoom also for the first time as a podcast. I'm going to talk a little bit about my own, what I would call cultivation of my leadership, because I believe it's difficult to understand where I'm coming from until you understand a little bit about what led me here. Um, and also speaking of cultivation, I think if you are new to the idea of self development, it may help or leadership development. It may help to understand what. My experiences and that mine is kind of goofy. I don't think I took the traditional route to where I am. I definitely consider myself a leader. I'm not like an all being amazingness, but I think leaders defined is to me is someone who has influence with others. And I have been extremely fortunate to have an opportunity and a privilege to have influence with others. I have to throw myself in the category of leader. So I want to share with you kind of a goofy path, the goofy path I've taken. And then, like I said, in the future episodes, including a little bit today, I will share with you ways that you can start to get involved that way. New things about zoom. So with some luck you can see my screen now, and I'll be sharing a few different tabs, uh, with those who are watching and those who are listening, I'll walk you through what we're standing at. So right here, we're staring at what I consider the first stop in my leadership journey, which is all the way back to where. Came from, in terms of my origins, which is on nearby to a road called Tommy and road. It was no joke. It's not even, I don't believe it's even a full mile and maybe a half to three quarters of a mile section of road that is called Tommy and road in Benton New York, which is in upstate New York, nearest to Rochester, uh, very far from New York city. Just for. And Tommy and road was named after my family, because at one time I don't think it's the case anymore actually still is the case. I guess, that, that stretch of road with all three houses on it were all occupied by someone with the last name, Tommy and which is my last name. And, uh, I don't know, honestly, the full story behind how that happened or why it happened. It is what it is. And it's about a one and a half lane road in the middle of nowhere in upstate New York. And you'll see, looking at the picture, if you can see this, a whole bunch of green and light Browns and light yellow. So what we're looking at is a man. The zoomed out map of the area that I grew up. And I'm going to show you where I live now in a moment. And for each map, I scrolled out with the exact same number of clicks to give you some context of where I started and where I am now in the same geographic location, uh, area. So I have no idea what the square miles of what we're looking at is, but it's a lot of fields is what we're looking at. So if you've ever zoomed in on Google maps anywhere close to rural Northeast, It's going to look kind of like this, the fields are not perfectly square. They're not the same size versus like the Midwest. It's a lot of fields that are circles and squares that are exactly the same size one after another, in the Northeast. It's a, it's a real, it looks more like a quilt than it does a specific pattern, but any hoop. That's where I grew up. I grew up outside of a tiny town of 5,000 people in the, your opinion, New York, which you can't quite see on this map. So again, 5,000 people was the city proper, the town opinion. And I grew up, uh, about 12 miles. I could be getting that wrong, I think around 12 miles outside of town and both my mom and my dad, uh, who were divorced in, in separate houses were both kind of in the middle of nowhere. We had some neighbors, but not too many. And farming is how I grew up. I grew up. Part of my life, um, on weekends, primarily with my dad as a kid and a little bit more, when I got older working on a produce farm, we didn't have cows, but we had strawberries and potatoes and a little of this and a little of that and pumpkins and squash and all the things, all the things that you can grow in a spot that screen. And I was very, very fortunate to have that expense. And why it is relevant to this as it was my first stop with, I suppose, the concept of influence, which is so critical to leadership. When I think about it, I had the opportunity to interact with customers on the farm as we sold products. And by the time I was 10, I was helping. Run the Christmas tree sales at my dad's Christmas tree field. So he set me up with like a money box and some change and some cheat sheets and some saws for people to go out of the field and cut their own tree. And I got to do that on my own. I think I was around 10 or 11 when I started doing that solo and I had a little walkie talkie that I could radio up to him if I had a question or yeah. But it was really, really neat, uh, and certainly very fortunate to have had that experience in a safe place where nobody ever tried to mess with me. Um, I'm sure that the average 10 year old with a box of money, um, in a lot of places in this world might not be as fortunate that I was. Not really be worried about much that being said, it taught me a lot. And I was very fortunate to have that, that led me to my next in first real formal training in leadership or experience with leadership. And that was in the future farmers of America, the FFA, they don't actually call themselves a future farmers of America anymore. I don't think they are more focused on agriculture as a study and as a field than they are about farming as a career or a place to be. But, uh, similar to the place I grew up on the farm and being fortunate. I was super fortunate to have an outstanding FFA program in my town run by the one and only John crease who remains a friend of my family to this day. He lives right up the road from my mom. And in addition to being our FFA chapter pres uh, chapter advisor, excuse me, he was also the agricultural or agriculture teacher at our school. And again, really fortunate to have that program because a lot of schools may not even have an agricultural program there. I got exposed to. Like I said leadership training meant for, for kids basically. Um, I got to apply for awards that were related to the stuff I got to grow on. The farm I grew up on, which was really outstanding. I. Was in a competition to learn how to interview like for jobs. And it was unrelated to agriculture at all. It was just interviewing for jobs. And I did this competition that was really fun. And without a doubt, without that experience at whatever I was 14 or 15 years old, I'm sure that I would have struggled along the way. And it was really pivotal. I also was, I think, chapter vice president with Betsy. My senior year of high school. So I had a chance to be the VP of our little student organization. And that was a really unique experience. It being in front of people that would have been the first time I would have in front of people in any prominent sort of way. So that was a really wonderful experience. Not always easy because I was not focused and I was a very. Not dedicated student in high school and through some of college. So I was a challenge for Mr. Freeze for John, but he was persistent. He never gave up on students and he occasionally got pretty terse with us as a 15 year old. I didn't like it. I resented him for that. And as I got older and developed and started to learn more about what it means to teach and to lead people, the more I understood better what he was trying to do at that time. We're trying to get us to do as students, but really, really outstanding that I had that. Um, and I spent some extra time on those first two stops because really farming and FFA when it is related to leadership in my life where the first 18 ish years, like that's what defined me and my leadership style. Um, eventually I found my way to Buffalo. That's where I finished my undergraduate degree. And it's also where I went to graduate school. And along that time, At grad school, I was at the time, felt a little reeled in, by a good friend, Ashley, to be a part of the graduate student association. So this new thing on campus sounds a lot like a student government at every other school in the world, but it was new to our grad department. She asked me to be a part of it. I said, no, several times she eventually talked me into learning a little bit more about it and sitting in on a meeting and I had grown up. I guess just outside of the political ring, my, my dad was on town council. My grandfather had been, uh, a highway superintendent, which is an elected position when I was little. And I found out when I was older than my uncle was actually the mayor penny, and once my great uncle. So I had some. It's not like my family didn't talk about politics. It was something I somewhat understood. And then I sat in on this meeting and it seemed like a cool way to start to understand politics at a local level. So I ran for treasurer at their, with their support and I was a treasurer for a year of this two year old. Organization, I think it was two or three at the time, got to really decide who got grants and give away a lot of money as part of that role, which was really neat. I had to analyze applications and, um, it was, it was very new to me to have that type of responsibility, but it was a huge deal. And I'm really grateful for it during my time at grad school. Before I skip over that, I was a part of the. The master's program in creative studies and change leadership is they have many names, but I'm going to use that one for context and MFA program. I learned a ton about the practical nature of creativity. So those may not sound the same, but I learned a lot about how to take an ambiguous concept. Which is creativity for a lot of people or leadership for a lot of people, and try to bring those to a more local level to understand its relevance to you. First of all, so get you in the mindset to, I understand creativity or I understand leadership, and then break it down into a process or a replicable thing that you could do on purpose. Um, you could work on leadership or you could work on your creativity skills, but break it down into chunks that are usable. So you can understand them and then once you understand them, grow them, if that's what you want to do and to not be exposed to that type of stuff as a 20 something year old is really, really, again, I use the word fortunate a lot because that's how I feel about buff state in the creative studies program. Um, as well is I was really, really fortunate to get that kind of education and, oh, by the way, get a formal training in leadership while I was flexing a little as part of the GSA, the grad student association, um, not to belabor buff state. Next on my leadership journey was workforce development. It was my first, what I consider my first kind of real job out of grad school. I had a couple of in-betweeners that I was not good at and would not consider myself a leader in whatsoever. So don't think that the path through any of this was a straight line. It was not, um, including including school, but workforce development. I had. Again, just really outstanding opportunity to have an impact on the program. At workforce development. I walked in, I had a supportive manager. I had two support managers while I was there. One was Laurie, um, and uh, one was, I can see his face, but I can't remember his name off hand. Um, she's going to hate me for this. Joe. I remembered, remember his last name before I remembered his first thing. So I had Lori Jo that were my direct, I guess, kind of direct supervisor managers there and my direct colleague, Amanda, who were incredible. So none of what I got to learn there would have been possible without their support and. Ability to gain acceptance on programs I wanted to tweak or modify, which is what I did a lot of at workforce development. And then I got a chance to flex it, flex it. And when I say that, I mean, like, try it out. I got to try out these program ideas with their support and hit taught me a ton about taking, uh, as I mentioned a little a minute ago with buff state taking. A topic that is tough, which is finding a job in short, um, and breaking it down into small bits and pieces so that you have a win all the time, everything from a little piece of momentum, all the way up to big stuff, like getting your first job potentially. Um, and it really gave me a chance to take a lot of knowledge, had been shoved in my head through school and, and give it some places to run. Um, so that was workforce. Huge deal. Workforce development was a big stepping stone for me. Um, there's still a great place and I miss that job and love it, but it ended up being kind of a stepping stone to my work at bar talent, Martel, and Marcel is a leadership development consulting firm. At least that's what they call themselves when I was with them. They may have tweaked that a little bit, but I have their, their website pulled up here and Bartelle was. More knowledge and more learning in the course of a couple of years than probably what I'd had since I was little. So they say, when kids are under, I don't even know what age, but under a certain age, I'll link an article to prove this, but under a certain age kids or a human in general learns more in the first few years than they do. And like the rest of their life combined. And during my two years ish at Bartelle, I would say that I hadn't lived. I hadn't learned that much condensed information since I was at that young age of just being shoved full of knowledge, um, and rod and Shawn and bill and Cathy, Tara Clara, when I left. Um, and, and all the people I worked with. Uh, where and Nathan, the owner, now we're beyond gracious with what they taught me. And they taught me everything from some core principles in servant leadership. That's why I have this page pulled up. Bartend Bartelle does a lot, but they, in terms of services they offer, but their core is servant leadership and the concept of servant leadership really for the first time gave me a label to put with how I felt about. Leadership. And it started to help me understand what leadership was to me, because I knew what it was in my head or what it looked like or what it felt like. But I didn't have a whole lot of terms to put with it. I didn't have a whole lot of definition to put with it. And Ann Bartelle gave me a million ways to do that. Everything from actual, tangible behavioral assessments, which was so cool to learn about all the way to the subtlety of coaching, which Sean and bill taught me a lot about. Um, and being able to really help a person when you don't know a ton about them and do it in a really short, condensed amount of time and what seems unfair to do in 30 minutes, they taught me how to do in 30 minutes and be pretty effective at it. It's a huge turning point in my career at Bartelle. And when I say turn like a hard left up the graph in, in a great way, and then rod before saying anything else and moving on past Bartelle rod, the founder of this company, um, where. Where Sean and bill gave me a lot of information about the coaching pieces with individuals and presentation there. They were great at helping me with that. Rob taught me about just about everything else when it comes to organizational stuff. And that's not a discredit to bill or Sean, I just spent more time with rod on that topic. And he, he rolled me through how you talk to an executive and then how you get the information you need out of them to understand where they're at and how to help them. In addition to that, he taught me a million things to look for and how to take notes the right way. Resolve those notes going into the next day. Really just a wonderful, wonderful group of people. And I was, I was hardheaded the whole time. It was a lot to take in, but Barcel was a big deal in my leadership journey. Core values. Um, at common leaders is somehow where this has taken to us to next. But I think I skipped a couple of tabs, so I'm going to go back. Um, oh yeah. So after Martell, I came to Pacific beach, California where I am now. So this is the same zoom that. View of where I live now versus where I grew up. So versus Tommy and road, I'm just going to go back to, it was all green. If you don't remember a lot of fields, a lot of square boxes, and you can hardly make out more than a few houses. And that's only because they are huge farms is the reason you can even see them. When we go to Pacific beach, if you're not watching, you're listening with me, what you're looking at Pacific beach, California, from 30 flicks out on the scroller. The Pacific ocean to the left mission bay, which is a man-made bay, just south of on the south end of the picture. And really in all directions, except for west our houses. And you can tell their houses because there are roads down the middle they're very square. Uh, everything looks just like it does from an airplane. When you look down, when you get into town, it's like, Plastered with houses. There are a few canyons, but it is mostly brown, white speckles of houses. And that's where I am now. Pacific beach is about 40,000 people and a very small zip code versus the zip code I grew up in was huge geographically, enormous compared to where I am now with far fewer people. Um, It's a bit of a culture shock when I got out here, but it's been a great one, which leads me to stop number one, and I need to start zipping through these a little bit more, but my stop at milestone pediatric therapy was a huge, uh, another just massive leap for me and my leadership journey and in my career. And what cultivated me to be who I am in this version of me was my. Relationship with Corey, the owner of milestone pediatric therapy, the value she had, which is what we're looking at here. Um, and the position I was in, which was as the director of operations. So in short, I got to do a little bit of everything except treat kids, uh, and. I was again, very, very fortunate to get to take what I talked about at Bartelle and what I learned about in school and now practice it at the foundational level at milestone. And a lot of what I did there was not covered in school because it couldn't possibly have been in my program. A lot of what I learned, a lot of what I had an opportunity to. To guide along with Corey was so far beyond anything I could have imagined both on the positive side and on the challenging side, it's hard to put in words. I spent three years and change a little over three years with Corey at milestone building the organization, helping build this organization that is so dear to my heart. Um, and I got to be influential with decisions. I got to be influential with ideas. I got to be influential with getting decisions and ideas out of other people. And it was. Really, really cool to have the, have the trust of Corey and also the guidance, because while she does happen to be the same age as me, she is wonderful leader. Um, and just upped my level and challenged me in all the right health right ways. And then a couple of quick stops towards the end of the train since milestone, uh, is my business now related to what we're talking about today, common leaders, common leaders is my LLC. My leader. Liability. I don't remember what stands for corporation. Um, it's my business. And I have up the core values because similar to milestone, uh, the core values that I have here in my heart and in my being. And therefore my business are really what the rest of the organization, which is quite small now, but I hope will emanate from it, our core values because it milestone that is to me, what made milestone a wonderful place to be. Not necessarily each task because you're not going to love everything you do, but the values of a company, because you have to exude those kind of at all times, to be honest, that's a lot to ask of a person, but if you can do it, it makes a huge difference in your life. Because for me, core values are boundary markers. And when you are within the boundary markers of quote, unquote work, whether that's common leaders or milestone or wherever you work, knowing the values helps you stay with. You know, the lane you're supposed to be in and everything else can be fun rather than a series of tasks. Yes. You have a series of tasks, but how you get them done and how you move about your day whilst doing those tasks. That's where the values come in. How do I operate as a human here? Uh, my core value. I'm missing a couple, but the first one is creativity. Next one is abundance. And the next one is happiness. Full disclosure. I ripped off a couple of these from a book because I thought they were good in the fourth. One is love. So abundance, happiness, and love. I believe we're all rip offs from, oh goodness. I don't even remember. My cousin Meredith could help me because they're from a book she recommended, but I don't even recall what those are from. I'll find it and I will reference it, but abundance, happiness and creativity, where this, uh, in love where this thing that I meditated on for a long time when I was even running in the morning when I was functioning in my brain during the very stressful time, sometimes at milestone, because my role, uh, with Korea. Very stressful. At times we had a lot on our shoulders at times and the values that I had aligned with what she had now, our value statements are not the same, but at our core, we shared a lot in creativity, abundance, happiness, and love were the things that kind of made me okay with getting through tough moments. Um, so that is how I defined my company. I've added 2 cents on, which are important to know. Um, access to resources more or a drill down and inclusivity inclusivity, and that we want to welcome people in and just say, yes, yes, you can come on in. And that is where I am today with my. I guess kind of with my leadership experience is with common leaders, common leaders has led to a couple of things I want to talk to on really fast opportunity-wise people I've worked with or have partnerships with, um, or have built kind of a more leaderly relationship with one of those people is Stephen Crane of 360 veteran. He helps coach veterans to make sure they get their maximum amount of owed benefits when they retire from the military, from any of the brain. There's way too many to remember now, but I know there's like five or six different branches. And if you retire from any of the armed services, including the national guard, if I understand him, right, you are going to be entitled to certain disability related benefits. And Steven has figured out how to get all of what you have earned is what he says. It's not that you deserve it because deserve is a weird word, especially in this context. The, the overview of what Stephen does is, um, he told us, told me, I learned from him that each person who enters the service has a certain amount of dollars set aside for them when they join. Um, and that is meant to pay those benefits that you're entitled to. Um, you've earned when you leave the service, regardless of what status you leave out of. And he helps people get as much of that as possible to ensure they're not missing out on anything and leaving anything on the table. And he's, he's a veteran himself. Um, but mainly he's a super good dude. And he has helped me understand a very different side of leadership along with some people in my life that are friends, I'm friends with. Uh, to understand what leadership in the military is like or what leadership for a military family is like during and after their service. And that has been a huge movement for me, because I don't know anything about that world. Like I don't have close members of my family that are members of my family. I'm close with, who I really saw that from. And moving to San Diego and meeting the San Diego military community, and then coming across Steven who's a leadership expert. And also a veteran has been really defining for me, uh, because it's ad. I guess a different respect for formality when it comes to leadership, because that is what the military teaches. Um, and I really have enjoyed meeting so many veterans, um, along the path since starting common leaders. The other one I want to call out, uh, two more evolve, uh, and that's with Dr. Mary. Dr. Mary Barnes and I are now currently partnering on a huge project that she brought me in on. And I'm super grateful for that. But I came across Mary a few months ago with some of her service offerings and a webinar. And let me tell you about Dr. Mary Barnes. She's flipping brilliant. So again, coming back to the core of what we're talking about, cultivating common leaders, Mary is built for. Helping corporate, like medium to large corporations do change. Leadership have changed leadership, have leaders within their company to help change things. There's a lot of different ways to cut that, but really is the intersection of, of helping creative and innovation. Uh, type of initiatives met with leadership and how to do those things both as a member of a team and as the leader of the team. And that is around, I have not learned much about, um, in terms of the corporate applications from it. I learned about it in grad school. We talked about it in grad school because there's a lot of jobs in that area compared to other areas, at least within the creative studies field. Uh, but I haven't really practiced any of it. So it's a huge opportunity for me to learn from an expert and Mary about where they apply at a corporate level. And my hope is. By getting involved in this world, I can bring the common leaders vibes to evolve into the organizations that we are working with. Um, as a partnership, along with the tasks that are certain, of course, bunch of deliverables that are due with the project, like I'm getting involved with. I will be bringing all that is me and all. That is common leaders that has been this path until now in the other place. The last and final stop on this leadership journey that brings us to today is Omni works. Omni works. Um, development is an economic development company. So not-for-profit based in LA and they focus on helping women and people of color to grow their businesses. Specifically. They target businesses with. Uh, between 50,000 and 500,000 in revenue, roughly there's some wiggle room there, but not, they, it's not, we help businesses again with a smaller amount of revenue who are from. Community that is traditionally not given a whole lot of extra love, uh, in this country, at least, which are women and people of color. So it's pretty wide open. Anybody who doesn't identify with somebody that looks like me or with my demographics qualifies for their program. And to say that is, understand the irony. Uh, but it's really a lot of gratitude because. It's a community. These are communities that I feel really passionate about as a part of common leaders and as a leader of common leaders. And I will be working as a mentor, a part-time mentor within their program, which is so, so cool because I know that I'm going to get to meet and learn so many, so many businesses and so many approaches and so many personalities and backgrounds and histories and experiences, and then bring in some of my areas of expertise. To them. Um, I think, I think that it's going to be a huge learning moment for, for both parties. And I'm beyond excited, Brent and Joanie who are the co-founders two of the co-founders Omni works have been amazing. Um, and I'm very excited for this next step. That is probably a little. Um, let me stop sharing. It's not a little, it's a lot of my journey towards cultivating this common leader. I consider myself a common leader, uh, in the sense that I am not super special. I have been very, very lucky to have opportunities and mentors who've meant the world to me and who has taught me a lot when it comes to the term leadership and the concept of leadership. And I've had great mentors along the way that I didn't even mention today, but that were, I would say more focused in other areas. These are the areas. Just for me and my 33 and a half years that have helped influence the way I influence. And it's a really, really big deal to find opportunities like that. So when you think about, um, your own development, your own opportunities, your own wishes, your own visions for yourself, I would say. The one thing I will tell you, cause I will try not to tell you too many things, but the one thing you absolutely should do is take opportunities. Find them, put yourself out a little bit. And if it's something that aligns with your values, go for it. If you don't know what that means to you write down. Some of your values, like what's important to you. What do you want to do in the world? If you can, you know, values and visions are a bit aspirational because they are not going to be easy. Um, they're not always going to be the easy choice as kid president say says. I want to be on the road that leads to awesome, not necessarily the easy road, and I think many people, including you feel that same way. To some extent you don't have to be a world changer or a world leader to also be an excellent leader or to be a leader at all. And so for that reason, I say, put yourself out, find opportunities to learn and listen, and do and try. And even if you only take away the experience, you will have learned so much and you'll be so much better. Without really putting any effort into it. You don't need to study to be a great leader or to be a leader, but you do need to understand other people. I would say you do need to interact with other people. And that is really the story of what has gotten me here is people who gave me a chance and to those people who I highlight today, you're welcome for a little love. Um, I will hyperlink all of them in the show notes, just so you can check them out. Um, I have only glowing things to say about all of them. I have many along the way who I didn't mention today, who I'm also very grateful for jobs and stops along the way in colleges and advisors and so many, so many wonderful people, so strive to be that person that is helpful and also seek out those people who can be helpful in growing. Um, and I hope this was helpful. I'm going to get lost in the word helpful, but I hope it was helpful to you. If you have questions about my experience, if you have questions about where to even get involved and get started, because it seems overwhelming and it totally is to some extent, let me know. I'm happy to be your cheerleader. And if you have deeper questions, we can talk about that too. This has been. The first, the, uh, the maiden voyage of our Monday edition of common leaders, which we are going to call cultivating common leaders. I am so grateful that you are here. If you liked this episode, please let your peeps know. Um, if you hated this episode, please let me know. In addition to your people, that's fine too, but that's your business. But if you have any response to this, I'd love to know what that is. Whether you message me privately on social media or. If you, uh, if you want to put in a review somewhere on like apple or Spotify, that would be cool too. But mostly I hope that you take this episode and hope it means something to you, and I hope it hope you could share it with someone, share an experience with someone based on this conversation today. And that would be repayment enough for me. I hope this finds you. Great. And we'll talk again next Monday.