Achieving Results: Todd Davis on the 7 Habits of Highly Effective Leadership

What I have found right now is once everyone understands the mission of your company, it's easier to get them excited and highly engaged in doing whatever part they have to move that mission forward. This is right about now with Ryan Alford, a Radcast Network production. We are the number one business show on the planet with over one million downloads a month. Taking the BS out of business for over six years and over 400 episodes. You ready to start snapping necks and caching checks? Well, it starts right about now. What's up guys? Welcome to right about now. We're always talking about what's important now. Hey, you know we're always right too. Well, at least our guests can't be. I don't know if I'm always right, but I've always got an opinion and you know, here's what I know. There are some things that are tried and true and I really like effectiveness. I love it because I love business. I love for me to be effective. I like for my listeners to be effective because that's us helping you. And that's why I've got leadership consultant. He's been in part of a book and a guide and coaching. You've probably heard of this. The seven habits of highly effective people. He is Todd Davis. What's up Todd? Hey, thank you for the invitation. Yes. Hey, I like effectiveness. You know, I mean, anybody that's been with the company as long as you have has to know a thing or two about that. If nothing else, right? Exactly. I'm not perfect at it, but I at least have the instruction manual. If we all, you know, well, whether they say, but doctors sometimes have the worth health habits. But, you know, but it's all that tells me you've got is being, you know, the cheap people officer for the number of years that you've been or were. And now, you know, leadership consulting, you know, I'm sure you apply a lot of what you teach if I had to guess. I do. I do. Seven habits of highly effective people. I think myself, I'm 47. And I think our audience, we skew. We have it all over at the 25 to 50, you know, excuse mail. I think if you're anywhere in the last in, in my range or around there, that book rings familiar. If not, been on the reading list. I mean, it's just, it's really stood to test the time, hasn't it Todd? Well, it has. It was Dr. Steve and I, Kevin wrote the book about 35 years ago. It has sort of a 40 million copies to date and continues to sell thousands of copies every month. And I had just real quick. I had an interesting experience that two weeks ago I was in, I was in another state and working with a client and a gentleman came up to me after and said his, and this gentleman was probably mid 50s said his son who had just graduated college in Portland called him the night before and said very seriously. Hey, dad, I just read the greatest book I'm going to send it to you. It's called the seven habits of highly effective people. I was laughing because your point, the book's been around forever. But this young college grad was just finding it so empowering and so useful today. And so yeah, it's a, it's a timeless classic, if you will, because it's based on principles of effectiveness. Yes, exactly. And I do think in a world where, you know, with YouTube, the proliferation of new media, we have all these tactics at hand, right? You know, there's all these things to do and lots of people coaching what to do. But it's, you can do a lot of things and not be effective. It's, it's a, it's a really key component because I think sometimes we get in the, in the tactics habit and the check in the box. But it's like, what was the outcome of all those tactics? That's what I've always loved about the book is the effectiveness. So true, I like to explain it as it's the, if you visualize the compass over the clock is how we get effectiveness. In other words, yes, important to get a lot of things done. And it's important to get things done in a, it was in a timely manner. But what are the things we're getting done? Are we getting those things that are really going to move our lives with the lives of our team or our organization forward? So, and so it's the compass first, you know, the direction we're headed over the clock. Clock's important. Gotta get, you know, gotta have deadlines. But let's make sure we're heading the right direction first. And that's, that's how I think of it and how we define effectiveness at Franklin Covey. I think, I think, you know, sometimes numbers get glossed over. I can be guilty of this 100,000 of this 50,000 that 40 million. So I mean, go, go get a room with 100 or 200 people and like look around and, and remind yourself how many people that is. And then think about 40 million. What an accomplishment. Yeah, it's getting another quick story just because it's happened last couple of weeks. We are just launching, you know, we update the content of the course, not the, not the book itself. We don't change how many habits there are. But the applicator goes, we update in the courses we teach about every 10 years. And we're just launched on the Imagine Seven Habits. And I was in another city in a hotel delivering an overview of it. This woman who was her name is Sylvia Ricker in the hotel. She came up when she learned to work with Franklin Covey. And she said, I'll be right back. And I thought, okay, did we not clear the last time we were here? Let's go on. And then she came back with a, with a Spanish version of the Seven Habits, highly effective people. I think it'd been weathered and used up. And she carried around her purse. And she went on for, I'll tell you 10 minutes, telling us my cop, my, my colleague. And I have this book had changed her life. And how she led her family with it now and helped her in her career. And it was just, it was inspiring. I almost had it being set up for a minute. It was so inspiring. I'm sure. And I know there's probably countless stories of people, you know, and, you know, I've seen someone on your website doing research for this product. You know, this interview and reminding myself, you know, of even some of those tenants. But Todd, let's set the table. You know, as we get into the here and the now, but talk about me, remember Franklin Covey, what 35 plus years? Is that what? No, no, not quite. I'm sorry about 29 years. Almost 30 years with flanking Franklin Covey, you know, maybe talk about the, the trajectory of your career and how it, you know, just his parallel. Well, everything's happened. Yeah, you bet. Thanks for thanks for asking that. So I was in the medical industry for many years. I was in a recruiting role. I recruited physicians and medical personnel for about 10 years. And then some friends and I from a small human resource outsourcing group. So we could contract with companies out here in Utah where I live to provide their human resource services. Now I didn't have human resource experience that I have recruiting experience. And then we had another friend who had done employment law, who's an attorney. We had another friend who had done benefits. And so we would contract. What was then called the Covey leadership center was one of our clients. And so I would recruit for them and find them consultants and and sells people and things like that. And they said, one day, hey, we want to bring recruiting in house. And I thought, and I had recently read the seven hand side effect of people. This was like 30, you know, 30 years ago. And I thought, well, dang, I think I might want to do that. So I joined Covey leadership center as the recruiter or the criminal manager. And then we launched Rachel. We merged with Franklin class, which was the beginnings of the Franklin day planner that some people might remember your parents having. And we merged those two companies that 28 years ago, 27 years ago, which became Franklin Covey. And I was in various positions. And then. Our CEO came to me about 20 years ago and the head of people services or human resources that left said, we'd like you to apply for this position. And I said, but that's great. I don't have any HR background ever created. But that's he said, I know we think you're really good with people. Give me a position. If I had me applied, I applied to several candidates. I was really honored to be selected. And so I surrounded myself with really talented HR people. And for 18 years, when the human resource structure, the company and then the last couple years now, I've been out teaching others how to implement all of these things that I had seen work so well for our clients and for our department and for other clients that I've worked with. I, you know, we'll talk and I want to dig into, you know, how seven habits is what stayed the same was changed. Like you said, the application. But, you know, I love to get your perspective, chief people officer. You know, like to me, that's an interesting people to hear that term now. And I think they know, you know, like the, I'll just call you since you're a man, you know, the king of HR in some ways. You know, and so to frame, I love the marketing spin. We've put on all the titles as a marketer. But in the end of the day, what is that position been like for you? Like what? What makes you a people person and what? I don't know what's been like your guiding principle in making that successful. Yeah, that, that is great. That's great context. You should do this for a living room. You're really good at this. So a few years ago, when I was selling the chief people officer role, one of our publishers, Simon Schuster, who published that in house, they thought it would be a really cool idea to have the chief people officer of the people company write a book. I wrote a book, became a best seller, not because anybody knows who Todd Davis is, but because this topic was so profound. It's the question you ask. The book is called Get Better, 15 proven practices to build effective relationships at work. And my hope premise in the years that I have almost two decades experience as the chief people officer was that as Jim Collins, the leadership group says, you got to have the right people on the bus. That's true. But it's actually, or I should say not, but it's actually the nature of the relationships between those people that makes teams and organizations effective. And so in my role as chief people officer and anybody who's head of their human resource section, I view this as you're more or less sorry for the sports analogy, you're more or less the quarterback of the culture. Everybody takes everyone to form the culture, but you are the person who really reminds people helps to set the vision for where you want the culture to go, including what we call things, you know, like you said, we can put a marketing spin on things. But I was, I was adamant that we not call it human resources that we call it people services because I wanted the team that I led to be reminded every day as they came to work. They were in the business of serving the people at Franklin County, their clients were all of our associates. And then I wanted the world to be chief people officer, because I wanted to be the grand pro ball, but because I want to remind myself, this is about the people. Sometimes people equate the term human resources with kind of the policy wonks or the, you know, the unnecessary, the necessary even we have to have to keep all the human resource laws and guidance and all that. And those things are important, but it's really about partnering with your team, your colleagues to move or grow the business and be as you start to be effective in what you're doing. Yeah. And it is supremely important. And, you know, one question I want to have for Utah that may not be expected. And I, but because I want to transition to kind of, you know, back to the effective, we'll get into all, but it's when I think about the chief people officer and me being, you know, CEO and owner of multiple companies. Right. I see what sort of happened. And I've seen interesting comments from even like, you know, top Google executives, like the pendulum, like if you own a, when you own a company, you serve clients, right. But when you have a company, you need your people and you need to serve them to help you serve the clients. And I've seen a few of the executives that have come out that said, maybe it swung too far to serving the people versus the client. And talk to me about the balance of those two things. And I think it was for the lens of things that happen with COVID, the work from home, the not work from home, the benefits, the nap pods to use like a Google thing. You know, where you want to take care of your people, you know, you have to take care of your people. Yeah. But at the end of the day, we got to serve the client. We don't have no people. You're exactly right. But coming from sitting in your shoes, though, I can understand the delicate bounce of those things. And maybe it's just a broad question, you know, your perspective on that pendulum. Yeah. No, I appreciate the question. I think you just nailed it. And so in my experience, what I have viewed is that first and foremost, society and what, you've led, you've had up many companies. What is the mission of that organization? What is the mission of your organization? I think it starts there. Is it, is it worthy? Are we doing something that's adding value to the client, to the world, to our society? And most companies are, I haven't met a company that isn't, but it's then, it's then refining that mission statement and that mission and vision for the company. So that our associates, these employees that we want to serve as well, but they're as excited and as unbored as you are as the CEO or as a leader. So what I have found around is once everyone understands the mission of your company, you still have to do a lot of other things, but, but it's easier to get them excited and highly engaged in doing whatever part they have to move that mission forward. And so it really isn't, doesn't become, in my experience, a question for the leader, do I serve the client? We focus on the client or do we focus on our employees? We are all focusing on the client because our employees are as excited to know, hey, I'm a piece of this. Whatever I do, I see how it looks to that bigger mission of the company. And so I make a difference. And when leaders can focus on communicating to their, to their associates, their worth and potential so clearly that they come to see themselves. Then, then we have one focus and that serving the client, but, but my team and the associates know they are a critical component of that and they find value in that. They find excitement in that. Yes, that we paid well and after the right working conditions and have the right benefits. But then they're incentive and then motivation is to be a part of something that matters. Yeah, I think that is a big part of it. And I think that clarity, because I've even known and had a lot of moments where that wasn't clear enough. And that's, that's been ineffective. And I see it and know it. I guess just to close the book on that question, Todd, it would be like what you said is absolutely right. What do you make of those that say though the pendulum swung too far that, you know, like what, what do you think is triggered that because I have since not with really about my own organization. We have a small company like I'm not saying that this didn't exist or something, but just what I see what I hear is, you know, it's like maybe the employees feel like what can the company do for me versus what can I do for the client. Yeah, yeah. Yeah. And so I guess just to close the book on that, it's loved your perspective. No, I think that's a great question. And I know what I'm going to suggest takes time, but this is what we work with clients with and I've seen it produce amazing results over and over again. We have a client or situation where in their minds, the pendulum is so too far and they've got a group of people, good people that are more focused on what's in it for me than, than whatever I need to do to serve. It's taking the time to understand those people. It's moving as a leader. It's moving your mindset from I bet. I bet they just want to increase because they've been given awards their whole life from this, you know, spur a little bit to I wonder, I wonder whether I wonder whether or not we're engaged in the business that we do and the work that we do. I wonder whether not more instead. And so it's taking the time. And a lot of leaders, I also don't like this answer, but they realize, okay, I've got to slow down and I get I've got to get to know my people. What's important to you, Jen? What's important to you, Sam? What's important to you? You know, what motivates you? And if honestly if I talk to a Jen or a Sam and they say, all I care about is money, make money. They're probably not the person for my team because I want to find out what part of what we do excites them and make sure that they understand how critical they are to that. I kind of went back for what I said a minute ago, but when the pendulum was way over there to your point, I think you have it slow down. Doctors cover you to slow with people fast to slow. And slow as fast take time, understand what excites them, what motivates them, what energizes them about the business and make sure that they have enough of that going on so that they feel this ongoing connection with the work that you're all trying to do to move your organization forward. Yep. And I think that's fair and I do I love the it's actually very tactical advice of the mindset of figuring not making assumptions. And that that one little trigger of, you know, not making the assumption, but if you presume something you tend to make it true, you know, absolutely. Persuptions are effective for one thing and that's, you know, verifying what you already think, but not necessarily getting to the bottom of something. That is what you just shared right into that is the foundation for the seven habits. Before we didn't get into the habits, we talked about our paradigms or our mindsets. And if I, for example, if I'm a micromanager, okay, everybody can write it to the half. If you think you're the builder, they've worked for that. But if I'm a micromanager, how do I see my team? We call this the seed to get model. I see my team is incompetent. And to your point, it's a self-filling prophecy. If I see my team is incompetent, what do I do? I do everything myself or I have an algorithm criticize everything they do. And if that's what I do, what kind of results do we get? Well, we get pretty poor mediocre results at best. And then what do I say to myself is the micromanager. See, they are incompetent. I got a micromanager even more. And to your point, it just becomes the self-filling prophecy of what I'm seeing. Versus if I see people as capable and talented, well, what do I do? Well, then I take time to get to know them and what's important to them and what inspires them. And how do I motivate them and make sure that they connect with our algorithm mission and then it goes on and we get greater results. So, sorry. Say after about a second break. Oh, hello. See, dude. Yeah. I'm going to, that will stick with this. I remember a different frameworks, you know, like certain things. But I will, the SDG will be with me. It's big. It's big. Yeah. Yeah. Yeah. Yeah. Yeah. Oh, talking with Todd Davis. He is. Let's just call him the forever chief people officer. But he's a senior leadership consultant. The current chief people on television about that. But yes, thank you. Yes. Chief, chief people guy, you know, is what we'll call him. Todd, talk to me about what you guys are up to now with seven habits, how it's evolved, the trainings, leadership, and all that, how you're working with people. Thank you. Well, the seven habits have been around for 35 years. Like I we mentioned since even for sure about them. They are all based on principles of effectiveness. For example, how about one is to be proactive. And it's based on the principle of choice. You know, going back to your CD get you're never going to forget now. One way to see it is, hey, I can't break how things are going to turn out. So I'm just going to kind of go with the flow. That's a common paradigm. But a more effective paradigm is, wait a minute. I can choose that I'm actually responsible for my own choices. So I can choose the life that I want. I can choose the career that I want. I can choose the outcome that I want. And I'm responsible for those choices now. There are a lot of things I don't have to control over. But there are things managed exactly in influence. And most importantly, when you learn in this habit, I can choose my response to any situation. And that I remember when I first read the seven habits 30 years ago, I can still see that sentence on the page. You can choose your response to any situation. In a way, when there's so much, we can't influence or control to know that we can choose our response. So have it ones and have it for, have it one for a reason. Because it's up to us to decide if we want to take control of our lives, or if we want the outside world of influences to control our lives. And then I will go deep into each habit. But habits two and three work together with that. Habit two is beginning with the end in mind. It's based on the principle of purpose. So if I'm going to take charge of my life, well, then what are I going to do with my life? And then habit three put first in search is based on the principle of focus. Okay. If I decide where I'm going to be, if I'm going to start prioritizing what do I have to first, second, and third. And these first three habits surround what's called the private victory. It's where we become trustworthy. If you know people, and I'm sure you do, that take responsibility for their lives. They know where they're going. And they prioritize and focus on the most important things. They're pretty trustworthy people. And it helps move us to being independent. We're independent. And waiting out to collaborate with others. And then that's where the next three habits come in. Habit four is to think when it's a mindset based on the principle of abundance. Habit five is to seek first to understand. That's based on the principle of respect. And then habit six is to synergize based on the habit of create collaboration. And those are where we build trust with others. And those move us to what we call interdependence. And then the seventh habit surrounding all those habits is habit seven sharp in the saw. Based on the principle of renewal. That's where we take time to invest in ourselves. You're listeners that are taking time. How they're busy schedules to learn because they learn from Ryan all the time. They're investing in themselves because they're selfish. But because by doing so, they can do that much more for everybody else. So that was the readers die just condensed version of the seven habits. And each decade or so that we reimagine it will change the habits of their principles. But we the applications we update them based on nice current situations. Sorry to take so much time. And that was perfect. And you know what it maybe think. Todd, it was, you know, I'm on social media a lot. And you know, thinking like leadership coaches that I see and variations of quotes and principles. 80% of it has spun out of that book, I think. Because and those top line thoughts. Now, I'm not saying people are copycats. They've added their their sauce on top of it or whatever. But those core principles capture a lot of the overall sentiment of what drives sort of effective behavior. But you know, Ryan, that's a really good point. And they are copycats. But Steven said he was a copycat. And let me clarify, Steven made the point all the time he did not invent the seven habits. What he did, and I had a great honor of working with him for many years before he passed away about 12 years ago. That he clarified what he did was he identified those people and those teams and those organizations that seemed to continually be getting ahead in a good way, getting the results they sought to get. And he studied what they did on a consistent basis. And they identified those principles that had always been a word. But you know, he just identified the name to them as habits and put them in a construct that we could talk about them and start to implement them in our lives. So he even made the comment that he didn't invent them. He discovered them. And so I think all of the iterations that different people use, they are they are just different ways to look at these lifelong principles that will always be an effect. Yeah. And I just think it's yeah, you can choose the response to any situation. I think it's so powerful like there are all those rank true, but I come back to that one because I think about I think about myself at times. I think about like what I see, you know, like we we've even powered a lot of things, but ourselves at times. And you know, we we give power, apply power when we don't realize that we get to choose, you know, whether you're Biblical or not, believing in free will, you know, the power to choose. Yeah. And I think we've conditioned, we've been conditioned towards at times, maybe that, you know, it's out of your control, but man, it's in power. It's the way we empower people is for them to understand that statement. I couldn't agree more. I will be asked often in the leadership space we've been in for 40 years now, frankly, if he's been around for 40 years. And I will be asked often, so what habits are most critical for a leader? Well, after saying all of them, for me, if I had to write it down, it would be habit one for all the reasons you just said. A couple with habit five habit five is to seek first to understand then to be understood. And it's not just about being a nice person, but it is truly, I'm sure you've experienced this. I have so much greater influence, not power, but influence with someone if I take time to understand them first. To seek first to understand. We went back to the earlier example and we were talking about the pendulum being thrown too far sometimes. So first of all, if I rise, I have a choice. Okay, I can tell myself, I'm a busy CEO, I have time to meet with people. Or I can say, wait a minute, people are my business. Our organization is made up of great people. So all right, that's my choice. And now, habit five, I want you to take time to sit down with Joe or Susan and say, hey, tell me it's important to you. Tell me why you do things this way that way. And then really listen. Don't listen with the intent to reply. We teach this in habit five because we are a program. And you might be doing that right now, but you're not even looking at me. You're really thinking, well, you're going to say, next, I'm teasing you. But that's how we all are. We listen, but we're already in most cases formulaing a response. And I don't think it comes from a bad place. I think we're fixers, we're helpers. And so we hear just enough of the conversation to think, oh, I know what to say. I know how to fix this. I know how to help. And the deepest need of the human heart is to feel understood. Dr. Chevy said that, and I couldn't agree more. The deepest need of the human heart is to feel understood. So when you're truly trying to understand someone, just suspend your opinion. Don't throw it away. Suspend your opinion long enough to just hear the other person really understand where they're coming from. And the leaders who do that. They have so much more information now to help move their teams, their organizations forward. So have it one. Be proactive and then have it. Have it five. See first to understand that it be understood. There's no stopping the leader who models those habits really well. No. And I added like I've been writing down notes. I think you know, you know, notice when I have the interviews for like to go back to highlight clips and different things like that. But I added a spin, you know, I would almost argue if if you seek first to understand, you won't even have to explain to be understood. Like you'll then be understood, you know, like it's to go to Lever deeper because and it applies to the whole, you know, listen with the intent to just listen. Yeah. Ryan, you know, you, you, I think about countless times when I would be meeting with a leader or an employee who was upset about something in my office. And I'm not, I'm not kidding. They'd be different hour. I probably spoke out of that hour. I probably spoke 10 minutes at most. They spoke the rest of the time. And then they would say, Todd, this has been so helpful. Thank you so much. And I'm thinking, what? And do that. But that's your point. If you really take the time to understand people are pretty good at solving their own problems. If they have a sounding board. If they have someone who really listen, it's so rare that when we find someone who will do that, we can kind of come to their own conclusions. Including the person, the employee who has kind of been in it for themselves, you know, with that pendulum swung too far. If you listen to them, they will start realizing their own, oh, I've kind of been all about me. And what's in it for me? And I haven't really been thinking about how do I contribute to the organization I'm a part of. And so you're, you couldn't be more right in my opinion. In my experience, I love that is talk to me. What are some of the nuances maybe that have changed as far as application that maybe people wouldn't be familiar with? Yeah. Yeah. So, so just the practical, you know, it's always been in our courses. They've always been practical. But even more so, this development team that put this together. They have focused entirely on, okay, you learn this fire hose of information in two days. And it can be spread out, one spread out, or it can be taught concentrated. But regardless, you have all this information. It's so amazing. What do I do with it? What do I do with it? And so just the practicality. This, this seven have its five point dough. There are things that I can take away that afternoon or that day and start applying them. This, this may sound too simplistic, but there's an activity we do and have at one, you know, be proactive. I can choose my response. And they take these statements around, they think of a situation in their life that is challenging right now. Maybe it's a relationship, maybe it's a project. And they write a statement. Like, well, I can't dot, dot, dot, I can dot, dot, dot. So, well, I can't change the project that I've been assigned. I can look for some additional resources to have expertise in this area to help me. So it just tries to start training our mind to think of, yeah, I can't, I can't, there are things I can't change. But there's always something I can do, I can't influence. So that's just one example of the practical nature of the activities that they're doing. And I've had, I've been teaching this for a couple of weeks now, just launched up cover 28s. I've already had email upon email for participants coming back, say, I cannot believe how helpful this was. I was able to overcome this big obstacle. I was able to get the team thinking about this differently. So it's just, it's just a practicality. I would say it's the, it's the most insightful thing of this newest version. Just the relevant application and how I can use it in the challenges I'm dealing with today. As we finish up here, talk to me about the types of companies that you're helping, you're working with. What's that ideal profile? You know, what, you know, for someone listening that, you know, could benefit from your services? I mean, if nothing else, we better have sold another, you know, million books. But, you know, go back and read, because I circled, I got the old copy somewhere. And I have a few boys. It's going to be mandatory reading for them. But I talked to me about that profile and what you're doing and how you're helping them. I don't want this to be a slip and answer. But we're not, we're not industry specific by any means. So my flippin' has to be any organization that has people. Right. We have, I mean, we do works. I was going to say we don't work because we really small communities. But we actually do. But we tend to work with those organizations that have 500 more employees. But I'm thinking of some examples right now, some organizations have less than that. So I don't want to rule them out. People, I guess I mean, some of it is this. Organizations. And then, and then I just did a keynote for an organization that has 20,000 employees. So, organizations of all sizes. But I would sum up is this. Organizations whose top leadership realizes that it starts with the people. And if you're a CEO listening or a senior executive listening and you totally buy into, because it's true that it all starts with the people regardless of what your organization does. You know, interesting AI, you know, just taking over our jobs. We just, we just looked at a survey, two hundred and ninety large businesses around the world, not just the nation around the world that use AI on a regular basis. They still have in their top three needed skills that they didn't have interpersonal skills. Emotional intelligence. AI doesn't teach emotional intelligence now. Falcon County seven habits. We call it the seven habits effect. If I had to summarize, okay, what Todd, what skill does it develop more than anything else if people apply it? It is emotional intelligence. It's interpersonal skills. And those are everything we've been talking about here. So, so organizations that recognize that of the organizations that we work with. Todd, I vaguely remember that maybe you guys had a sub segment of seven habits that did this. But whether you did or didn't, it could be applied to marriage. We used to have seven habits for home and family. I feel like these seven halves I was thinking you're going like, you know, any spouse, you know, working with one another could learn a lot from this. I'll tell you, my fifth wife, she told me that I had been non-kidding. But you're right. We have been traveling the vision, but even without that, and this is selfish of my part. I've been here 29 years. And I've got a long ways to go. I'm a working project that the way the seven habits has impacted me personally as a partner or husband, as a parent, as a grandfather, as a neighbor, as a friend, as a son, as a sibling. It's profound. And so I say that well, I say selfishly, yeah, I've been paying, I have these great positions. I've had these great wells, but the personal development, just being around this content. Obviously, I work for seven halves, I'm proud of this, but I would tell you this even if I didn't work for them. It has had and continues to have a profound effect. And I've got a long ways to go, but to your point, absolutely. It impacts every part of your life, both personal and interpersonal and organizational. I've listened with the intent to just listen to it. And hopefully our audience has as well. I work at everybody, learn more about what you guys are doing, the programs, the book. Obviously, the book's easy to find, easy to Google, but give me some links or whatever we can leave people. Easy to remember, if they've just go to www.FanclinCovid.com, that's COV-EY. V is Invictor. FanclinCovid.com, they can find there's a search engineer that can find anything they want there, including more of me, if they're, if they're a glad and for punishment. FranklinCovid.com seven habits of highly effective people coming from the chief people guy. That was Todd Pleasure having you on. Thank you so much. I appreciate it. Again, I appreciate the invitation. Hey guys, you need to find us. Ryan is right.com. We'll have links to seven habits there. The FranklinCovid.com website. And all the highlight clips, full episode in the video. Go check it out on YouTube, fast scrolling YouTube podcast, business podcast on the planet over there. Let's do it. We'll see you next time. All right about now. This has been right about now with Ryan Alford, a radcast network production. Visit RyanisRight.com for full audio and video versions of the show or to inquire about sponsorship opportunities. Thanks for listening.