So my favorite opening line is, this is what happens when you invite the psychologist to the AI summit. So I'm available for discussions afterwards and the rest of the afternoon. Or this is, if you Google Selena and Iowa, not like university because I recognize I'm at ISU, but you can find me as just a follow-up conversation from today. So let me share with you a couple of things about how you got me as part of this track and the goal. Number one is you've had a full day, right? We've all taken in so much today that hopefully you've got some nuggets and some notes. Part of my job this afternoon is when a nap sounds really good. I have been asked to shake it up a little bit this afternoon. So just know That's my job as a disruptor, okay? But also, whether you've mixed tracks, right, to pick up different things today, or you've been in this leadership and workforce track all day as part of these breakout sessions, it's what you do with it next, right, where the value really comes in today. So if you came with a team, a couple of people or a whole lot of people, my hope is that you're setting up follow-up conversations. And if you came alone, there are other people and I'll adopt you. Like, let's have a follow-up conversation in a couple of weeks from now of what you do with this, right? because the ideas are floating. And meanwhile, people are calling and texting and emailing you and there's other things you're not doing because you've been here all day. And I use that very specifically, not as just a way to bring us to where we are right now, but to take on this conversation around change readiness and dealing with the resistance. So my focus for these 40-ish minutes are on the resistance piece. And I want us to think about the fact of why that happens and your role in creating the conditions to help move people through it. And I want to do that in a couple of different ways. And starting with the idea that has been one of the foundations for my work around change is going to happen, being change ready is a choice. And so as we think about these next steps in all of our teams, we know that teams need to drive the rest of the work. And that's one of my favorite parts of AI summits like this is that we work on the tech, we work on what do we need to be ready for with the tools. But the foundation piece is that humans are still doing the work, which we have established today, though, the work's just going to look different. And I want to put some framework around that. Anything I share with you today is yours. Like if there's something, you can take pictures of it. You can ping me later on LinkedIn or email. You'll have my website, like anything or other resources. If I can be helpful for you, please just reach out as part of our partnership with today. When I think about what's coming up, right, we think about where we're going with all this people stuff. We know that we have the learning of technology, but in a very simple A versus B, what is the bigger challenge right now? Learning the technology. or actually helping people adjust to it. Now, the most common answer I get is, and I want both, right? Both are challenging. But what we also understand is AI adoption is not just a technology rollout. What you come to see today and the work you've been doing before today, today and coming up, it's a change process. And even though I suspect many of us have had conversations about change management processes, right, change is emotional before it's technical. And so a lot of times we introduce whatever that next tool is, or this is the new work process, or this is the new flow. But my bottom line to the leadership piece of this is leaders today are going to have to be clear on where they're going, but flexible in how they get there. Leaders today are going to have to make and remake organizations. So when I think about leaders being clear on where they're going, but flexible in how they get there, when I think about leaders at all levels, people leaders, technical leaders, project leaders, expertise leaders, we're going to have to make and remake organizations. Then it comes back to change is the event. You've identified already today a whole series of things like, oh, That would be a change, huh? That would be different than it is now. And I love just to remind us from a fundamental standpoint, change is the event. Something is different than it was before. Change management is the process. And in very simple ways, we do it like this. Effective Monday. That's the change. Effective July 1. That's the change, right? It's... Tuesday, Wednesday, three weeks from now, and six months from now, that's the challenge. O, as you think about resistance. I want you to also consider when we announce a change, we're implementing this tool. You now have access to this new technology. That's the event. It's Tuesday, Wednesday, 3 weeks from now and six months from now that we've got to walk alongside people because we know that that is not necessarily a smooth journey, right? That some people we know in adoption of, some people run with it and you wish you could clone them because they just go. There are some people in the middle; it takes us a little longer, but eventually we get there. Not this group, right? But there's that other group, right? That right now may be going, nope, don't wanna, can't make me. If you brought them with a conference today and they're sitting next to you, don't look at them right now. But okay. But what's interesting to me, since when you look at all the changes we've endured as humans anyways, And while we have some additional factors right now. My job as a leader is to meet people where they're at and bring them with us. And that's a process. Now, I also have to acknowledge that sometimes people go, nope, I don't have another one in me. And that can happen across the age span and the career span, by the way, right? And so when they go, nope, don't have another one in me, sometimes that resistance is a point of, I don't know how to do this. The number one thing I hear from people in conversations is, I just don't want to look stupid. I don't want to look dumb. I don't want to look like I don't know what I'm doing. So I'm just not going to. And there are a group of people in this population who go, I don't have another one in me. And I'm like, seriously, out of all the things we've been through together, This is the one you choose to check out on. Like I could have named 10 other ones that were way worse, right? But for whatever reason, we all have a checkpoint where we're like, nope. So I think about resistance as signals. And I want us to get curious about the signals. I want us to think about what is that about. When you see some pushback, when people are questioning or go quiet, I'm always looking for changes of pattern and behavior. So if someone's pretty talkative and they go quiet, there's your sign, right? If they're pretty quiet and all of a sudden they start making snarky comments, there's your sign, right? There are many different signals that we need to pay attention to. to say, help me understand. What are you thinking about? What worries you? How can I help? We'll figure this out together. Like there's all sorts of questions we can add from a place of curiosity to say, I'd like to help. We don't have that answer yet. And yet I'm pretty sure we can figure it out. So I want you to consider for a moment where you're seeing resistance show up. And I do have this set up. Part of my job, remember, as a disruptor this afternoon is to get you thinking and talking a little differently. So I'm actually going to put this to a live poll and we're going to Oh, did it stay? Nope, not somebody else's. See, technology right there. I had prepped this. You saw that. Mike, where did it go? Not there. Oh, we lost. Okay, so we're... One more shot. There's so many things open. I'm looking for the web browser where... Which one do you want? No longer there. That's okay. Okay. Okay. So here's what I want to do. Let's go back to just my presentation there. Okay. Sorry about that. We had pulled that up and it disappeared on us. So here's what I want you to think about. The question is, where are you seeing resistance show up now? So think about wherever you are on your journey, whether you're a two person place or a 20,000 person place, but what are some of those signals you might be seeing? So we're at the point of the day where you can talk to your neighbor. So share this out with someone next to you. Like, where are you seeing resistance show up now? Just for 60 seconds, changing up the pace, talk it out for a minute, and we'll bring it back. Go ahead. Awkward eye contact for just a moment. I promise it'll be okay. Thank you. Thank you. Thank you. Hey, Cortana, play. Thank you. Thank you. Now position. Thirty more seconds, and we're going to bring it back around. I think. Finish up the one you're working on. Begin to wrap up that conversation. And as I love to point out, that's just kind of like unofficial group therapy right there, right? Mental health is really important. There are other options. However, for us and for some 230 humor, right? It's just nice to hear go, oh, yeah, us too, right? Or the fact that maybe we don't have a lot of it right now. So I want it on my radar screen to know that if it pops up, I'm not going to be surprised by it, right? Because one of the things we know also about behavior change over time is I can be okay one day and the next day go, nope, right? And so it's never, right? It's never even keeled along the way. Like 2 steps forward, one step back, three steps forward, We're just not going for 14 steps backwards, right? But let's add a second layer to that. What are you doing to address the resistance? So just consider that for a moment. And what are some of those things you're starting to do or could do? Because you're dealing with other changes too, right? That's not, but what are some things we could layer in sooner, not later, to help people be more ready? That's a different kind of question, right? Because we can come up with that whole other list all day long, right? Behaviors that we're seeing pop up. But now, what could we do a little bit ahead? Just to intentionally, and that's one of the interesting parts when we think about how adults learn On the job at work. For years in adult design of training and education for development, we've talked 20 minute chunks. Deliver something, reinforce it with an activity, debrief it, 20 minute chunks. You bring me in a room for 8 hours, it's built in 20 minute chunks. However, attention spans are not getting longer. Correct. Right. So we've seen that 20 minutes went down or that 20 minutes went down to a four minute micro learning approach a few years back. Kind of think YouTube style of learning. I said that recently to an excavating company group of foremen and they said, yes, that's how we learn how to build bridges. And I said, no, No, right? Don't tell me that. However, when TikTok launches TikTok Learn in 60 seconds or less, right now, it also is reflective of not only short attention spans. And while I'm not subscribing to all of that yet, here's what I like about the lesson for us. In A psychology of calendars, online calendars, everything is an hour. And sometimes our best layers to build, right, adaptability and build strength for the change ahead is in 60 second increments. It's how I open up a staff meeting. It's an email I send with an educational piece that sometimes our best reinforcements just take a couple of moments. but we have to be intentional about them to layer in that, or they just don't get done. Right? And you don't need a whole training department to do that. You need the intention of people in the right spots who have the audience or have the connection to be able to fuel that. right? Because when we think about change that is evolutionary and revolutionary all at the same time, right, we're going to have to be even more intentional about layering that in. So I invite you just to think about that question a little bit more. Let me take you through a few other steps for our time, and then we'll bring that back around to what are some next steps as you leave from here to your next session and our networking and our wrap up for the day and what that looks like. So there's a couple of things that I notice in terms of resistance. And when we look at it, people resist change in general because it threatens stability. It threatens what I know. And we've done change before, right? However, the patterns that we're watching for Uncertainty, I don't know. What happens in my role? It's going to look different than what I've done. And when things are uncertain, we're looking for clarity. And when we don't have it, right, then we've got to figure out. And so I use the word anchors. Because even during times of change, there are things in your organization that are not changing. The methodology, the way you do the work may be changing. But even during times of change, there are things that have not changed. Those are anchor points. That's your mission. That's your purpose. That's your value set. That's who you serve. And, skipping vinyls back in, because I can use this phrase again, you're going to sound like a broken record. Because you need to stay on point with, yes, that is, yes, that is the third tool in the last two weeks, right? Yes, that is, and yet. We're still taking care of customers. We're still delivering product on time with excellence. We're still serving who we've committed to serve. So I look at that around uncertainty. I also think about it in this loss of competence. I used to be an expert, and now I'm a learner all over again. And there are a couple of patterns I see with that. Has anyone noticed learning takes energy? And we've already concluded we probably all need a nap this afternoon. And that's one of the most common things I hear from employees who already say I'm on overload. Now I have all this other stuff and learning something new is clunky, right? It takes us time to learn something new. And I don't want to take time to do it because I get a lot of stuff to do. So I want us to think about when I've been really good at something and now you change me to something else, right? Whatever that function is, that role is, a new tool, learning is clunky. And we know there's always going to be a drop in performance before we come back up. and get back to efficiencies. And people who are especially attached to their expertise. Now, for some years, we've had what I call Lego hoarders, the people who contained all their stuff right here and only doled it out when they felt they had to, right? This is a different kind of shakeup for them. And yet, all the rest of us like to be good at what we're doing, right? We like to feel that competence, feel that confidence. And so then now we layer in continuous learning. We start shifting that discussion to, no, we're all learning this. You've heard some of that phrasing today. And I want you to think about how you take that back out to your teams and your companies to say, yeah, right, what we know from all the years past, and quite frankly, the last 120 plus years of business, right, is that on the paradigm shift, when the paradigm moves, it doesn't matter how good you were before, what matters is how you figure out how to go forward, right? And so I think about that loss of confidence as well as unclear expectations. Generally, most people show up on the job with the expectations of doing good work. Very few people show up every day going, yes, how could I mess this up? Again, you need to talk about it and come see me, I'll stick around afterwards. But in general, right, we're trying to show up and not get fired, earn a living, do our best, right, in those roles. So what I'm saying is a clear lack of, I don't know, what's good now because of this, in this middle. And so that's where we have to talk about proficiencies. right? To be able, and there's a model that I love, like when we're new to something, when we're a novice, we still don't know what we don't know. And then my favorite stage is called advanced beginner, Maverick. That's the person who knows enough that you're like, oh, they're making me nervous. Okay? That we have to get through that to get to competence and proficiency in expert level again. So when I think about that self-protection, one of the questions you could use in your own conversations is, tell me about that. What are you worried about? What is it, right, that they may just be holding onto because that's kind of what they're protecting. I like that. being an expert at this. I like being really good at my job. And that's where that starts showing up. Before I move on, any questions or comments to that? Anything you're wondering about or that I could clarify a little more? So I want to go through for just a few more minutes those shifts. So we're going to take those forms of resistance. We're going to break it down in three ways. So I've got some pretty full slides breaking each of these down. Again, they're all yours. Take pictures. I'll send it. We'll, but this is another way that we're breaking it down. To navigate adoption, we have to recognize, again, what's changing in daily workflow. So we have, we said it's emotional before technical. So we have the emotional shift from familiar to uncertain. We have the structural shift that's happening from role-based to judgment-based. And then we have the cultural shift that now we're not only looking at individual competence, but collective learning. Okay, so those are the three shifts. I have 3 detailed slides breaking out each of those. For this point in the day, just soak it up. And in three weeks, you can go, oh, that's right, she talked about that. There's that. You can find me and I'll send you anything you're looking for. So let's take that first one, familiar to uncertain. This should reinforce some things you've already seen today. Tasks and pace are changing, leading to this internal crisis. Like, am I really good at my job anymore? Like we start questioning. I've had some conversations. We've really been looking at a lack of confidence in leaders these last couple of years. It started with a phrase around dumpster fire. Okay, just in case anyone's used it. And then because most of what we do is leadership development and then this kind of embedded work. But in the leadership development, I was just finding more and more questions from leaders at all levels going, I don't know, isn't there someone smarter than me that's supposed to know the answers to this? Right? Isn't I love using the example of turning 56 very soon. Like, isn't there someone supposed to be wiser or smarter in the room, like older than I am that's supposed to answer these things, right? But we all have that little voice in our head that says, am I good at this? Like, I thought I learned something, but maybe I didn't or I knew. So we're just seeing a lot of anxiety about professional relevance. Can I learn it? And so I think we've got a confidence issue that's just going to continue to grow over the next couple of years, right? So how do we help people gain? That's the small wins, right? That's the environment of continuous learning, that quiet fear of replacement. Right? And because we don't know. We can say, but then headlines hit, right? There are more headlines today. Wiping out jobs due to AI. It's a shift, right? We know the work is going to shift. We just don't know how yet. And then people get nervous. And that hesitation to ask questions. I'm finding not only the hesitation, I just don't know what to ask. Like, I don't even know how to form that question, because there's just so much. So I really want you to think about where do you see people going quiet instead of curious? So that change in behavior piece, right? If someone, you know, we really want people to be curious about this. So layer in where, how we might talk about curiosity more or how we might say, I wonder how that might work. I think it's going to bring us back to some of the quality methodology tools, some of the innovation thinking, just to get people to expand their brain again in some new ways. Some organizations got that dialed in. Others of us, maybe they haven't been as actively working on that. It's a great time to bring that back up. Shift 2, role-based to judgment-based. So I mentioned these three shifts. AI changes what gets done, but more importantly, it changes what people are responsible for thinking about. And that's one of those pieces that I really feel. So the old way of just get stuff done. Right, and so I didn't mention it at the beginning with my bio, I'm a recovering HR director. Okay, just checking to see if I still had you with me there. So I've written a lot of job descriptions. I've issued lots of policies, right? And so how do we now say, but we're hiring you for a job with this set of expectations, and here's the pay bands, and here's the legal components of that? and adjust for what we need to to go forward around it was routine execution, creating volume, delivering output. What are the outcomes you are delivering on? We still are, but there is this evolving piece or conversation around how do you make decisions, informed decisions based on data. Right? What's the judgment call? Because I can ask an AI tool to do that for me. I'm still accountable for the outcomes. Right? We still need the human in that. And so we have to talk about just because Claude told me that, right? Or co-pilot came to that conclusion. I'm still responsible for the outcome. And that's where we still need your brain, right? That's where we still need your experience, right? It's not going to take away your 5, 10, 30 years of experience. But we also not only need to review for that quality, we need to be able to explain decisions. How did we get there? The gap we're seeing for is many people are hired for execution, but not judgment, right? And judgment most often when I train or teach on judgment decision making, judgment is that overall, we call it considered decision making. And you know it intuitively, when somebody walks towards you and says, hey, let me tell you what I just did. If your immediate response is, oh no, Like inside voice, not outside voice, but inside voice, like, oh, you might have some experience with them about not making the greatest decisions and you just got nervous as compared to somebody else who comes walking towards you or messages you and says, hey, let me tell you what I just did. And you're like, yeah, what's up? because you just have some history with them in how they make decisions or the judgment they exercise. But that is really hard to interview for. Plausible, we tried to put some questions together and some exercises, but it's really hard to get at. And so I think about just the way, why, where are you asking for more judgment, but not naming it? So what do they do with the data in front of them? How does that process move and how do we anchor that back to does that serve our customer? right? Does this tool, this technology, this workflow, this conversation about how this is shifting, how does that ultimate, some some anchoring questions. Last one on that, individual competence to collective learning. Competencies isn't knowing, it's learning. And so I really have probably a strong passion, we talk about all evening, that we have to get comfortable saying, yeah, I don't know yet. My team would tell you, I say, I don't know, but we're gonna learn something. is my ongoing mantra as I'm like, I don't know, let's see what this does. Right? Encouraging shared experimentation, which means when my team experiments, I really, I have to, so I talk about guardrails, mini guardrails up. But there's also something around nudge theory. So nudge theory is talking with our team members about, so when that gut moment hits you and you're like, I'm not sure this is a really good idea, that's a nudge, right? To check where your boundaries are and your guardrails. So when we talk about shared experimentation and I let my team run with some stuff, We also talk about what are guardrails? Like, how do you know you hit the bumper, right? And you know that's a point to bring it back or nudge of when it just doesn't feel right, right? Or something, you keep trying something and it keeps not working. That should be your nudge to go, I don't know that we're approaching this in the way or it's not the right time or it's not the right set of tools. And reducing shame around not being fluent in new tools. We just see that continuum of learning at different paces, right? It's a combination of inside voice and outside voices, of can I do this? Back to that confidence issue, but recognizing everybody's gonna move through that at different paces. What would change if learning was treated as part of the job, not something extra? Some of you have been working in cultures in your companies that have been taking this on or seeing it coming and really trying to move that direction. Good, keep going. For maybe some of us, that's been a harder stretch. And so what would your next steps be towards that? And I always encourage small moves because if you walk back out after today and you go back into your workplace tomorrow and go, all right, here we go. I got a whole new line of stuff. They're going to go, please don't go back there ever again. Okay. So small moves, small moves. So what I want us to think about, and going into this last section then, what do you want leaders to do most when it comes to AI adoption and implementation? So you may be that leader, or you may be thinking of other leaders. And again, my definition earlier was people leader, project leader, technical leader, expertise leader. They could be formal senior leaders in an organization. They could be your frontline team with customers. But I want you to process this for a minute. We're going to go back for one more minute, back to the people you just introduced yourself to a few minutes ago. And I just want you to do a gut check. Like if you had a wishlist right now, what would you want leaders to do to make this easier? Okay, so put yourself, like, what would you want somebody who's got some authority around you to pave the way with? Say hello back to that person again or persons. And what would you want? Like, what's on your wishlist for leaders right now? Could be in your organization or somewhere else. And if you sat next to a coworker, And it's them. Good. And then. It's fine. Thank you. Start thinking about. Hey, how are you? Good to see you. It's been a couple of years. It was been a few years. Good to see you. I'm glad you're here. All right, start finishing up. That conversation. For finishing up that conversation, we'll bring it back around. I would love just to capture. What's on your wish list? I'm looking for a couple of volunteers just to shout it out and I'll repeat it back for everybody. What would you like? My goal is 3, just so you know. Yes. OK, so, so, so how would you define governance? Thanks. Yeah. So that initial idea of governance, right? Some sort of structure, parameters, guardrails, right? But also some clarity around what's our goal. So an experimentation, what are we looking for? What are we going after? How are we going to use this, right? How will we take those lessons and redistribute them? Because the lack of that, right, we get free range, I think were your words, right? I spoke at another conference yesterday around ethics and I'm like, okay, this, it's a deep one, right? Because that's a whole continuum, right, of personal judgments, right? What was yours? I was gonna say, just. several different departments in our organization and we've kind of thrown it out to the leaders of those departments, spend some time reflecting and trying to identify anything under your purvey that you think might be a candidate for some AI optimization. And we haven't done a good job of following through on soliciting those things, but that's where we were kind of using as a starting point for brainstorming, I guess. Brainstorming, where can we optimize? how could we put a plan together, right? And then the wishlist that comes out of that is not just as one more thing, but plan sequence of things. And that follow up part is hard, right? Because even in good brainstorming, then you're like, great, I got 30 other things I need to go do. So I love the phrase and it's a little bit on a tangent, but I love the phrase, we overestimate how much stuff we can get done in a year. in our companies. Okay? So just live with that for a little while. And I really, you know, if that helps you to go, okay, out of these amazing 20 ideas, let's pick two and do them well with some structure and some guardrails, right? What would that look like? And of course, this is being done in sequence with everything else in your organization. So of course, we've got to be able to tend to that. And the tsunami is real. Like there's more stuff coming behind this. But if we can exercise some of those muscle groups now, right, we're going to be more ready for what comes next. One more comment on that. Anyone else want to add in? Yeah. So I love around success stories. It's the celebrations that give us energy for what comes next. It gives us energy. And what we celebrate, frankly, we become, in my opinion. So when I look at organizations and people say all sorts of things like, Selena, only nine people participate. Great. Did the nine have a good time? And who watched them? Oh, like 20 other people. Great. Then 29 people had a good time. They just had fun differently. But that celebration piece around, we've got to celebrate even the next level of wins. So I was doing a huge change transformation project within a company, new software update, new enterprise-wide system. You can relate. But I asked the accounting team six weeks after go live, name a win. Okay, the financial people, the accounting people were not happy at this point. And they said, and someone, right, because I speak snark, said, well, we're only three weeks late, closed on the books this month. And I'm like, can we count that as a win? Right? Can we count that as like, yay? Because when I see you in six weeks from now, where are you going to be? Oh, we're on time. Right? And we're going to be six weeks after that. Oh, we're finding new efficiencies. But they would have never celebrated 3 weeks late before. They would have been all like, oh, we're getting fired. Right? But no, that was our win. That was our win. So let me just add a couple of other things here. See what we've missed so far. See if there's anything else we want to add. So name what's changing out loud. Silence breeds anxiety. I love to say, when people don't know, they make it up. So if you're not talking about what you're doing for what's coming, they're going to fill in their own blank. So even during times of change, you have to name what is changing and what is not. So do talk about AI, even when answers aren't final, normalize adjustment time. I don't know, six weeks from now, where are we going to be? And even when we don't know, that reassurance, we're going to figure out separate tools from expectations. So AI doesn't eliminate accountability, but it does change it. And so I want us having better clarifications when human judgment is required. Came up a little earlier. I want to emphasize that. What still needs review, explanation, and approvals? Like just because you got that answer out of that tool, right? What level of risk do we have that we need to make some judgment on it? And who has that responsibility? Whoops, excuse me. Redefining good work. If AI handles part of the task, how do you define excellence now? And that's one of the behavior pieces I see all the time, like, oh, like I'm used to doing that. Now how do I define good work? And that's one of the changes I'm seeing. Like I defined myself by that earlier. Okay, now we take out that task and I'm not sure how to define it. And certainly we're getting just a good resurgence. If you've not followed some of the psychological safety work, I would put it back on your reading list if you've not seen it or heard it, but really thinking about how people feel safe to not only feel included like they belong, but safe to learn, safe to contribute and safe to push back. Tim Clark, Amy Edmondson, I'll give you any resources on that you want. But I really want us to think about how do we encourage questions without consequences, right? My last point on this before we go to closing would be I just, this is great. This is what I've been thinking about. When we don't have governance, when we don't have some open conversations about this. We have the enthusiast, I mentioned this earlier. We have the avoiders. If you're sitting next to them, say, it's okay. Thank you for coming with us today. But here's what I love. And it's a concept I've been looking for of what I'm calling secret user. Because if we, right, because if as a company, you came here today going, I really need a plan to go back with, when we don't have a plan, people are using it anyways. And they're using it then on personal devices with personal sign-ins. Because your adopters want to adopt. Find out who your silent users are and put them on the committee. Okay? Or at least give them some sandboxes to test that out. Because if they don't have permission to use it, they're going to find a way to use it. And then you don't control what's going in that data. or what data is going into that set, right? And so again, with care and commitment, find your secret users, but it just may be an idea to think about. As I go into wrap up, I have two quick things. Number one, I recognize there's really good research. You've heard some things today coming out from this amazing institution. I will tell you, if you want to help a small team, help a girl from rural Iowa, we have recently partnered with Wartburg College. colleague of mine there. You have some QR codes around and there's extra copies floating around here at the tables. We have launched a national study a week ago on uncertainty. Okay, I would, so I won't know if you fill it out or not. So you can look as enthusiastic to me as you want. I can't see it. Okay. But we need some momentum and it's shared because we really think we're going to have some things to say on behalf of Iowa. It's a national study, but I'm a little biased. I want us leading from here. And we really think we're going to have some things to say about how we're navigating uncertainty in organizations leading from Iowa. So if you're willing to give me 15 minutes, doesn't have to be now. There's QR codes that can be passed around out on the tables. We would love that. And you can sign up to get free results. I would love to be back here next year. We're planning to have a table to share results. But if you want to be part of that, we would love it. There's no other sales, there's no list, there's nothing else with that. We just think this is prime opportunity for us to be talking about how we're navigating uncertainty. So enjoy the rest of your day. Find someone to connect to, use the information coming out of this conference. And if I can support you in any way, please reach out. Thank you very much. Awesome. Thank you.