Aaron Lauinger: I think the number one starter for me, and we heard this on the prior panel, especially with the new generation coming in, the why is really important and transparency is important. And so having a compelling story and in this industry, we're not really that passionate, energetic out there, right? It's more of the do the job, get it done. So having a compelling why was critically important. And for us at Alteg, telling that story and getting people bought into the why was important for me. My origin story on this goes back actually a decade ago, and prior to my current role, I was really in charge of developing the market, establishing new clients, growing, et cetera. I had an engineer call me, a senior engineer who was, you know, doing some dabbling in seller-doer. And he said, Aaron, how do you do what you do? And I wasn't able to explain to them because these things are ineffable, they're not tangible. These are the behaviors, right? They're not the measured things that engineers are so good at. And also a lot of us are introverts in the engineering industry, right? We heard from Linda, stare at your shoes or stare at their shoes. That's the difference between the introvert and the extrovert. So engagement is hard. So helping people understand why the number one or other happened. And we got forced into this virtual environment where our engagement muscle just atrophied. We didn't have the opportunity to engage as we historically had. It's not that Oldtig's engagement had dropped off in the sense of being below our peers out in the market. We were just kind of regressing with what Covid had put in. At the same time, at the same time as that, old tag has doubled and we've expanded coast to coast. And with that comes a lot of diversity of individuals coming into our organization with a diversity of thought, diversity of perspective, and diversity of experience. And so who old tag was prior to that growth wasn't who Oldtake as a brand was going to be. Those reasons created a very compelling way to let people know that this is an absolute imperative in our client engagement. The structure of it is 12 principles. The 12 principles are how we show up in the market with our clients and with each other internally at the organization. One of those principles that was near and dear to my heart was called single-point elimination. And too often and particularly mid-sized firms, we have single points of success until they are single points of failure. And too often we saw a project manager or a client manager who would come and go with the organization. And I know big organizations hate to hear this. Too often our clients are not hiring the logo, they're hiring that engineer, they're hiring that pm, that client manager, or whoever has that engagement. And as we talk about, primarily being introverts, it's not a skill that's well-rounded. So getting all of this kind of compelling, why as the very first step to get people to buy in, can you get an aha, moment out of them? Can they take a break from their work? You know, step two, get a workshop in person. Like 00:35:00
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