Covid did for us and remote. But if you ask yourself that question of have to versus want to, I think that's how I just approach a lot of our decisions and how it revolves around culture. But so we went into this year of doing that and there's a lot more things I can explain on that in terms of where we're at and how that's all played out. Justin Smith: Excellent. So all three up here, three very different issues that we're focused on, right? High-value client engagement, really intentionally creating the brand experience that we want customers to have when they interact with us. A focus on empathy for both the internal and external client and bringing that into every project. That is not something that has been historically classified under the project management umbrella in pretty much any project management book or article that I've ever seen. And then looking at things like, okay, we have an office, we have to make a decision about that. And these are things people are dealing with all the time. But wait a minute. There's the potential for there to be a huge cultural impact if we get this wrong. So we're thinking about all these things and we're dealing with them every day. But oh, and by the way, there's also a business to run, right? There are projects that need to be done. There are fires that are popping up. So with all that going on, how are you each remaining focused on the strategic initiatives and keeping the noise out? How are you remaining focused on what is most critical to our business tomorrow and not letting the fires of today get in their way? Tierra Marcus: I'd take it. First, one thing that we started implementing was a project Management influence team. So recognizing that I as a leader cannot influence and impact 500 individuals directly, I'd love to. Right. But being practical with your key champions within your teams and leaning into them and helping them also be part of that journey. So we have integrated our operational initiatives with our project management initiatives in a way that not only will help our project managers be better executors of their work, but also influence outward in the firm for other people who are also leading projects, but maybe aren't an official project manager. Spreading that out and doing additional mentorship into those groups is one way to carry that load and be more effective as well. So thinking about the immediate team you influence, but also those who are, ah, watching how you execute and seeing your success, don't be afraid to share it and to continue to spread it throughout. Yes, we're all busy, but making those incremental changes to other groups can just help level up your entire organization. So making it a priority, protecting it, and then weaving it into our operations strategy has been successful for us. Aaron Lauinger: I like that idea of protecting it, as many firms out here probably have a lot of initiatives. As you are a high-growth firm in the audience, I'm curious, do you guys suffer from something called initiative fatigue? [Inaudible] mummers there? Yeah, I think for me it was really important to delineate between an initiative and an imperative.
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