Is Your Boss Failing at Leadership?

0:00 This is Beyond Confidence with your host, Divya Parikh. Do you want to live a more fulfilling life? Do you want to live your legacy and achieve your personal, professional, and financial goals? Well, coming up on Divya Parikh's Beyond Confidence, you will hear real stories of leaders, entrepreneurs, and achievers who have stepped into discomfort, shattered their status quo, and are living the life they want. You will learn how relationships are the key to achieving your aspirations and financial goals. Moving your career or business forward does not have to happen at the expense of your personal or family life, or vice versa. Learn more at www.diviapark.com and you can connect with Divya at contact at divyapark.com. This is Beyond Confidence, and now here's your host, Divya Park.

0:46 Good morning, listeners. So wonderful to be here with you. Of course, I love to be with you. Tuesday morning. And what I wanted to share today was just a couple of weeks back, I spoke to a group of executives and one of them asked, how much do I need to know? How much do I need to learn before I can implement artificial intelligence? And here's what I can tell you is that You don't need to know everything before you implement AI. And if you're caught in that conundrum, if you're experiencing that AI slop, if you're experiencing problems that's arising because of AI, if you're not sure which direction to take, then the AI agency is for you because that's going to tell you and guide you through ever-changing, rapidly, that shifts like every 30 seconds, so it seems like, It will guide you through how to social proof, how to future proof your career and your business. So thank you for those who have got our books because part of our proceeds go to kiwa.org.

2:07 So go get that, the AI agency and open up new opportunities. Well, let's get going and bring in our guest. Welcome, Deidre. Good morning, Divya. How are you? Well, good to have you. Looking forward to our conversation. So we. Get started usually with a question. Do you recall a moment or a person in your life that left an indelible positivity in your life that you can still remember today?

2:51 You know, I can. It's quite easy for me because that question defaults immediately to my mother. She is no longer with us, but a person that had a profession of being a social worker. And while we think that dictates the type of person that you are, I think we all learn through experience in life, just because you have a title doesn't mean you operate in the manner in which you would normally think that that. Title should operate. But my mother was absolutely born to do what she did in her profession was to serve other people and to take care of them. And watching her not only do that because of her need to take care of vulnerable children across our state of Arkansas, which is where I grew up, and watch her do what she needed to do to make sure children were in safer environments and prevent them from experiencing harm and danger. I also saw her be the same person with her friends and family.

3:45 And she was always that person who was looking for how she could make someone's day just a little bit brighter or make their load just a little bit lighter. So I would say immediately that has left an indelible mark on my life, but also shaped the person that I have become. So beautiful. How could you make somebody's life lighter and brighter? That is so powerful. And to have a role model like that, it's wonderful to have that. So as a young girl, did you have any aspirations that, you know, I want to become this when I grow up? I did. I had a traditional thought process that I was.

4:25 Going to become a medical physician. And it is all that drove me when I was growing up. I did great in school. I was good in science and math and all the things that you thought were the prerequisites for it. And then I attended Spelman College. And I have an undergraduate degree in biology with a pre-med sequence. So I went through all the grueling process to go that route. But also college. Is a wonderful place where you identify yourself. Yourself and what your real proclivities are and the things that you enjoy. I had grown up in my small town in Pine Bluff, Arkansas with my parents who were both my mother's social worker, my father, who's an Army veteran, a veteran from the Vietnam War, who also owned his own restaurant and worked as a civilian worker for the federal government. And in watching my dad be this entrepreneur, it kind of sparked an interest in me of really managing and growing businesses My mother's role as a social worker shaped me and wanted to be in service to people and give back in some way. And for some reason, I thought that this job as a physician was going to be the perfect fit for me. And then I hit college and I really started identifying the type.

5:31 Of person I was. Yes, I would have been probably great at being a physician, but I identified that I love systems. I love business and entrepreneur more than I liked being at the bedside. And so I took a deviation from going to medical school and going to school. Healthcare management. And I got a master's in health services administration because I realized I wanted to run the hospital. I didn't necessarily want to be at the bedside. And so in identifying that, you know, it helped me to really start shaping that my goal and interest was more so to create environments where other people succeed. And so as a hospital administrator, I realized I was able to create an environment where the physicians, the nurses, you know, the technicians, all of the people who really desired to be at the bedside could be their best. And that is where I found my perfect place of service.

6:20 And so, yes, I grew up thinking I wanted to be a doctor. But ultimately. Well, the key is you found your purpose. You found where you could excel and help others excel because creating those environments is so important for people to step into their highest potential they can achieve. So what would you say, because so many people are not familiar with the healthcare systems and all that. And I've had a few clients from healthcare area, and especially being an administrator can be so tough with the budgets and all that. So many times what happens is, oh, we don't have the budget for this, so we cannot give the patients for this.

7:04 And sometimes you may not be able to create that space for your physicians and for your nurses. So tell us about a few problems that you experienced and how did you overcome those? Sure. My healthcare career gave me a lot of amazing opportunities to learn how to be in service. And I will tell you, you're right, Divya, there are constant competing priorities. We were a teaching medical college. And so we had not only the. Goal of practicing and providing healthcare services to the community, we had the task and the responsibility, a wonderful responsibility of teaching the next generation of healthcare executives and healthcare professionals.

7:44 And so in that, we had a lot of things that come to mind when I think about ways in which I had a challenge to overcome. I'll tell you, I had the challenge of setting up a new department one time. And the department was one that I really was excited for. I finished my graduate degree. I was in my first, my healthcare management fellowship at the Medical College of Georgia. And that's in Augusta, Georgia. I was trying to create what was called a patient transport team. I had gone out to do some research in California and other places to learn how these transport teams were helpful to the care staff. Most of the time, back in the old days, and I'm not sure how every healthcare facility is located, it's established or set up right now.

8:24 But I will tell you, our. Patients moved about because we had either whoever was available to move them down to x-ray to have an x-ray done. If it was the nurse or a tech or an LPN or someone, we decided to design a dedicated team that was responsible for all of the patient transport, all over the hospital. And in doing so, it was a pretty daunting task for us to get the hospital designed by its own, set up the technology, train the staff, recruit the team. But we were successful in it because it was one of those things that we saw that gave time back to our nurses and our other technical staff to stay in their places versus moving patients around the hospital, like, you know, even taxi cabs. And so that department, it was a bit of a challenge getting it in place. But I will tell you, the reward was so great to see the appreciation from the staff of having that support team now there to support them as they gave care. And also the patients for making sure they got to and from their ancillary services in a timely manner.

9:27 And so those health care days gave me a. Lot of opportunity to see where we could be in service to our staff and make things better also for our patients for sure. Yeah, no, that is such a powerful thing. And what stood out for me was that you looked at long-term gain versus at short-term cost. And so, so many organizations, what happens is that leaders are focused on short-term cost, that, oh, this is going to cost us too much. There's reporting and all that. Of course, you know, you have to answer to your boss. of directors and your leadership team but even with that pushing through it so there are times what happens is that leaders fail yes and employees stop trusting so how can leaders turn that around.

10:16 You know um i will tell you um When you think about turning it around, I'll say it brings to mind an example of something I experienced in my career. It was not in my health care days. It was actually in my housing advocacy days. I often think sometimes leaders who command authority. Usually rely on the structure around them, their title, the organizational chart, and the consequences of someone not doing what they told them to do. And that works up until a point. But I think when we talk about loyalty and trust, they're earned through how you really show up. when it is not comfortable for you as a leader. And to answer your question, probably I think about when this thought process changed for me, if we were in the middle of the mortgage crisis, the early 2008 timeframe, 2010-ish. And I was serving as chief operating officer of the Neighborhood Assistance Corporation of America. We were the largest housing counseling agency in the United States. And I led that organization and I had about 500 staff members under my span of control. And we created what we call the Save the Dream events. And this is where we would take our organization and take hundreds of staff around the United States and we would set up in major convention centers in different places. And we would bring together all of the banks and lenders and struggling homeowners who were facing foreclosure.

11:38 It was a really daunting task and these events were huge. We were met with no less than 25,000 people per city throughout the number of years that we traveled trying to help provide some service to families who were really facing dire situation. And one of the events I decided to stay after, our local offices usually had about three to five people in each one of them. And so when we were bringing several hundred staff to the city, we could process and triage and work through a lot of files at one time. But when that staff had to go back home, you know, to their normal location of work, it would leave a large book of business behind for the local team. I ended up deciding I was going to stay behind, just kind of help them see, you know, the aftermath, the fallout and what happened. I got there thinking I was going to just stay with that team for two or three days. And it ended up being two to three weeks because every morning we would come in to families who had been sleeping in their cars overnight and waiting to get into the office to give us a chance to help them.

12:42 Stop their foreclosure. And it was a tremendous amount of work. And I thought about the fact that I just stayed. And by the time we finished and we had designed a triage system, we had put some remote office support help in place so our local teams did not feel the weight of those families who were lining up every morning for help. It made my team look differently at me as a leader. It taught me a lot because I had a chance to get in the trenches. and learn on the fly how we were going to address something that we had not planned for. We planned to fly into the city with several hundred staff, set up an event for five days, and we planned to go home. That was our plan, Divya. What happened was we realized we needed to address the need, and my staying behind garnered more loyalty and support from my staff, not because I was there giving out orders, but because I actually rolled up my sleeves and helped them and worked right alongside them to figure out solutions, and more importantly, made sure the people who were there for their help saw that I was there to make sure we put the things in place necessary to help those families and help my staff not feel completely overwhelmed.

13:50 And I think in. That moment, I learned that you really earn the right to lead people when you demonstrated that you're invested in their well-being. Before you ask them for something, before you need something from. Them, when you lead that way, I think the loyalty is not manufactured I think it becomes organic and it can grow. Absolutely. So powerful that you, so to speak, you know, got dirty and there is so much power in that because when you're in the day-to-day run of the mill of the things, then your employees feel like The leader is ready to not just go ahead and like spit out orders, but willing to work side by side.

14:39 Yes. Head to head, shoulder to shoulder. And of course, I'm sure you can guess my next question is that what was the outcome for those families? Oh, tremendous. You know, each mortgage modification that we did at NACA, there was no like silver, you know, bullet for just how to nail it. Every one of those families had a different circumstances, whether their incomes had changed, they had lost a major breadwinner. In the family, there had been some type of separation of the couple. There are various reasons why people were facing foreclosure. And a lot of times it was job loss and other things. We allow people to help think creatively about ways in which they could get afloat. But more importantly, our organization negotiated loan modifications based on terms that were beneficial for the family.

15:25 And we had designed a system where we would look at what they were currently earning, We would identify what we called a waterfall, which is a series of questions and routes and if this, then this type of scenarios that would lend us to getting them to one of our best negotiated terms. One of the best things we were able to do is bring people's interest rate down to 2%, cap the arrears, which is all the back payments and put it on the back end of the loan and give these people life again, give them a chance to breathe again and give them a chance to reset their mortgage payment so they and their families and their children could stay safe in their homes and have a chance to get back on their feet, whether they needed time to find a new job or needed time to do other things or find ways to maybe get a person who rented out a room. There were so many different ways in which we saw the resilience of American families during those. It was probably about nine or 10 years that we traveled doing these events, and.

16:22 They were amazing. And yes, the outcomes for many people was tremendously positive. But Divya, we live in the real world and there are times when there was just not a solution. And at the worst efforts, no matter what happened, we may have still had to have that family find a plan B for having to separate from the home that they were there trying to save. And even in that, there's a humane way to handle it. There are steps and procedures that assist families. And so no matter which we saved a huge amount of the homes for people who came in, on those difficult circumstances where we could not, we made sure there was palatable information given and helpful things for those families to move into their next phase.

17:14 Because I don't think that 2008 left anybody unpatched. At least people.... Who were working back then and all that, whether it was their savings or stock market or housing, most are getting laid off. And that was such a humane way to help people and triage that. So because banking, lenders, homeowners, bringing all of them together to finding that solution. That's just me. Thank you. Very rewarding work, I will say that. So as we talk about, you know, we have talked about building that trust with employees, building the trust with people who you're in service for. Now, given that you accomplished a lot reaching higher ranks and so many times what happens is that women feel that they cannot rise to the site leadership team or the executive positions. There's always that nagging doubt.

18:22 Imposter syndrome. So what were some of the lessons that you learned along the way that allowed you to rise to the top? Well, I had the joy of going through fellowship programs where I had a chance to watch and pay attention to leaders in a learning capacity. My graduate fellowship allowed me to be placed in an organization where I saw high performing executives. And what I will tell you is that one of the things that helped me was to be observant to watch the leaders that I thought were getting the type of results and responses from their teams that I had hoped to get when I became in one of those senior executive roles. And it was helpful for me to sit and just pay attention to the type of behaviors, attributes, skill set, the delivery of those individuals.

19:09 And I tried my best to learn and emulate the people that I thought had the type of leadership style that I would be proud to. Say I had one day. And in doing so, it gave me a chance to really formulate and shape how I wanted to show up. But I also stayed true to myself. You know, my mother and father raised me to be a person who gives. They set a great example for me in the ways in which they led their own businesses, their in their careers. And I also make sure that I was I felt good about what I was doing in my roles. I made a point not to make decisions for my staff or the people that I wasn't proud to make, that I would not want another leader making for me. And I tell people, if you feel like you don't belong, just stay true to yourself.

19:50 Yourself. Allow your inner voice and that small guiding voice to lead you in the decisions you make as a leader. And then pay attention. And if you are trying to figure it out, try to learn from those around you that you see doing it right. And don't be afraid to take a chance every once in a while. Every once in a while, I raise my hand for a project that would stretch me so I could grow. It's not always the best to stay in a safe mode. Sometimes you need to feel challenged because you really won't know what you're made of until you put yourself in those situations. So I tell people, you know, try your best to find ways to shake off those feelings of imposter syndrome. If you are in a room, you got there for a reason and there's a purpose for you to be in that room.

20:32 Try to find your real purpose there. And if you focus on serving others, I find that you'll usually be led the right way. Yeah, no, excuse me. Definitely, that is the way to roll. Because what happens is like two things that are happening over here. One is when you observe, you can see how successful people are influencing others, how they're showing up. So you may not have a chance to go for that leadership training or get that opportunity that you got. But at the same token, you are in the field.

21:13 You're in the real field where you're seeing what's happening. It's not theoretical knowledge. That piece is very, very important to have. And then the second piece that you talked about, stretching oneself, that is so critical because if you want to move into a higher position, then the next role is going to demand. Of you more. So it's also important while keeping that purpose in sight, how do you build those competencies and capabilities and increase your capacity to handle more, whether it is handling stress, whether it is doing those high-pressure jobs, and in that also learning about yourself because not necessarily that you have to rise. And that's one of the things, it's so important that people think that they're only successful if they rise.

22:05 So know that, that. You may have strengths that can serve others in different capacities. So exploring what's authentic to you and that piece that you mentioned about being authentic to yourself. So you talk about hero within, how can people awaken that? Oh my goodness. I get excited when I think about ways in which people can awaken that hero within. I think it's there for all of us. And I think it's there because we don't recognize when we think of superpowers, we think it's something grand and we think serving other people has to be. This big moment of this big movement, this big action. And I'm really, Divya, hoping that people can identify and grasp my concept that serving can be as small as smiling when you.

22:54 Pass by people. It can be saying a kind word to someone thanking the person, you know, who may be at the grocery store, who is checking out your groceries. It is, you know, we go through our day-to-day lives and in most times we are, our digital advancements are getting us a little bit more distant sometimes. And we are focused on our phones or devices and things of that nature. And sometimes it's just looking up and taking note of what's around you. Yes, it is also those big moments. If you have the ability to help someone through a major situation or assist them financially, Those are great, and I think we should continue to do those. But I am really, really intentional about making sure people know that serving, becoming your superpower, is how you show up for the people around you each and every day. It can start in your family.

23:41 It can start with your friends. It can start with your coworkers. What I want people to do is think about every interaction you have. You're serving how you influence people. You're serving in how you use your network to support someone else. You're serving in ways that can be just as simple You know, as a kind courtesy, I was. On talking to one person. He was talking about, you know, he was trying to get into traffic one day and he was needing to get in. And everybody kept passing by, passing by, passing by. And it's like, yeah, slow down. Give someone the ability to get in traffic one day. You know, the little things in life make someone else's day better. And you never know. That could have been the very moment that helped that person not miss a job interview or the things. And I think we have to think about everything that we can do. that can make things a little bit better.

24:27 And to help, you know, I'm excited about a workbook that I created. A lot of people ask me this question. And while I do share great examples and stories in my book about how serving is a superpower and how I've seen it show up in my life and in the life of other people through the stories I share, I also wanted people to know that it's very, very practical that you can start developing that service muscle It's already there. We just have to work it out a little bit more sometimes. And so my workbook that I created is available to really help people dive into the ways in which they can awaken that superpower within. And I'm excited to see what comes of it when people use it. Yeah, making it a way of life. And this reminds me of a story that I read in Reader's Digest.

25:12 I don't know, it's been several years, but it stayed with me. So there's this gentleman named who is flying from US to Japan and the flight gets delayed, no fault of his own. And he had been told that the particular team he was meeting in Japan, they were very, very punctual and respected people being on time. And he had kept a day in between. So he had done everything he could have done to humanely be there on time, but flight got delayed and He got out of the plane and there was just little time. So he couldn't change his clothes. He's all disheveled. Steps into that taxi and just kind of hands over the paper because at that point in time, talking on the story, like maybe 20, 25 years back when the translators on Google or any apps were not available. And of course he's looking very tired and he's so worried that that, oh, what's going to happen, how I'm going to show up. And the cab driver looks at him, pats his shoulders before he starts off and just smiles at him. No words exchanged, just a small smile. And that put that man at ease, that I did my best.

26:39 Let me get into that smiling. And when he went, He shared and everything was fine. So like you said, that one little smile can go such a long way. Absolutely. It may be the only smile people get some days. So tell us more about your workbook. Where can people find it? And what is it that you're doing now? Well, one of the things I'm doing is I've enjoyed speaking on college campuses as well as for corporate and nonprofit groups. The nonprofit sector is an area I spent a great deal of time in, and there's a lot of great service going on in that space. And so it's been a joy to really lean in with people who this is a part of their life. Every day, getting up, finding ways to make someone else's life better or to be in service to other people. And so I've had a great time having some very good leadership sessions and some speaking opportunities. And those are the things that I really enjoy doing. I really enjoy connecting one-on-one with groups and organizations.

27:37 And so that's been great. The other thing is I have been working on and finally finished the workbook as a companion to the original book, Serving is a Superpower, so that I can take the concepts I talk about in there and really show people how to walk through the steps of getting there. And so we've placed everything that people need to know about it on our website, servingisasuperpower.com. And so I want to see more people go there, take advantage of it. And I'd love people to connect with me. I would love to speak. If you have leadership questions, organizations going on, if you have trainings coming up, major conferences, or if you just have a group of people that you want to gather for a great conversation. I enjoy being able to connect with people.

28:19 So that's what I've been spending my time doing, Divya. And every once in a while, I get an occasional podcast opportunity like this, which I'm so grateful for to share with your audience today, but absolutely available if people want to go deeper, connect more, or talk more about this topic. Oh, that's powerful. And, uh, so as you have kind of built a conversation, so tell us, uh, about a time during your leadership where you felt that either as a woman or it could be just as a general, as a human being, you felt that, oh, I can do this. And how did you get over it? And you still ended up doing it despite that.

29:03 You know, I will tell you, um, A couple of things. There are several times. Usually whenever you start out with a big project, you're just not sure that you're going to be able to pull it off. You're not sure how that's going to take place. And I've had plenty of opportunities to do it. I had the joy of working for Historic Ebenezer Baptist Church in Atlanta, Georgia. And during that time frame, our church had the organization. I ran a nonprofit division of Ebenezer as a separate corporation. And the leaders of the church were working on social justice and impact and things of that nature in the community, how to make life better for people, giving them second chances and things. And so we were tasked to help work on the very first, what I call record restriction or expungement event in the state of Georgia, a one-stop shop.

29:55 The beautiful thing is that I'd already done these major mortgage events. And so I was used to bringing people together in a room and working out solutions that people thought were almost impossible, you know, in a one day setting or so. And I pulled on that experience because when I was asked to help work on this project, one, a record restriction in Georgia at that time took about 190 days to get through our justice system to try to get your record expunged. And in Georgia, they call that a record restriction by their definition and terminologies. And that is not something that was an easy feat because several departments, several agencies had to touch it, move the process forward, get all the way through the finish line for these individuals. And in many cases, individuals had just an arrest cycle that was sitting there that really had not gone anywhere.

30:41 They were not convicted of it. It was just sitting there and not being able to have their record cleared was preventing people from moving forward in life in various ways. We were tasked to pull this event together. And so working alongside a young woman named Shea Alexander, who has now become the Superior Court clerk for Fulton County. She was deputy clerk at that time. We sat down and we listed all of the departments and people who had to touch this process. Then we identified what they needed as a handout from them to the other person. And by the time we finished, we had designed a system and we put together the programs and we had went around and spoke with each one of the leaders to make sure we got it right. What did they need to do their piece of the puzzle and to move that piece forward to the next person? And once we assembled, and I think the beauty of it is that we listened. We went to each department leader to find out what they needed.

31:39 And I will say that was. Our opportunity to be in service to them. We didn't send out a memo saying, show up and do your job. We went and said, what can we do to help make sure your job is done And it is done well. And you have what you. Need to be a part of this overall process of serving people who we want to help them move their lives forward. And I believe those acts of sitting down, understanding from people, learning from them is really what allowed us to be successful. I don't think we, at the onset, thought we had the ability to pull it off. But in our walk of serving each department leader in every part of the process, all the arresting agencies, the judges, the the courts work.

32:22 With Georgia Bureau of Investigations. I cannot tell you how many people and meetings we had before we figured out the methodology for the event. And I will tell you that we are very, very pleased that it went successfully. We then got a chance to do a duplicate event the following year. And that work has now moved to the point where our local prosecutors are doing the record restrictions here in Georgia a little bit faster than they were before. And so That in itself is a give back to the community because the more we keep people moving forward in their lives and being able to become their best self, the better we serve our greater community. And so I would say that's one of the ones that stands out with me when I really sat at the onset thinking, oh, wow, are we going to be able to get this done?

33:08 And then again, taking those small steps of trying to be in service to each person along the process allowed us to reach our goal. Yeah. So this definitely brings a point is that you're building relationships with all the parties concerned. You're serving them. And you finished it off with that, serving each person. So it's not that this is my viewpoint and you got to listen. But the thing is like, okay, how can I help each person to be successful? And then that happens, that builds a community. That builds a family. And that builds the human connections that we all have. Yes. Yes, it does. And I think about now, you know, when you were talking about earlier, I think each and every one of us needs to continue to develop ways in which we have that service part of ourselves really show up in all of our work. And even as I think about one of the things I'm excited about talking to are people who are in, you know, large language model research and people who are AI developers and things. I want them to really know that it's important that they stay connected to their service mindset. as you're going about building these tools, because what they're building is going to be a replication of how they're working and how they see the world and their vantage point. And I hope that more and more people, one, will get my workbook so they can truly develop their inner service muscle. But I also want to make sure people are thinking about the fact that this cuts across every area of our life and aspect. There's not an area or an organization, a company,

34:38 a group, a person that does not need think more seriously about how we show up and how we are in service to other. People absolutely so I'm sure listeners you have got quite a bit from our wonderful guest Deitra definitely visit her website servingisasuperpower.com and how beautiful that is that how can we be of service how can we make that a way of life and It doesn't matter where you're at. It's one simple smile, one wave. Because yesterday I was at some place and I think I was in a parking lot and there were two little kids. They had puppets on their hands, like probably like seven and nine years old. And they had puppets on their hands and they were waving. And what was amazing was that every person who walked out of the grocery store waved back at them and people were smiling and that experience was just so different. And so we think it's difficult and yet simple gestures can build those human connections. It can build our strong communities because together we can build a stronger tomorrow. So thank you, Deidre, for work you're doing and we wish you all the success. Thank you for

36:10 joining us. And thank you, wonderful audience, for being part of the show, for loving us, for always supporting us, reaching out to us. So do reach out. Do continue to share your love because we want to make sure that you know we love you and we are here to help you and support you in any way we can so that you can live the life you deserve. And thank you, Juan. I'm Tech Genius. Take care and be well until next time. Thank you for being part of Beyond Confidence with your host Divya Parikh. We hope you have learned more about how to start living the life you want. Each week on Beyond Confidence, you hear stories of real people who have experienced growth by overcoming their fears and building meaningful relationships.

37:03 During Beyond Confidence, Divya Park shares what happened to her when she stepped out of her comfort zone to work directly with people across the globe. She not only coaches people how to form heart connections, but also transform relationships to mutually beneficial partnerships as they strive to live the life they want. If you are ready to live the life you want and leverage your strengths, learn more at www.divyapark.com. And you can connect with Divya at contact at divyapark.com. We look forward to you joining us next week.