617: Adam Galinsky - How To Inspire Others, Build a Team, Speak Up For Yourself, Thrive Through Adversity, & Become Their Favorite Boss

24:19But there's two things that I've always talk about when I teach about leadership and about investment in other people is there's a term in economics called Pareto optimality. And Pareto optimality is like, there is no other better approach to a problem than the one you're taking, right? If you did anything else differently, you would be worse off. And investing in other people is the parade of optimal solution because it is morally the right thing to do, right? To be kind to other people, to invest in them, help them to grow, elevate people. It's also in your long-term best interest for doing so, right?

24:55And so, yeah, yeah, long-term, right? And that's what the heart of inspire. So I have in my research, what I do is I compare, I basically ask thousands of people across the globe, a very simple question. I just say, tell me about a leader that inspired you. And I say, you know, I want you to be a scientist and I want you to pinpoint what was it about that person that inspired you. Right. And people say, you know, and ask them to describe what is that feeling of being inspired? Like, and people use words like warmth and light and energy, or one of the, someone used a phrase that I still use today, which is a wellspring of hope and possibility, right?

25:31Which I just think really just would capture that. But I also asked them about another leader in their life. And I've already sort of mentioned this person is tell me about a leader that also changed you inside. And that's the key, like leaders change us inside. But this time, instead of creating that wellspring of hope and possibility, they created a seething cauldron of rage and resentment, right? And one of the things that I've found in my research is that those inspired and infuriating leaders really exist on a continuum where they are mirror images of each other. So like just as one inspiring leader is courageous, an infuriating leader is cowardly, right?

26:05Inspiring leader sees the big picture. Infuriating leader is sort of lost in the weeds and pessimistic, right? Inspiring leader is sort of generous versus, you know, leading by compliance is actually, in the short term, very efficient, right? You want someone, I want my kid to pick that thing up on the floor, I yell out enough, they're going to pick that thing up off the floor, right? And so we get immediately rewarded by being infuriating sometimes, right? But we start to create these sort of seeds of infuriation that then start to grow and fester and churn into resentment over time. And sometimes that resentment eventually explodes.

26:53And so we're kind of, you know, Danny Kahneman, this very famous Nobel Prize winning, he won the Nobel Prize in Economics, he's a psychologist, he had this great phrase about we are rewarded for punishing and punished for rewarding, even though rewarding people is the far better long-term strategy. But immediately, the punishment seems to be the better approach. And so we have to, like, in some ways, keep part of the book, one of the three universal factors that really separate the inspiring for a leader is this concept called visionary and seeing the big picture. And part of what we have to do as a leader, the big picture really is what's going to lead to the best long-term outcome.

27:32So I like this kind of great boss, bad boss exercise. I've done something similar with favorite boss, best boss, worst boss. All right, let's list it out. Let's list their qualities, right? So a few of them that you mentioned are the best ones, right? Inspiring ones, they're courageous, they're optimistic, they're generous. The worst ones are cowardly, pessimistic, selfish. I feel like we all know that, yet we've probably all done chapters of our lives in the wrong column. Hopefully not long chapters, but we probably all have. So we know this, I think intuitively, and you go deeper to help. Yet if we know this, How do we go more from understanding it to then putting it into play to be the inspiring leader, the inspiring boss for our teams to be more courageous and optimistic and generous as opposed to being cowardly, pessimistic and selfish?

28:28Yeah. Two things I'll say about the first is that the name of the book, right, is inspire. And the subheading is the universal path for leading yourself and others. And I use the word path very deliberately, right? Which is like, in some ways, there's this path between the inspiring, infuriating person, and you can walk in this direction and walk in this direction. But the second thing I think is really important. If you look at this path right now, it's like flat, right? But what does life do to us? Life tilts it towards the infuriating end of the spectrum. And if you look to see, when I ask, I do another exercise, people - It tilts it?

29:02Hold on. I'm sorry for interrupting. It tilts it? What do you mean? So here's a good example. So if I ask people, think about a time when you were infuriating. What were some of the precipitating variables or factors? What was the contextual things that led you to be more infuriating? And first thing that almost everyone brings up was I was exhausted. I was tired. Another one, I like to share the Snickers commercial, Joe Pesci goes crazy, right? You know, it's supposed to be a college kid, but it's Joe Pesci screaming, yelling at people because he's hungry, right? Or when we get anxious in a high stakes situation, or we're in a new situation, or we got angry at our spouse and then we take it out of someone at the office.

29:43People are more infuriating when they're in novel situations that they've never been in before. When people are yelling at us, right? We start to yell at others. And so that's what I mean by tilting it is that like life pushes us towards the infuriating end of the spectrum. So we need to have ways to tilt it back, right? You know, and even to tilt it this way. And I think one of the things that you mentioned evidence, which I think is a really important thing, and we can use that evidence. But another is, and a lot of psychologists have talked about this, is, you know, one of the single best things we can do for ourselves is build in habits, right, that make us more inspiring.

30:22And, you know, a good example is, I floss my teeth every night. I have a ritual, I floss my teeth, then I brush my teeth, then I use mouthwash, and then I put in my retainer from when I had braces. And my wife does not floss as much as she should. And she's been told the dentist, you're at risk of developing cavities. And I just keep telling her, just build it in as a habit. Like anytime you want to brush your teeth, make yourself floss first. And then eventually, if you don't floss, you're going to feel naked. It's kind of like the old days where people used to put on the seatbelts and be like, oh my God, I feel like I'm being trapped.

31:00And then if they get used to it, they don't put on the seatbelt. They're like, oh my God, I'm about to fly out the window. That's the changing of a habit. And so one of, I think, the important things is develop habits. I'll tell you two things about that. So I was delivering a lecture once about this, and I always give people this call to action. And I call it the leader amplification ship effect call to action. I can tell you more about that in a second. But essentially, I just asked leaders, I say, pick three people who have less power than you're in an organization and send them an email praising them for something they did really well recently or thanking them for their contribution in some way.

31:35And I say, you know, be specific. So it's genuine, right? Because it's infuriating when it's not authentic. And I did this once with a group of CEOs, right? 50 CEOs in the room at 10.15, we're taking a break at 10.30. 10.28, one of the CEOs raises his hand and says, I already sent all my three emails. I've already got three emails back. They were like, oh my God, thank you so much. One of them, it was a Friday, one of them wrote, I'm finally going to take my spouse to that restaurant, the new restaurant they always wanted to go to. And I like this story for two reasons. One is I've done research and I've shown that, remember I talked about how does power affect people?

32:09Power basically frees the reins and makes us impulsive. So power actually shifts us towards inferiority end of the spectrum because we don't pay as much attention to other people. And so this guy could have waited to the break rather than not listening to me. But instead of listening to me, he immediately did this thing. But it also didn't take him almost any time at all. And so I was telling this story once, and a president of a bank, Joseph Stigliano, he's got 1 ,400 employees. I think 1 ,200 or 1 ,400. I can't remember the exact number, but somewhere in that range. I know it's over 1 ,000. And he said, oh, yeah, I built this into a daily habit.

32:42And I was like, tell me more. He says, every morning over my cup of coffee, I send an email to every one of my employees who has a birthday that day. And it takes me about 10 minutes. And I was like, wait, let's calculate. So he's like, that's like five emails a day, every day of the year. He said, yep. And then he said, he forwarded me. He said, well, I'll show you one of my emails. So he said, hey, let's say, hey, Ryan, happy birthday. How did bowling and track go last week? That's it. It's one sentence. And then he showed me the response that came back from the person. It was like a novel. Oh, let me tell you all about bowling.

33:17I did this. I did the split, you know, blah, blah, blah. I don't even know if you've read the email, right? But like, they were so excited to A, B wished happy birthday by the president of the bank. But he knew something about that person. He knew they liked bowling, you know? And so obviously it requires some setup, but he built that as a daily habit, you know? And he's like, he's like, I can't drink my coffee without doing it now. Like, it's just like, I'd be like, what am I doing with this coffee without sending my emails? And so, you know, how do we send that daily habit? Now, I was telling this in another time and a CEO said, actually, I do that.

33:52And I said, well, tell me more what you do. And he says, every single day over coffee, I do the same thing. I just pick one person and I try to elevate them in some way. And he said something at the end that really, really resonated with me. And this gets back to Pareto optimality. He says, you know what? my email would say, hey, Ryan, that podcast you did last week, you hit it out of the park. I loved it. He said, I just put a skip in their step. But he says, Ryan's going to send me back an email. And Ryan's going to be, oh my God, thank you so much, Adam. That means so much to me. That's going to put a skip in my step.

34:27So by sending out this praise, I'm actually elevating myself because like I get so much joy from their responses. He said, and this was really changed me because you know, people say face-to-face communication, always communicate in thing. And he had this great response. He said, look, if I praise Ryan to his face, Ryan would kind of feel a little embarrassed. He'd be like, oh, thanks, man. And then it's kind of awkward. Do we hug now? Like what happens? You know, but if I do it over email, two things are beneficial. One is Ryan gets to savor it. Ryan can go back and read it. He can, Ryan can send it to his best friend, significant other, his parents, but I get that email back, right?

35:11And I'm going to get a much more positive response if I do to Ryan in over email. Like the other day, I got a text from a student who just accepted a job at Harvard. So she just got a job at Harvard and I've been working with her for five years. And she just wrote this incredibly nice text to me that was like, I couldn't have done it without you. And I was with a postdoc who just got a job at University of Pennsylvania, another job. And he was like, I just want to say I feel the same way. And also, I'm like, what are you talking about? I just felt so awkward hearing it in person. By getting my text, I was so overjoyed by it.

35:45So I think, but again, those are two examples. Joseph Stigliano, right, this president of this bank, and he gave me approval to use his name. I don't have the approval from the CEO that I mentioned earlier to use his name in the story. But both of them, exact same thing. They're doing something over their coughing that elevates someone in their orbit. But by doing that, they also get elevated themselves. Well, it also changes their default setting to be looking for moments of greatness. I have a few friends who do this really well. Brooke Cupps does this with his basketball team where after practice and games, they have a set of core values and the team goes into the meeting and they say, it's called moments of greatness where each player has to recognize moments of greatness for others.

36:33And so they know that they're going to be asked this question. So they're always looking for their teammates living up to their core values. Another friend of mine named Rob Kimball, who runs a company, he's a CEO and owner of 800 plus people. Their executive team meets once a week and they open each meeting with every member of the exec team writing a thank you note to somebody at the company who lives up to their company core values. And so that's happening 52 times a year where those people, roughly 12 people a week are getting a thank you note. And it almost shifts the default setting for each of those members of the executive team to be on the lookout for people doing great things.

37:13So they're always looking because they know they're writing this note on Tuesdays. And so it just almost changes the way you view the world instead of being pessimistic or looking for people doing bad things. Not that doesn't happen because you do have to correct things that aren't good, but they're looking for people doing it great for living up to their values. And I think that makes them a more inspiring leader. That makes them on the end of the spectrum where you want to be versus the one who's upset all the time or pessimistic or looking for people who are doing it wrong. You're totally right.

37:42And I think there's a lot to be learned from leadership in sports teams because it's high performing and it's complex. There's lots of team dynamics going on. And that's where you really learn what it means to be a leader. We have the Columbia football coach who recently retired from health reasons. But when he came in, Columbia hadn't won a game in over two seasons. It was one of the longest losing streaks in the history of Columbia. And this is when I was here. I arrived in Columbia in 2012. And Coach Bagnoli came in. He'd been one of the winningest coaches. He'd retired, but then he was brought out of retirement to do this.

38:20Their first year, they won three games. And then second year, they won seven. And then he retired just last year, but the coach that took over, they were the first time in their history tied for the Ivy League championship, or first time in 60 years, I think it is, you know, something just incredible. And he did lots of different things to transform the team. But he said something to me that I still remember to this day, which is, he says, here's the single biggest decision that I have to make as a leader each year is who can I yell at? Because sometimes people mess up and you got to say that wasn't the right thing.

38:53And we need this habit instead of that habit. We got to go this way instead of that way. And sometimes you got to do it strongly. You got to do it forcefully. And if I pick the wrong player and that person crumbles, whole team turns against me. I pick the right person, whole team gets on board. And so he said, and so I don't know if you saw, but the beginning of the year, Steve Kerr for the Golden State Warriors preached from training camp day one fewer turnovers, fewer turnovers, fewer turnovers. We cannot win. We can't do what we did when we were the most talented team and we could throw crazy passes behind our back and throw them into the stands.

39:26That's okay. Cause we're going to, we're better than they are. And it was like the fourth or fifth game of the year. And Steph Curry threw some crazy pass from one end of the court to the other. It got stolen and they got an easy three pointer, like three seconds later. And Steve called a timeout and just lit into Steph Curry. And Jess was like, and obviously became a huge topic of conversation afterwards. And he's like, look, we have a value. We've preached that value from day one and our most important player violated that value. And I had to let him know that he can't do that. But I also knew that he could handle it.

39:59And everyone commented, Steph Curry didn't get upset. He didn't pout. He didn't act. He's like, you're right. I should have thrown that pass and I'll do better next time. I think that's high levels of emotional intelligence. I remember my offensive coordinator, Ron Ollery, pulling me aside after my junior year, going into my senior year. We had a very talented team. And he said, look, this is one-on-one. And I will never forget it. He said, look, the guys need to see me publicly ripping you. They need to see it because if they see me ripping you, the kind of the guy, I was scholarship type guy, all this stuff.

40:34If they see me doing it to you in public, they know I can do it to anybody. and so just so you know i'm going to do that and i need to do that for the betterment of this team i want to make sure you're aware you're on board it's not fake it's going to be real i'm not going to do it just to do it i'm going to do it when you make a mistake but i'm going to rip you in front of your peers in front of your guys so they know if i can do it to him i can do it to anybody and i i never forgotten that one-on-one it was like 10 minute conversation before it happened And he definitely did it regularly. And I felt like he brought me in.

41:07I felt like we had this deeper relationship of trust. And I was like, not that I was like in on this little tool because I definitely felt bad when he was ripping me because I messed up or threw a pick or did something stupid. But it was like, as a leader, I just thought that was such a smart move, such an astute thing for somebody to do to bring me in. And I think it helped our team in general because then he would rip other guys too. And they knew, well, hey, everybody gets this. That's just the way, that's the way it is on this team. And that's how our coach operates. Yeah, I think, I think, you know, I'm going to come back to what I've used already once and I've called it the, you know, one of the three core universal factors.

41:43And we can talk about the other two, which we've brought up in not explicitly is he shared with you his vision, right? And so that's part of what it is. I'm going to share with you a story right now that I've never, I've never shared before on a, on a podcast or anywhere before, but it's a good example of how the effect when you don't share the vision, but also about picking the right person. When I came up, so when you're at a university, about in your six year, usually you come up for what's called tenure. And if you get tenure, you have a lifetime appointment for like the next 30 years. That is guaranteed income.

42:14You know, that is your life is about as good as you can be of any job in the world. Right. And I was coming up for my mid tenure review at Northwestern University, but I had been at another university before. So I was in my six-year post-PhD. So in some ways, it would have been the normal time that I might have come up for tenure if I just started right at Northwestern. And my department voted enthusiastically to recommend me for tenure. And when you come for tenure, your packet and your research gets sent out to about 10 to 15 people out in the world who evaluate it and make a recommendation.

42:48And I got emails from multiple of these people saying, hey, I got your packet for your mid-tenure review, but I said, you should totally tenure this person. He deserves tenure. So I go into my meeting with the deans where I'm thinking I'm getting tenure. My departments told me they want me to get tenure. Outside people told me I want to get tenure, and I didn't get tenure. I got promoted to untenured associate, but not to a tenured position. And it was unbelievably shocking. And I asked for explanations, and I was getting poor, like inconsistent responses back. Anyway, so I leave the dean's office.

43:22I go in the stairwell and I cry, probably cry for about 10, 15 minutes. I mean, I was so shocked and overwhelmed. I go upstairs. My department has a cake for me, says, congratulations. And I just look at them in the eye and I'm like, it didn't happen. And I go into my office, close the door. And they of course run downstairs to the dean's office like, what's that? But anyway, I went to go to the, I took the initiative. I went to go talk to the dean the next day. I said, hey, maybe can we talk a little bit more? And he said, absolutely, come on in. And he actually told me what happened with you.

43:53He said, look, this mid-tenure thing has been causing us so many problems because people come in and they're like, well, this person got early tenure. Why am I not getting early tenure? And he basically said, we kind of wanted to reset the bar. And you had one of the best records we've seen at that point. It was like, well, if we don't give Adam early tenure, then no one else is going to ask for it. Now, the difference is they didn't share that vision with me in advance, right? And explained it afterwards. Now, he also said something, he said, I took a calculated risk. Like I was like, of all the people that I've met, I figured you would, you know, understand this, but also not be, you know, go off half cocked and like, you know, and he was right.

44:32And I was like, I get it. You know, I'm not happy about it. But like, and three years later, I got a full professor tenured offer from Harvard. And I said no, and I stayed at Northwestern. And so he was right. Like he had made a good calculation, you know, pick the right person to yell at, you know, or to not give the greatest reward to. He's like, look, we have so much confidence in you. I think, you know, we know you're going to get tenure in three years. Some people think you already deserve tenure. And I get it. It's like, yeah, I love what I do. I'm not going to change my behavior. But I think the difference between what happened to you and what happened to me is you were given the vision, you were brought into the vision.

45:07Eventually I was, but it was after the fact, after I already had this emotional reaction. And I think it just comes back to something so fundamental and so essential that we said at the very beginning. What did Tammy Jo Schultz do? She didn't just fly the plane well. She told the passengers what she was doing. We're not going down. We're going to Philly, right? And that was like, without those 10 words, without, if this person had yelled at you, without telling you that they're going to do that and why they're going to do that, you would have had a very different reaction for it. And so I think letting people in on your vision is critical.

45:43And one of the things I talk about in the book is that sometimes we're really good at letting our second in command or vision, but not the wider organization. People want to know why they're doing what they're doing. Visionary is an interesting term. You hear like visionary integrator in this EOS system. I've had Gino Wickman on to talk all about that stuff with the book Traction. And I feel like this is a personal question, Adam, that I am like a plotter. I am a put my head down and do the next thing in front of me. And then the next thing. And one of my core values is consistency. And I do have the skill to consistently do the work every day.

46:22That's how this podcast has never missed a Sunday in a decade. I've never missed a mindful Monday in that amount of time as well. No matter what, like sickness, travel. I can do that. But the visionary stuff of like thinking long term of like, what is the, what's happening with the learning leader in five to 10 years? What's your plan? I'm like, I don't know. I'm going to keep doing this. I'm going to keep following my curiosity and having smart people like Adam on the show and ask them questions and try to be a good listener and ask follow-up questions. What are like some of the, the tools or the ways for those of us who are the plotters, who are the consistent get to work every day type people who don't always pick their head up and look down the road five years.

47:06How can we become better visionaries? What can we do? Yeah, I think the word visionary and the way that I define it in the book is like big picture, optimistic vision of the future that's simplified and visualized and repeated, right? And so really what it is, is it's just putting a context for your behavior, right? So here's one question that you might ask yourself what it means to be visionary is like, why is consistency so important to you? Like consistency is the value, but what's the purpose of that value? Just in some ways, instead of saying thinking long-term, I would say thinking broader, big picture, right?

47:44As a good example of, I'll give you an example that we're experiencing right now in our own life is we've been very fortunate in my life. I have two young kids, seven and eight. My mother and my wife's mother came to the hospital when my son was born and helped out and essentially never left. So She's lived with her for eight years, and now she's leaving. She's going to go. She's moving out to Las Vegas, great new chapter in her life. And my older son is so attached to her. We had two kids, you know, essentially 14 months apart. So we really needed all hands on deck. And so, like, my wife was, you know, taking care and breastfeeding the younger one.

48:17Lola and I were really taking care of the older one. So he's, Lola is the Tagalog work for grandmother. My wife is Filipina and born in the States, but Filipina. Anyway, she's moving next week. And about three weeks ago, my son just started being really mean to his mom, to my wife. Just like, you know, I don't want you to be near me, get away from me, blah, blah, blah. And this is a good example where the big picture really matters. He's mad that Lola's leaving. He can't express anger towards Lola. In fact, he and his grandmother have never fought, right? She's his safety valve, right? And so he's angry.

48:53He can't express anger at this person. He's displacing that anger to my wife. And I keep saying he can't take it personally because you've got to see the big picture. What is going on here? You're a safe person that he can express this to. So rather than thinking he's being mean to me, thinking I'm someone that he can be mad at and so that he can deal with the loss that his grandmother's moving to their place. And so part of it, when I say visionary, it's just contextualizing, you know, why is consistency matter important to you? Why do you do the podcast every single week? Well, what's the larger thing that you're trying to accomplish, which is you're trying to help everyone in this world be a better leader.

49:32And if they're a better leader, they're going to make someone else's life better. And then that person is going to make someone else's life better. So the bigger picture is, you know, by being consistent, it's not the long-term goal of actually maybe even seeing it. You're not going to see the number of people that have benefited. The broader goal is by being consistent and giving people the opportunity to learn. And that creates the potential for everyone to be better off. I appreciate that. I like how you close the book. And I wanted to ask you about that. And that's the story about the great Gatsby and your parents, specifically your dad.

50:14And I know you gave this salutation speech at your high school graduation about this as well. Can you talk more about your dad and the Great Gatsby and how that's impacted you? Yeah, sure. My, my, one of the, you know, I mentioned my dad and I mentioned his anger earlier, but one of the things that really connects me to my dad is he loved both fiction and movies. And so we used to like watch movies and fiction and talk about, I remember we saw the movie Brazil when I was in high school, the Terry Gilliam film. And we just had these long, deep conversations about what the movie meant. And so he really loved the great Gatsby and he loved the last page.

50:46And for those who don't remember, it's the main narrator thinking about Gatsby. He had this house across the river from the woman that he always loved. And there is sort of a green light on the end of her dock. And so he's thinking about how everyday Gatsby could look out at this green light and think about how close the thing that mattered most to him was. but also how the green light was a motivator, an inspirer for him, like the thing that kept him going. And there's a hopefulness to it. There's an optimism to it. And so my dad just loved this. And so I was salutatorian. I got to give a speech and I sort of talked about the green light in there.

51:27And I bring it up at the end of the book because I also talk about both the inspiring aspects, but also some of the inferiority aspects of my dad. But I end the book by saying this, is that here's the thing about my parents that both my mom and my dad that most inspired me is they weren't perfect, but they tried to be better today than they were yesterday. And they wanted to be better tomorrow than they were today. And there's just this level of just belief in self-improvement, the belief that we could fall off the horse, but we could always get back on and try to find a better way to ride the horse tomorrow.

52:00And I think it's really interesting. Interesting, my wife lived in Japan for two years and there's a term in Japan called Kaizen, called continual improvement, right? This idea that we're always improving. If you remember, Glenn Gary, Glenn Ross, you know, always be selling, you know, that Werner's is always be improving, right? Always, just all you can do in life is improve, right? And you can't ask for anything more from anyone in the world is, all I want you to do is try to be a little bit better podcaster today than when you're yesterday, a little bit better writer tomorrow than you were today.

52:31Like whatever it is that you're working on, just try to do it a little better the next time. So good, man. The book is called Inspire, the universal path for leading yourself and others. It's amazingly well written and crafted. Great stories, great science, really good practical application. You got it all. Adam, thank you so much for being here, man. I would love to continue our dialogue as we both progress, man. I would love that too. Thank you so much for having me.

53:00It is the end of the podcast club. Thank you for being a member of the end of the podcast club. If you are, send me a note, ryan at learningleader.com. Let me know what you learned from this great conversation with Adam Galinsky. A few takeaways from my notes. Ten words. We are not going down. We are going to Philly. The composure of pilot Tammy Jo Schultz after the side of her airplane exploded and somebody fell out. Leadership is needed most when things go bad. How do you respond when adversity strikes? Those are the moments when we must be prepared to share the vision and help our team stay the course.

53:49Then the 1992 cockpit study of pilots. Did more errors happen at the beginning or the end of a 19-hour flight? We all would assume it would be the end because of sheer time and exhaustion. However, more errors happen at the beginning of the flight because the crews don't know each other yet. So how does this translate to your team? It's imperative to genuinely care and get to know the people on your team. host barbecue parties, ask questions, and genuinely learn about the people you're leading. Those are not soft skills. Those are essential skills. Then what did Adam learn from his parents and the great Gatsby?

54:34This idea of Kaizen, which is a Japanese business philosophy that promotes continuous improvement through small incremental changes. Kaizen means good change or change for the better or improvement. And I'd ask you, what are you intentionally doing to ensure that you'll be better tomorrow than you are today? Once again, I would say thank you so much for continuing to spread the message and telling a friend or two, hey, you should listen to this episode of The Learning Leader Show with Adam Galinsky. I think he'll help you become a more effective leader. and because you continue to do that, and you also go to Apple Podcasts and Spotify and you subscribe to the show and you rate it hopefully five stars and you write a thoughtful review.

55:18And by doing all of that, you are regularly giving me the opportunity to do what I love on a daily basis. And for that, I will forever be grateful. Thank you so, so much. Talk to you soon. Can't wait.