Hello, everyone, and welcome. Just want to touch on a couple of housekeeping things before we get started today. Welcome to building a high-performance, low-stress team using thinking and behavioral technology. All attendees are in listen-only mode, but we're going to be utilizing the Q&A function today to gather questions for our speaker. So if you have any questions throughout the presentation, go ahead and drop them in there. We might answer a few in between, but we'll probably get to most questions at the end of the presentation. You can also feel free to use the chat function. This webinar is being recorded, and we will be sending the recording out to registrants of the webinar in the coming days, and you'll be able to access that in the AAOE Learning Center along with today's presentation slides. So without further ado, today our speaker is Kevin McDaniel, who is the chief strategist with Wind River Strategies. I'll be turning it over to Kevin now. So thanks so much. Great. Thanks, Jessica. Let's get my screen up, and there we go. All right. It's great to be back with you guys. I've spoken for some of the state chapters over the last several years. Appreciate being with you now, and hope I can offer something in the next few minutes that you find beneficial, helpful, usable. That is the goal. Let me spend a little time introducing myself. If I could just send you one picture that you could look at and say, this is what this guy is like even today, even though I am 64 years old. This would be the one picture. I like to have fun. I still have the same haircut. The red has been replaced by a good bit of gray. I'm mischievous. I'm hoping we have a little fun today and learn some things as well, but this would be the one picture that I would send you. If I had to describe myself in one word, that one word I would use to describe myself would be that I'm really not very good at following directions, but Jessica, no worries, and Megan, I'm going to finish on time today, so that's a positive. Some days, I'm amazing, and I'm amazing with my clients, and other days, I put my keys in the refrigerator, which sadly, that's a true story. I don't usually offer that to people right off the bat, but trying to give you an idea of who you're dealing with here today. I've been married for 41 years to the same wonderful person. My wife is a little over five feet tall, but I don't say she's short. I say she's concentrated awesomeness, and that girl chose me and has stayed with me for 41 years. I am absolutely delighted. You probably recognize this, geese fly in this V formation, and the lead goose is doing most of the work, and the geese behind the lead goose are at about 60% capacity, while the lead goose is about at 120% capacity, and some of you may be thinking, yeah, I just live at 120% capacity when I'm at work, but the lead goose is only going to stay there for maybe less than a minute, and a new goose takes over, and so they have this, there's just this beautiful concept we get from geese of shared leadership, and I certainly don't teach abdicating authority, but there's ways of sharing it through delegation, and I got your back, you've got my back, that is so desperately needed in the workplace. When we work together, we arrive at goals quicker, and I'm going to offer you some surveys today, but one of those on organizational culture reports, they surveyed more than 200,000 geese, participants reported that having the respect of their peers was the number one reason they go the extra mile at work, you know, let that percolate just a little bit, you know, how much effort do we put into creating an environment where that can take place, we want to do that, even though people are working from home a lot more than they ever have. When we work together, we have less burnout, a Gallup poll of 7,500 people found 23% of employees feel burnout very often or always, that's actually a pretty big number, another 44% feel it sometimes, so that's 67%, and what helps, here's what people reported, getting support from my peers, a sense that I'm sharing the load, that it's not all on me, knowing your boss has your back was just absolutely huge. And Jessica, for some strange reason, though we did this in rehearsal, oh, there we go, I'll do it this way, now it's letting me move these slides forward. When we work together, we are stronger through shared leadership, research affirms that thinking of behavioral diversity as a pathway to unlocking new opportunities, overcoming challenges, and gaining new insights, Emerge Genetics, which is a tool I'm going to talk about with you here in a few minutes, which focuses on thinking of behavioral diversity, and the McKinsey Company, which did a survey on age, gender, and ethnicity, diversity in those areas affirms a 28 and 35% productivity increase, respectively, in diverse teams, interesting. We're happier when we're diverse, a survey of 1,000 geese across a range of industries found when honest feedback, mutual respect, personal openness were encouraged, geese were 80% more likely to report being happy, and there was an associated 20% rise in productivity. So these are just really interesting things that we are observing in the last, oh, I'd say 10 years more than, go back to the baby boomer generation of which I'm a part, where we were working more in a model of leadership that was 18th century militarism, where we had a general, and then a colonel, then a lieutenant colonel, and a captain, I'm sure I'm leaving out a rank there somewhere, but you were just kind of told what to do, what you needed to do, given a goal versus collaborating and creating the goal, and we're finding the workforce is really significantly shifting quicker right now than ever before. There are 12,000 baby boomers leaving the workforce every single day. The only way we can make up with that, the only other generation that is the similar size as the baby boomers is Gen Z, and they're entering the workforce very, very quickly, and they are very, very different in how they relate to people and work than the baby boom generation was. So this technology will help with that. So here's what we're going to do today. We're going to have an introduction to technology, how to use it, what does it mean to use this technology and create a high-performing team, or how do we reach peak performance, and then I'm going to give you some team-building exercises and games, and that'll be the show for the day. So the introduction. This is my dog Vega. Vega is quiet, but if you cross her, she's very aggressive. She's like I said, she's not a talker, she's sweet, but if Clyde, who is our 95-pound pit bull lab mix, gets close to her when she's trying to sleep, she's very aggressive in responding to him. Clyde, on the other hand, aren't these cute? But Vega, by the way, now weighs 55 pounds. She was about seven pounds when this picture was taken. Clyde is a talker. He's compliant. He's very flexible. He wants to do what you want to do, and he wants to be with you when you do it. And then we have another dog that's Dot. She's 11 pounds. There's the Dot you can see on her back. She's loud. She's aggressive. She has quite the temper. She's part chihuahua, part rat terrier. So a newer breed called Feist, and she's the boss. So the 11-pound dog was the boss of Clyde at 95 pounds, Vega at 55 pounds, and they put up with her until they didn't, and then crazy things happened. Dogs have personalities. People have personalities. And we're going to look at forethinking and three behavioral attributes right now. And as we go through this, and I'm going to go through these quickly, I want you to make a notation of who you think you are as we go through it. And this is based, again, on the emergenetics tools that I use in my business. So Blue is analytical thinking. They enjoy technical problem solving. They're logical. They have a rational approach. They tended to like math and science in high school. That's not an absolute requirement. But again, they have a very rational approach to life. They like data, data, data, data. Green is a structural thinker. They enjoy directions, predictability. They're pragmatic. They want to finish everything they start. Their thinking is sequential. They're like always in a process. And so sometimes when they get a knock on their office door, you know, it always feels like an interruption to them because they are in the middle of doing things. The next one is conceptual thinking. That's gold. They enjoy a creative process. We associate a lot of imagination and color and creativity to this particular thinking attribute. They may solve problems intuitively, and they love to experiment. They learn by experimenting. So Blue is analytical. Green is structural. Yellow is conceptual. And of course, again, as we're doing this, write down what you think you are. And you may think you have more than one of these preferences. And a good way of doing this, when I finish defining this, what do you think you're most like? What do you think you're least like? What do you think you're next most like? Most people have two preferences. Some have three. One percent of the world has all four. One percent of the world will have only one of these thinking preferences. The red is social. This is people. They love working in teams. They love connecting at work with people. They enjoy helping others. Learning style is to learn from people. Learning style from an analytical thinker who's only analytical would leave me alone, let me read the manual, I'll get it. Structural is similar. They want to go step by step through everything to get things done. So there is the super quick definition. What do you think your largest thinking preference is? And now you'll see this little number, 23%. In our science, anyone who scores 23% or higher, we say they have a preference. That's where your mojo is. That's where you get your great energy. That's where you really enjoy what you're doing. This is what refuels your tank. So one of the ways I use this information with my clients when I understand what their preferences are, we try to do as much of their work throughout the day through their preferences, though certainly we all have to do things that maybe does not give us our best energy. But there's remarkable things that happen when we're doing more work intentionally that is refueling our tank. We also have three behavioral attributes. I'm going to define these very, very quickly. You don't have to scale these or say what you are, but feel free to do so. Expressiveness is the outward display of emotions towards others in the world at large. So what we call third, third, you see that on the right-hand side of the expressiveness scale, those are going to be your talkus. They talk. They may be addicted to talking. And then on the other end, the first third, you see where they are much more quiet. So third, third is high energy. First third is low energy. Assertiveness is the amount of energy invested in advancing thoughts, feelings, beliefs, even opinions, even our opinions. That could be regarding tasks, but many other things as well. Third, third assertive, very forceful, driving. First third assertive, peacekeepers. You'll see second third as well. And all about the behaviors, we can ask the question, how does this person show up at work? And third, third, they're going to talk. Second third, we don't really know. They are weighing or deciding how they're going to show up. On a given subject, they may be quiet, first third. They may be talkative, third, third. But that is the only three of how we talk about the behaviors that is really weighing and deciding. And the last behavioral attribute that we measure is flexibility. And that's the willingness to accommodate the thoughts and actions of others. So third, third is I'm very accommodating, which in our scale, I score for 90%. So I've got a very high third, third accommodating part of me. I'm pretty much addicted to accommodating others. And then there's certainly people on our teams that score first third, and they're not all that interested in putting out a lot of energy accommodating others. Forethinking, three behavioral attributes. That's all we're going to cover here today in terms of that. First third energy would be, I hope that's slowly moving across your screen. Second, third, the dog's going to pull the leash a little bit. And third, third is going to be like this. And so we're able to see that, scale that, and in a workshop with a group, we would be doing experiential games that help people see that I am who I am. I was born this way. If I've rubbed you the wrong way, it's probably not personal. It's more about just who I am. So in one of our workshops, to demonstrate what these things mean, in one of our workshops, we asked 15 and 16-year-old girls how they go shopping. Now we do other things at other workshops. We asked a national accounting conference. We asked them to draw their office, and there's lots of different questions. But here's the kind of things we see. So this group of three girls named themselves the multitasking Supremes. At this point, they did not know that they all had a social preference. That would be the red. But look at what they drew in their dialogue boxes. You kind of see some hints, right, that people are important to them. They all drew people. Here's their profile. And this is kind of what a profile would look like. Now we do profiles for adults, and we also start profiling kids. We have a lot of schools that use our technology as part of their IEPs and educational plans for students. We call that STEP, which is the Student Teacher Emerging Ethics Profile. That's what the STEP is about. But these three girls, when we combined their profile, they were 64% social. So what do you think they said? Have a few things in mind. When they go shopping, how do they go shopping? Here's what these girls said. Take a minute to look at that. I hope that makes sense to you. One, shop with groups and lots of friends. Always approve of friend selections. Loan them money. Social gathering afterwards. Excited about purchase and wear it the first night. You can just, you can see their social thinking attribute. Next group of girls. We're analytical thinkers. And these girls, when we combined their profiles, they were 67% analytical. So enjoys technical problem solving, rational thinking, tends to like math and science in high school. What do you think they said about how they go shopping? Just saying. Do you see the difference between a social girls with a strong social preference and a girls with a strong analytical preference? And notice these girls put this on graph paper, which one, they came to our workshop with graph paper, which seems pretty analytical. And two, that's how they decided to answer the question. This next group of girls had a 51% structural preference. So this is where they get preferences. This is where they get good energy. This is who they are. What did they say about how they go shopping? Recall, these are pragmatic, practical. I said sequential or process. They're always in a process. So we didn't ask any of these girls to write or say any of this. At this point, we didn't tell them what their preference was. This is what they came up with on their own. And then the last are the conceptual girls who we associate color and imagination and creativity. It's not that the other attributes can't be creative, they can, but there's a special kind of creativity that we associate with people who have conceptual thinking. What do you think they did to explain how they go shopping? What do you think this next slide is going to look like? I hope you're smiling. I hope this makes the point. And here's the point. Everybody is addicted to being themselves. There are no exceptions to that. And if we can gain insight and understanding on who our boss is, who our co-workers are, who our subordinates are, then we've got this incredible technology that we can now use to build and construct intentionally a great place to work, a better place to work, a communication every everything can improve. So let's talk about using this technology that we have. If it's not easy, my experience in about 12 years of doing this, if it's not easy, you're not going to use it. You'll find it fun, you'll find it interesting, you'll enjoy taking the assessment and learning about yourself. But if it's not easy to understand and use, then we don't make all the applications that we can make, and we don't get all the benefits from it. And I would just like to add to this. There are some complex tools out there. There are some easy to use tools out there other than mine. But amazing things can happen when we can put this to use. So here's one of the things that we do. We're going to allow you to download the Emergenetics Plus app so you can put everyone who has an Emergenetics profile on your phone and be able to communicate around that. And so on that phone, we're going to give you coaching strategies in your hand. Coaching strategies for individuals, coaching strategies maybe you have on your team that you lead. There's 60 people, but you have smaller teams of 10. You can re-aggregate on your phone those smaller teams of 10 and notice what their strengths are going to be, what their weaknesses are going to be based on the thinking and behavioral information that we've gained. You can connect with others. You can share your profiles with friends at work and colleagues. You can compare profiles side by side. This creates just incredible conversation at work about who we are and how we want to work together and how should we work together? What do you want from me? There's just strategies for collaboration and communication. They're going to be right there on your phone and you can look at it uniquely by other individuals that are on your team. As I mentioned earlier, you can do group summary. So you can see, like we aggregated all the girls that were read, those 15 and 16 year old girls and ask them, okay, how do you go shopping? You can do that with any combination of team members that are on your team. And if you assign them a project, it's going to tell you what their strengths and weaknesses in doing that project are. So that's going to give you coaching strategies as to what to make sure that you follow up with them on what you want to, you could even show them what they as a team, what their strengths and weaknesses are and give them some specific guidance about maybe things that they don't love to do, but you can define for them what you see as an outcome that they're going to need to focus at least for a while on things that maybe are not their strengths. So here you see a list. There's going to be strategies and tactics on communication, meetings, presentations, giving feedback, receiving feedback, resolving disagreements, setting goals, listening, receiving recognition. There's more. But it's all right there on your phone. So easy, easy, easy, easy, simple, simple, simple. So communication strategies for individuals or teams, feedback strategies, which is really saying what kind of feedback's going to be most meaningful, maybe in a performance review or maybe not in a performance review, but a project's completed and you want to talk to team members about what they did well and where you would like to see them improve. This is going to tell you, give you hands-on strategies and tactics about how to do that. We want to create transparency and conversation. We want to create an environment where people feel like it's okay for them to talk. Maybe Brenda's coming on your team for the first time. What does Brenda need to know before entering the team? What can Brenda consciously do to be more effective with this team? What does this team need to know about Brenda for effective integration? And on the left is a combined score. Brenda can see everybody represented by a dot that's on the team. Just good information. Okay. I probably use this more than my phone app. I have it electronically. If I'm having a conversation with a client and I need to say some, let's say some tough things, then I plan that conversation. Takes me about 10 minutes. Conceptual is what's my goal for the conversation. Social is who are the people involved. Analytical is what's the message I'm going to communicate. What are examples of what I need to communicate? Structural is the step-by-step path that we're going to follow to engage. And then I do the same thing with the behaviors. Simple, simple, simple. We can use the information that we've just looked at for building high-performing teams, for building a best place to work. Culture, culture, culture, culture, which this has never been more important than it is right now. I've done a good bit of work on teaching and training the five generations that are currently in our workforce. This information is great for that. It creates connection. It helps create respect and trust. I do candidate or hiring with this. I've hired CEOs, CFOs, COOs, directors. We can hire, using this information, someone to fit a particular leader. So who are we looking for? What do they need, thinking and behaviorally, to fill the support they need? We can also do that to fit, bring someone into a team. So there's a couple of things that we can do in the way that we hire and use this information. I'm not going to go over the rest of these. You can see them. Let's talk about peak performance and behavioral, thinking and behavioral technology. So we have something in emergenetics we call a WE team. WE is an acronym for a whole emergenetics. And the power of WE is the state of peak performance that teams achieve by honoring all emergenetics attributes, both thinking and behavior. So what we're saying is we have people on our team that are analytical, that are conceptual, that are social. They have all these preferences. They have structural. We see first and third, third in the behaviors. That is a whole emergenetics team. And now we work on building communication and trust. And our technology shows, and the other surveys we looked at earlier, so we show that we see a 28 to 35% increase in morale and increase in productivity just by respecting the diversity in thinking and behavioral attributes that are on our team. From this perspective, that's how we create a peak performing team. So what do we do? We want to have competency on our team. We hire it and train it. You can use this kind of technology to hire and train. We want to create the right climate for people to be their best. And I'm just going to blow through these, but this is how we create the right climate. We want people to work from their preferences as much as possible. We want them to contribute in ways where they feel the most comfortable. Yes, someone is thinking, do people do things that they're not comfortable with? Certainly. And we need to have competency around areas that are not, say, our thinking and behavioral areas. So someone who's quiet, a leader still needs to be able to present in front of a group of people. And so that's uncomfortable for folks, but as a rule, we want people functioning through their strengths and preferences. And we want to honor and value the people that are sitting in the room with us. Here's just a quick slide about how we create the right climate for people and how we allow them to process, behave, think. Again, I'm not teaching all of that. Hopefully I'm just whetting your appetite. You know, if the statistics are right, about 37% of you are already using this kind of tool. Another percentage of you are kind of people-oriented, but there's not a large percentage of you. I think it's in the teens, you know, between 15 and 20% that have really engaged this kind of technology. But if you learn it and learn to use it, it can just do amazing things for people at work. We team, I've already explained, and then this energy that starts developing, we use to drive business solutions. A 2021 McKinsey study, a recent Harvard Business Review and Emergenetics show that when you use this kind of information, I mean, you're 20 to 45% more likely to increase your bottom line. Wow. I mean, just let that percolate for a minute. When people are working on a team where they love coming to work, in those moments of choice where they could be more productive or less, we find they choose because they are a member of a team they enjoy and love, we find they choose to be more productive in those moments. Here's some Gallup Poll 2023. All I'll say about all of this, employee engagement, increase in your workforce, net profit increase over five, all of it. I'm just gonna make this comment. When this technology is engaged, your talent is not gonna leave you. They're gonna struggle to leave you for more money even when they're offered it. You need to be competitive there, but they don't wanna leave a place that they enjoy. Your retention rate is going to go up when this technology is properly engaged. And you see the comment there at the bottom. Thoughts on, I just did this for, actually for a PhD orthopedics, so some of those guys are also on this call. Uh, let this again, percolate. People don't leave companies, they leave managers. They're not mad at the building. They're mad at who they work with on a day-to-day basis. We may have tolerated, and the boomer generation certainly did, we may have tolerated it for five or 10 years. Millennials, and I'm gonna add generation Z, will tolerate it for five to 10 months. And one of the reasons for that is, well, they don't like it. And the second reason for that is, they can go find another job in a couple of weeks. So we wanna create, we wanna use this thinking of behavioral technology to create the best place to work. And we want our bosses to be people that care, and engage, and support, and challenge. Uh, when someone says they don't like their job, what they mean 98% of the time is there are one to three people at work they can't stand working with. This comes from Dr. William Glasser. I'm also changing some, training something called choice theory. So I'm training in emergent addicts choice theory, and then I teach a brand of coaching that I call value-based coaching. And that's about someone, or a voice-based coaching, and that's about someone delivering their value in the workplace, and about them making choices to be productive, that this is coming from within them, and not because we've gotta hold them accountable to work hard. But listen to this, you know, 98% of the time we lose people because they have some sort of messed up relationship with someone else. And imagine if you knew who those one, two, or three people are, and you were able to coach and engage that talent in how to address issues that are going there in respectful ways, they're not leaving. They're not gonna keep, they're not gonna job jump. And, you know, we wanna have that kind of technology and thinking of behavioral preferences help us understand that. Is it worth it doing this kind of work? I've worked with PC Orthopedics for about 10 years. They are, have been voted by their employees top workplace in Atlanta for five straight years, including 2023. I started working with a Cardinal Health major accounts salesperson when they started. They were number 17 in nine months. They had moved in their performance and in their produce and their production to number two. I work with Ashley Furniture. Ashley Furniture is the largest furniture manufacturer in the world. I work with a team in Georgia. They have been the number one team out of 500 marketing teams at Ashley. For three years, two of those years were back to back. I should add, these aren't the people that sell furniture to you in the store. These are the people that represent Ashley and sell to all of their network of furniture stores, including Ashley Furniture. This team's always top five. Some of you guys are probably working with ADP right now. Worked with one of their salespeople. There were 1600 salespeople. They were top 30 every year, a top 2% performer. What did we use? We used this information that I'm presenting today. So what am I saying? That in the hands of someone who understands it and is committed to implementing it, it really pays some dividends. I'm working with Express Pros right now. The team I'm working with, out of 600 plus teams, they are ranked number six. So this information is not just puffy, soft skill stuff that's really not usable. No, in the hands of someone who knows how to use it and is committed to learning how to use it, this pays. There's a few other clients. Let's talk about team building and tech. That technology I've already talked to you about. We make it easy. This whole emerging, I mean, really the technology we're talking about today is thinking in behavioral technology and how to use it, how to implement it, what are its impacts, what are its outcomes. Here are the benefits in a nutshell. We create powerful, collaborative approaches to work. Millennials and Gen Z, you can't just order them what to do. I mean, you can, but you really wanna understand how they're processing the orders because if they don't like it, they're just not gonna stick around for a long time. We wanna create collaboration. And in my opinion, the best way to do that is through the technology we're talking about today. We wanna engage hearts and minds of its members. You know, I always talk to people like you guys that are on the business side of healthcare. I mean, do you realize how much healing you've brought to the world? I mean, the physicians can't do what they're doing without you. I mean, they're gonna go bankrupt if you're not there running the business. You are critical to our community and our country and the society right there, community that you're right there with. And I would love you to embrace that because you do bring healing to the world through what you do. We always need to keep a healthy balance between tasks and relationships. And if we get task oriented, then morale goes down. If we get relationship oriented, to be honest with you, morale goes down there too because if you are not productive at work and our team members are not productive at work, they're not gonna like work. And so task and relationship, there's just always a pendulum that's swinging and the technology we're talking about today helps you understand when we're kinda at the sweet spot. And of course, we're gonna increase team efficiency and productivity. That's what this technology does. We're producing more creative and effective results. Okay, I'm gonna hit this quickly and then we'll take, if there's any questions. So here's some questions for team members. I'm not gonna discuss them a lot, but this is just my number one question all the time. How do you like to be worked with? I think that's great for you to ask your subordinates. I think that's great to ask your boss. And if you ask your boss and they give you some input, then you know what, and they don't ask you how do you like to be worked with, then ask me. I share with you how I like to be worked with. We've saw micromanaging here where we had a micromanaging boss and a subordinate that just couldn't stand to be micromanaged and this revealed it. And we began to work on those dynamics to create a better place for them to work. Example that I've got here, I used to have an over communicator that was a subordinate. I got 30 emails a day. I got I am, I got text, he'd call me. And I finally sat down with him and said, hey, I would like to talk with you about how I like to be worked with. I took his three page email and said, you know what? You could have said all that to me in four bullet points. And we had a great discussion. He told me why he gave me all the information and we had a great discussion around it. And I eliminated about 26 emails a day, I am, phone calls. It's a great question. In the spirit of thinking of behavioral diversity with or without taking a profile, if you wanted to understand who someone was in this thinking of behavioral diversity, you can ask questions like you see there in A and B. If you could wave the magic wand over your career, what would you be doing in three years, five years, 10 years? You know, I'm a believer in having career path talks with our subordinates. And I mean, they're thinking in any way, I would want them to know that I am behind them excelling and what they need to do to excel and what they need to do to grow their career and how they can make themselves more valuable here. Again, great questions. If you could instantly learn a new talent or skill, what would it be and why? And I don't know what your organization does, but some organizations, you know, take their stars and pay for their certifications. I'm not saying you've got to, but this reveals that kind of information. Okay, those are some questions. And I'm not gonna go through these, but here are just some team building games and you can go online and get virtual team building games and in-person games. Here's one called story time. You know, you start, everybody gets one word and it just goes around the room and it's a blast, but we get to know each other and we have a good time. That's story time, which by the way, this is gonna be available to you afterwards so you can get these games and get the presentation today. Two is quick questions. You know, favorite color, pet, restaurant, movie, song, scene in a movie. Everyone gets to join in. You just get to know each other. Again, it's fun and it creates a more open kind of communication thing. You can do brain teasers. If in five minutes, the team gets six or more, the team gets free lunch or you don't have to do, you can come up with anything you want to, but brain teasers are fun. This is really fun. And I'm just gonna blow through these, but this was symbols and emojis, you know, 20 years ago and some still use it, but now you've got things like this, which a millennial might say, just finished working out, cause of death, spin class. And Gen Z might put a bunch of these and, you know, I'm dying with laughter, but you can put these up. What do they mean? Have fun with it. It's, you know, baby boomers. This one was praying. Millennials, it's a high five. Gen Z, it's thank you. Here we go. 2015, that's creepy. In 2022, I'm listening to more. So there's a bunch of games like this and you can do these virtual as well. And that's it, folks. I hope I have whet your appetite. I hope I've inspired some to take your knowledge and your commitment to implementing thinking and behavioral technology. I could get, I mean, I could guarantee this information in the hands of someone who's committed to using it just can create a revolution at your office and your place may be a great place to work, but it'll get better using this. All right. Jessica, I am finished. Any questions? Yeah, I haven't seen questions come in yet. So feel free to drop those in. As Kevin said, these slides are gonna be made available on the Learning Center along with the recording. And so you'll be able to rewatch anything you wanna go back to. And Kevin's contact information is there on the screen as well. So if you have any questions or want more details about any of the games or anything like that, definitely reach out to Kevin, or you can reach out to us and we can facilitate that if you down the road didn't write this down and wanna get in touch with them. And Jessica, if I could add, if maybe you submit questions, maybe you don't, but maybe you have questions and you wanted to contact me, I would just like to say, the best way is to email me, but you're certainly welcome to text or call. Let me know who you are, where you heard me. But I'm willing to handle some of your questions around this. I love this. I love what I do. I want you to be able to use information like this. And we can talk about using this information, even if you're using tools that are not mine. And I promise we can do that and you won't get a sales pitch. So I'm safe to engage is what I'm saying. All right, it looks like there's a question in the chat there. After downloading the app, we're able to sign up for an account through Emergenetics. Is that right? You can go directly to Emergenetics and sign up and take a profile. Obviously, you can also do that with me. I'm certified to do an Emergenetics for about 10 or 11 years. And then you can just go to your app store and look up Emergenetics Plus and download it there. Yes, absolutely. All right, any other questions before we wrap up? Well, let me, it doesn't look like it. Well, thank you so much everyone for attending today. If you have any questions, again, there's Kevin's information, but we're glad to have you attend this session and look forward to seeing you the next time around. Thank you so much. And thank you so much to Kevin for your time and for all the great information. Thanks guys. Pleasure to be here.

thinking technology

behavioral technology

high-performance teams

team communication

workplace culture

team-building exercises

collaboration

productivity