years that managers all over the world to help them get achieved business results without sacrificing their humanity in the process. And if I were to say some of the things that have brought me to this 0.1 is that I was the oldest of six Children, and so even it's a very young child. I had to learn leadership just because I have five younger brothers and sisters. And so it's a subject that has always fascinated me. And sometimes I was left in charge of those brothers and sisters until to get the whole house clean, for instance. So Ah, and I didn't do the right things. My best idea at that point was I locked them in the basement. I locked them all up and said, You know, you guys get the house clean and then I'll let you out of the basement From from there, I went into human service. I worked in n Pios nonprofit organizations and discovered that I had a passion for helping leaders in particular become the best version of themselves, and there were a lot of experiences there. I saw bad leaders. I saw good leaders. I saw what worked for me in the mistakes I made, but more than anything, it was that I know. I knew that I needed leadership training that I wasn't getting. And so if I wasn't getting it, neither was anybody else in the organization. And this is when I was young when I was in my early twenties, and so I started educating myself. I learned everything I could learn about the subject, and I started first working it for myself. But then I started teaching it to other people and developed the whole leadership development program in our inside our organization even before I had a title to go with it. And that process really has continued all the way through to where we are today. And so from there, you know, there are many other steps. There's writing books and educating yourself in writing, starting a blawg and getting your message out to the world in that way. And there are lots of different steps, and I'm happy to talk about any of those. But those would be some of the the significant ones

a large organization that I had a previous relationship with, and they were going to be one of my cornerstone clients. And so within weeks of going out on my own and starting the consultancy, they decided not to engage. And so I lost that, you know, that foundational cornerstone client. And so from there there was a lot of scramble. And so it was, um, doing anything you could to survive taking coaching clients and, um, sometimes people who are not directly in line with where you're wanting to go but they were close enough and that you could add some value and get some revenue going. Um, and so those first few weeks were interesting in that regard. The other thing I would say is, and this is advice that I received a couple pieces of advice that I would say when you're starting something like this first is and I think the pandemic has helped accentuate this for everybody. But it's lonely, so if you're used to being at school and being with people, other students, or if you're used to working in an office environment where there are a lot of people or any kind of job experience where you have a lot of people and suddenly you're working by yourself. You need to be prepared for that and have a way to deal with that. And so for me that was joining some organizations that were good for my professional development as well as for the social aspect and seeing people. Um and then the other aspect is to get every bit of additional training or education as you possibly can, and they're depending on what you're doing. There are so many different professional associations and lots of different groups that can help with that, but to continue to invest in yourself the whole way. So then the second half of that question is, how did things change? At some point we got busy enough that those groups that I was a part of for training and for the social aspect, I didn't have time to be involved with them anymore. There's too much work to do at a business to run and so on. So you have different phases. Sometimes you have more time on your hands and you have money so you can put the time into learning something or doing it as your business builds at some point, you hopefully have more money than time. So you're able to invest that money into, um, some of the other aspects. Maybe you're gonna hire somebody to do something that you used to do for yourself or, you know, not invest in learning at all in training yourself. Hire somebody who already knows how to do it.

There are many consultants and facilitators who use under people's intellectual property, and there's nothing wrong with that. We have friends who are happy to do that, and they do well with it. For us, we're about developing our own intellectual property. We want to solve problems in ways that haven't been solved before and and help leaders grow and do the work that they do in ways that we have discovered can be more effective or we've done the research. Our latest book is very research based, and so all of that it means that if the straightest answer I can give you two. What are our favorite tools and paradigms? And Frank works? They're the ones we built. And so they're the ones in our book winning Well, A Manager's Guide to Getting Results without Losing Your Soul or our latest book, Courageous Cultures. How to Build teams of Micro innovators, problem solvers and customer advocates. And so those are our favorite. If I had to choose one other one that we didn't make Ah, there are a number of them carrying my partner. She really likes the trust equation. Ah, and I particularly like the disc behavioral assessment. Those both have, uh, a lot of value for leaders. I you