that is, Stok is a certified B Corp. And I don't know if you know much about the benefit of Corporation Certification or B Corp certification, but basically, that's a corporate form that allows us to maximize social and environmental impacts in addition to profits, and we can't be sued as business owners for not just being profit maximizers. And so, it allows us to take those risks from a governance standpoint, that might have long-term financial impacts, but aren't having those quick quarterly returns. And, as I said earlier, I think the investment and the impact is a long term investment, and we've been able to really make some riskier moves that if we weren't set up structurally like that we might not be able to and we've seen them pay off over time. Randy Wilburn [19:17] It always pays off in the long run to do good and to endeavor to be good. It always sounds harder to do the right thing but when you do the right thing, good things can ultimately happen. I read an article that you guys put out a while ago about biomimicry, and it was just some really interesting lessons. And there's way more than we could ever unpack in that article on one podcast episode, but since you brought up a couple of the topics that were mentioned in this article, I would certainly like to talk about them, and I encourage everyone to read this article in its entirety because you will find some really strong lessons that you can glean from the information in here. And it will take you back to eighth and ninth-grade science classes that you probably didn't pay as much attention to as you should have. And there'll be some reminders in there about how not far off we are from nature and the things that happen in nature and how those same ideals in situations also happen and you can show parallels to them within the business environment. But you specifically mentioned a short feedback loop, which I really like. I always like to knock the industry from time to time, because I've been in it long enough to be able to do that since the 90s. I know I don't look that old for anybody that's seen a picture of me but I've been around this industry for a while. Back in the day, a short feedback loop was a one-year annual evaluation and that is certainly not what you're talking about. It's funny because as I was reading this, I was like, oh my, that's the thing that Zweig has been talking about for so long. And that was one of the things that we would drive home whenever we would go in and do a strategic plan with a company we talked about shortening the feedback loop, making sure that people know how they're doing, don't wait to the end of the year to give somebody an attaboy or an attagirl and let them know how great of a job that they're doing. Give them information now so they can act on that information and continue to evolve. And I really appreciate the way you laid it out there but since you mentioned that I figured I would let you go a little bit deeper about why feedback is so important.
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