Aaron Lauinger: I like to use the term ruthless prioritization. This, this imperative we will ruthlessly prioritize into the business. And the reality is, you hope that you can find a seat for everyone on the bus to be part of this. And too often, as we think about change, we want to keep who we were. And that's important. It's important to your tradition and your history and how you got where you're going. But how you got where you're going isn't necessarily going to get you where you want to go. And sometimes that doesn't include everyone. I think to your point, then there's a hard realization. In the examples that I heard, not my client, not my project, or not my individual doesn't know or would respond to it in that positive way, which, it's not a formula. It's not an input, and an output gets you a result. It is very, as I said, ineffable and intangible. These are behaviors that you have to figure out how to adapt. And I, love what Tiara said about the, you know, matching that individual with that. Because every client is different, you know, and every client, depending on the size, you can have those different personalities and behaviors within that that operate differently. And so how do you adjust and adapt to it? There are ways to get that done, There are ways to approach that. But some people feel that you know, not in my backyard. Not my client, that is not going to work. And you have to ask yourself the hard question, is a short-term loss worth the long-term gain? And too often where we have those individuals that maybe have prominence or a significant portfolio or a big following, we are too hesitant to deal with that challenge that's in front of us. Tierra Marcus: I think we all have expressed that we have visions and what good looks like. For each of these different initiatives, accountability for the change is the other half of the equation, right? So we can have the 00:40:00 Tierra Marcus: vision, we can share the why. I appreciate what you're saying. For if we don't have that accountability to the folks that we've asked to lead that forward and they're unwilling or unable, in some cases it is unable and they're just in the wrong seat on the bus, we have to be bold enough to make those decisions. Right? And often I, am a big advocate for, as I mentioned earlier, getting rid of bad behaviors in a team. If you want to lead, change, and influence a group, you have to be willing to make those tough decisions. And I believe that it does help the team advance because people double down. Yes, it's a short-term pain for sure. It is sometimes long-term pain if you lose somebody, but it never outweighs the benefit of the team rallying together and getting through to be better. Because they see, okay, cool, we remove this poison from the group, we're going to just absolutely crush it and go forward. So the accountability, the trust but verify also, right? Folks inherently say, especially to leaders, what they believe we want to hear. Sorry. They tell us that, right? They're like, okay, this is what they've asked me to do. I'm going to make sure I hit these three topics in this conversation so
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