Everything Isn't Wrong With Work: Finding Gratitude for Leaders

Some days, you just don't have it.  It's hard to find something to be grateful for especially when It's easy to always look at the wrong things an organization does.  Today's episode with Chas and Julie, they share how gratitude in the workplace, specifically for leaders, can shape the way you view work in a positive way.  Listen as they discuss leadership, prioritizing growth, and small acts of kindness can remind us how to find gratitude at work.

Transcript

Chas Fields: 0:00

Now, Julie, I just have to tell you something that's top of mind. Okay, I'm just, we're just gonna jump right in. Like, you listen to people purpose podcast, by the way, Chas Fields co host.

Julie Develin: 0:38

Julie Devlin, Hi, sorry. So I was like, what?

Chas Fields: 0:42

So here's the thing, Julie, I got to tell you what some of my first off shout out to my friends Oklahoma payroll, they gave me a sick t shirt. It's one of those that feels good. You know, sometimes you go to conferences and the T shirts aren't great. But Julie, I started my morning. I got to tell you how I started my morning. Okay, all right, okay. My wife is in bed. My kid had just woken up. He was juiced. I mean, it was like lightning, bolt meats, Red Bull meats, a shot of espresso, like wishing could have bottled up somehow. And I was out in the kitchen making, you know our morning Spark, which is similar to coffee, and I come back in the room and the doors are closed, and I go to open our bathroom door, which, by the way, in my house, it's like you walk through our bathroom to get to our closet, and the door's locked. Let's enter to the bathroom

Julie Develin: 1:44

door, the bathroom, to the bathroom,

Chas Fields: 1:48

which, by the way, I had not packed for the trip that I'm coming to, uh, today to see you and to do the conference we're doing tomorrow. And I look at my wife, and she looks at my son, Hey, buddy, did you lock the bathroom door? Well, yes, I didn't want the dog to go into the bathroom. Okay? And I look at Lindsey, and then I look at my son, and I think, well, buddy, he he doesn't have hands to get into the bathroom, right? That was at 530 this morning. So we started the day disassembling a door handle. I did not get my cardio in today. Oh, no. We ended up getting the door unlocked, uh, praise, you know, praise, whatever it is, just to make that happen. And, you know, disassembling door handle, unlocking a door and then being able to pack my bag. But which,

Julie Develin: 2:53

so now, what so, so are you going to have to get rid of the locks? What do you know? Lesson,

Chas Fields: 2:57

lesson, lesson learned. We did talk. We did talk to him, and said, Hey, buddy, there's no reason really ever to lock doors that aren't outside. Doors inside, doors can Right, right, you know, stay open. And also, just a, just a lesson learned in the mind of a lovely five year old, he did not want the dog to be able to go in there, because he was playing fetch with the dog around the house. And, you know, so

Julie Develin: 3:20

but he had, he had logic. I'm not, I'm not, I don't I don't know. I don't know if you ever heard of Instagram or YouTube, but I've seen dogs open doors.

Chas Fields: 3:33

I Yes, yes. My dog is very, very intelligent, and nor would he ever do that, but it was just kind of this sweet moment of like I want to play keep him kind of contained where we are, however, lesson learned for my wife and I, we probably need to spread out some things throughout the house to be able to do that. Um, well, your little guy's

Unknown: 3:55

getting older, and he's, he's, he's getting he's getting smarter, and sometimes young child logic doesn't quite mesh with reality. But, you know, I think I listen. I mean, he had reason and and so it wasn't like a punitive thing, right? Yeah, he had a reason. So Lindsay,

Chas Fields: 4:18

Lindsay, my wife, goes, Hey, that that was not a great way to start the day.

Julie Develin: 4:26

You had to take the door handle off. Yeah,

Chas Fields: 4:28

we tried to, and then had to run over. She ran over to, you know, our in laws live across the neighborhood, grabbed a tool, brought it back to me, and we got unlocked, like, got unlocked. So that's what's important. I'm here? Yeah, I got a call to the airport after this. Julie, what's going on in your world? Oh,

Unknown: 4:45

boy. Well, I don't know whether or not to talk about how I climbed a mountain or I don't know what to talk about how I evacuated a hurricane. Um, was, was the

Chas Fields: 4:55

evacuating the hurricane? Yeah, worse than the time that the. Oxygen mask dropped when your cabin

Unknown: 5:02

No, no, no, because I got way ahead of it. I got way, way, way ahead of it. And I, I was at in Mississippi, in Biloxi, Biloxi, Biloxi, I don't know. I'm sure you'll tell us. Ask a local. I don't think I said it wrong. And, you know, at Mississippi, Sherm and had had a couple of presentations there, and I've been monitoring the storm for a while, you know, recognizing that there was a possibility that it was going to affect some things. Long story longer, right? I The conference wound up getting canceled today, so I actually changed my flight to leave earlier. I'm now going to have to do my second presentation virtual, which is fine at a later date, but it's a it's a pretty big deal. They closed schools down there, and where I was staying was, where I was staying was right on the water, I mean, and it was, it's not so much the wind, it's the amount of water that is going to occur here in the in the Gulf area, in Biloxi and especially in Louisiana. And there were actually people at the conference who were from Louisiana who had driven there. It's only about an hour away, so it's, it's not a it was not a safe situation. And the conference organizers did a really, really good job recognizing that this was going to, you know, we have to err on the side of safety. So that's what they did. And, you know, I got out, thankfully, I don't. I've been monitoring the flight that I was going to take to see if that flight was going to still take off. I think it still might. But I'm just glad that I didn't have that worry or that fear. So, yeah, and it was, it was at a casino, and I had $100 to blow, which I did before I left. So I

Chas Fields: 7:04

feel like there was a phone call made. Yeah, yeah. You hit the bonus, you would hit the bonus.

Unknown: 7:10

I hit the bonus. I hit the bonus. I yeah, I played 100 bucks. I came back with zero. So here I am, actually, it's a lie. I came back with 11. And here's why I get to the very end. And if you ever play slot machines, there's something called player saver, or money saver, or whatever. If you get to a zero balance, it gives you this little, this little like you get to, it's like a little lever, and you hit the button for $0 and if it gets into a certain area in the circle, you get to spin again. Well, I got the spin again, and I hit for No, I hit for like 20, and that you should never chase your losses. But anyway, but I hit, but I decided that I would leave with $11

Julie Develin: 7:57

which is way, which is way less

Chas Fields: 8:00

way I'm clipping. That.

Unknown: 8:01

That's going to be our promo, but it was, I left with 11 bucks, but it was way more than I usually leave. There we go, hey, you

Chas Fields: 8:09

know, it's so funny because we've, we've sat together at some of those machines, and I watched you win. Yeah, well, right. Well, years ago. So

Unknown: 8:17

yeah, and climate climbing, the mountain story, we might need to, we might need to actually do a podcast on that, because I have a lot of, I have a lot of things to say. I was in Vancouver, and holy heck, one of the most physically challenging things I've ever done, or I've done in probably 15 years.

Chas Fields: 8:38

Yeah, I'm in a high altitudes. Yeah, not for the weak hearted, that's for sure. So Julie, we're changing it up, because that's what we do. It's just what's on our mind, what's going on in our world. And today, I wanted to just take some time to think about leaders today, and the premise, the premise of today is not to say, what could our leaders be doing better? I think a lot of times in business we get and maybe just in life in general, we're always looking for like this constant improvement, or what could you do better? And what is, what is good for me, and sometimes critiquing leadership on how they could better serve me or serve the workplace, or so on and so forth. You and I chatted, I don't know, week and a half, two weeks ago about, man, should we just take some time to be grateful for leaders, right? But not in the traditional like, oh my goodness, this is exactly like they gave me everything I ever wanted. Sure that's really important to some degree, but also these little things like, hey, how has your leader served you in a way that's different? How have they supported you in a way that's different? Have they given you some sort of random resource to make your job better and be grateful for that? I think a lot of times we get into these situations and. We want to focus on the negative, or let me tell you how to be better, right? Let me tell you what it is that I need so I'm a better worker. And I wanted to flip that on its head a little bit and say, Hey, listen, first off, if you're in a position of leadership, individual contributor, leader or a manager per se, shout out to you. We're grateful for you, and we want to talk through a little bit of what it means to be a great leader and share some stories that Julie and I had sourced around just people we know that. I was like, Hey, could you just tell me something a little bit different and why you were grateful in that situation? So you go with that tools, yeah, yeah,

Unknown: 10:44

yeah, yeah, definitely. I think that, yeah. I think that this leadership is so it's such an interesting concept, servant leadership, especially. Let's start there. Start Yeah,

Chas Fields: 10:57

yeah. So servant leadership. I'm an avid believer in it. Okay, I think some of well, how do you define it, but

Julie Develin: 11:04

how do you define it? Good

Chas Fields: 11:05

question. So the idea of servant leadership stems from a multitude of different places you can get you can Google the resources. There's a ton of centers and research that backs it. But servant leadership is a leadership style that prioritizes the growth and well being of people rather than the success of a company or organization, right? So

Julie Develin: 11:29

that's, wait, wait, wait,

Chas Fields: 11:33

go ahead, this is why we're doing

Unknown: 11:34

Don't, don't they have to go hand in hand, or don't they go hand in hand. Or is the idea, if we focus on people, the other will come

Chas Fields: 11:42

the identity of a servant leader. The outcome of the virtuous nature is because they're a servant leader, right? So, so yes, they do go hand in hand, typically, and you can google some stats if you want to, typically, organizations that put an emphasis on servant leadership actually outperform their competitors and peers, generally speaking. And it's because the idea, and I know it's hard to say, you know well to serve or to be a servant to your people. Another way that I look at this is, if you are in a position of leadership, the best way to become the best leader is to follow first. So you follow to lead, right, right?

Julie Develin: 12:27

Or listen to lead? Yeah, I've heard, listen

Chas Fields: 12:28

to lead, follow to lead, whatever it is. So, so the premise of servant leadership is making sure that the growth and well being of your people, rather than the success of the company or the organization, the priority is the people, right, yeah. And I think we do a very good job of that here at UKG, no, yeah.

Unknown: 12:46

Well, I was gonna say, Isn't that sort of what we stand for? Our purpose is people? Right? Yeah,

Chas Fields: 12:51

yeah. And it goes beyond just our people, it goes it goes to the people that we serve, you know, through our technology, or through our advising, or through our consulting, or, you know, like the list goes on and on and on of all the services and things that we produce. But you make a very good point when it comes to servant leadership. In fact, the key number one priority for servant leadership, what do you think the number one thing is to be a good servant leader,

Charles Fields: 13:17

to listen? Yeah. Am I right?

Chas Fields: 13:20

What a shocker. You're right. Oh, well, you're I

Unknown: 13:25

promise I didn't read that or anything. I But, but that's what the like. But that's, that's the rub on leadership in general, that that leaders, there's so many leaders that just don't listen. At

Chas Fields: 13:38

what point do you have to scream it enough before people do, though,

Unknown: 13:41

yeah, but here's the problem with listening. It's that it's a very individual thing. And I've said this before, probably on this podcast, I think it's an art form, and I think it's something that all of us have to work on. I'm terrible at it, because I'm always thinking of something else or trying to think about what I'm going to say next, and so I've had to intentionally, like, hone in on some of those skills and like, remind myself during a conversation, am I listening? Am I listening? Am I listening? Which is a distraction in itself, but that's that's a whole other conversation about how listening, how us not being able to listen because we're taking in so much information on a day to day basis, is a challenge, right? Yeah, and it's just another one of those things that leaders need to focus on, in the grand scheme of focusing on all of the things right, that they have to focus on. So, yeah, listening.

Chas Fields: 14:39

I would also, I would also challenge the person to say, are you listening to yourself kind of like what you just said? You're listening you, you you know you're in your head sometimes when in fact, you you shouldn't be. So I think about you mentioned all of the information that you're taking in on a regular basis. At what point do you say, Okay, I need to stop because tomorrow I have a meeting that I really. To focus in or, you know, I have to get this accomplished later today. And here's what it is. So it's not just listening like through our ears, but it's also taking a step back and listening to ourselves to say, You know what, I need to take a breather because I've got to be prepared for the next day. And we all consume things differently, right? And some of it's very similar, but a lot of it's different. It's just at some point, there's a tipping point on the pyramid where it's like, Oh, hold on, yeah. Let me listen. It's, I always tie it back to working out in the gym, like, if your body is just in shambles, probably not a good day to go run a 5k you know, like the day

Unknown: 15:39

after I climb the mountain so you're

Chas Fields: 15:42

a big I know you're a big runner.

Unknown: 15:44

I'm not. Oh no, no, I'm not. But apparently I'm a big climber. But, you know, I think, yeah, I think that the listening thing. I think it's also important that we are honest with ourselves. You know, we weren't just we weren't designed to hear all of the noise, and that's what it is. It's a lot of noise. And part of the challenge, part of the challenge for leaders, is to filter out what is noise and what is not. And sometimes we don't do a great job of of distinguishing between the two. So things are 10. Things tend to be overlooked when you know what, what I think leaders should should focus on when it comes to listening, is to hear, listen for trends. Because, um, you know, if you get one person saying something, okay, two people, hmm, that's interesting. Three people, that's like sort of a trend, right? People are all saying the same thing. So there has to be some credence behind that. And instead of just dismissing, I think that we that we need to really, you know, look at what, what it is that we can, we can glean from the information that we're getting. I mean, there's, there's a lot of other I think, if we're looking at servant leadership from your definition of what servant leadership is, there's a lot of other things that I think a certain servant leader can can be, or should be, or is, I think that the you know, I don't want to get into this too much, because we hear so much about empathy at work, right?

Chas Fields: 17:18

Yeah, I don't. I don't want to talk too much about empathy. We get it like you should be doing it. And that's just being a decent human being. You know? It

Unknown: 17:26

is, it is, yeah, it's putting yourself in someone else's shoes and saying, okay, yeah, you know, one of the, one of the things that I challenge, the leaders that I talk to, I say, think about how you would want someone, how would you want to respond, or how would you want someone to respond to you? Right? And not everybody works the same way. In that way, however, I feel like sometimes that is a way that we can put ourself in an empathetic state of mind.

Chas Fields: 17:53

Yeah, I agree. I want to share an internal story that I had reached out and sourced from, and we're not, we're not going to use names here, but this, this goes to show how important listening to yourself and to others, you know, as a leader or as a as a person just operating there was, there's someone I reached out to, and I apologize I'm looking at, you know, like seven screens right now, but one of the things that this individual had asked for was, was projects that push them outside of their comfort zone, right? The manager heard that, right? The manager had heard that. And what I love about it is the manager waited for the right time to give that individual the project. But what was important about it was it's not that they said you're not ready for this project. It's that I need you to understand there's a patient and process element to this, communicating with them to say you will get that project. But I need you to do some of these things first, right? Once those things were established and that individual delivered on it all the sudden, it became a project that was way outside of this individual's comfort zone, and the best part about it was through this listening and servant leadership action, it actually gave that individual contributor much more visibility and gave them a significant more amount of awareness to what was going on with the business, because they they, to some degree, went in, went in blind with the project. Didn't know kind of what it was going to be used for. It was like, hey, literally, throw some ideas together, show me how you would campaign, how this would work internally. And then all of a sudden, boom. And what that did was the manager didn't communicate this, but it actually elevated that employee, because they had the foresight and the concept of how they were going to execute on this idea. And then, oh, by the way, the employee is absolutely thriving because they were given that. Opportunity, and for that, I asked, I said, Hey, did that? Did that make you grateful? And the answer was obvious, right? It's like, Absolutely, it made me grateful. And, more importantly, that gave this individual contributor the confidence to ask for more, to stretch outside of their comfort zone. Because if we're not out of our comfort zone. It's really hard for us to grow, and I think that's really important. One of the I just I just thought that was really special, because I'm like it. It was such a simple ask from the manager to the employee, because I think we all want to grow, but it was a massive ask for that employee to find those projects, and now they're working so incredibly cohesive together that it all just started with getting out of our comfort zone a little bit, and that manager hearing it. Any thoughts on that? Yeah, well, I

Unknown: 20:52

think it's, you know, it's, it's the manager showing confidence, right, and then the employee also being willing to do the thing, right? I mean, I think there needs to be open mindedness on both sides with things like that, you know. I I look at it too, with the old adage that I've said before about how people sometimes, if you don't have confidence in yourself, you have to look for others confidence in you, um, and borrow some of that strength, right? So, so, you know, I use the story of when I was asked to be a professor at 27 years old. And again, you know, no idea what I was doing. I mean, I still have no idea what I'm doing, but it's still 18 years later, but it's, it's always a constant learning process. So, you know, there are people, there are leaders that see things in other people, and having a gift for that, and then, and then it does set others up to thrive. So that's

Chas Fields: 21:47

pretty Yeah, yeah. So servant leadership. Go check it out. There's a ton of themes around that. The other piece on this, and we've got a story to share, is supporting employees. Julie, yeah, we use this all the time, right? Like you hear you gotta support your employees. You gotta support your employees. You gotta support your employees. What do you think that like, just in general, if I come to you and I say, Hey, Julie, support your employees. What are like? Three key things. What do you think you would say, like, how you could support employees?

Unknown: 22:17

Okay, three key things I would say, one, recognizes support means something different to each person. Not everybody wants or needs to be supported in the same way. Two, if an employee asks for something instead of saying no, right away, understand the understand the possibilities. Even if the full ask can't be delivered, maybe some of it can be and, oh, a third one, okay, be authentic, Yep, yeah, I think authenticity is, is, is a, is an art form today.

Chas Fields: 22:59

I completely agree, right? I think you're gonna get the same ches and Julie, wherever we are. I think that's something that we carry well. I also think when it comes to authenticity as supporting employees, I need to, I don't want to go through different versions, right? I don't want to go through what. Well, how are they going to respond today? Right? Well, right? Last week, it was completely different. You know, it's just yeah, this is terrible to say. But like keeping the main thing the main thing, and that also means keeping authenticity authentic, right? Yeah,

Unknown: 23:31

yeah. But I think it also goes both ways. I think there's Oh, 100% there's some onus on the employee to also be authentic and not be kind of a chuckle, hide or not bash the leader behind their back, or not the leader, or whatever. You know, Chas, what it boils down to is that we're all human, and you know, we're going

Chas Fields: 23:53

to make mistakes. Well,

Julie Develin: 23:55

I am, I'm not,

Chas Fields: 23:56

I guess you will. But so I want to share, I want to share, a story of why this individual is grateful for their manager and how they supported them so. Long story short, there was an individual, a child, who had found some difficulties, and this person that that works for us essentially helps take care of this. This kid now, right? And, you know, despite the loss of that child's parents, you know, the family kind of rallied around to help this young gal. And it takes a village to raise a child. Let me be very clear, it takes a village to raise a child. So shout out to all of those who raise children, single parents, parents, grandparents, everybody, because it takes a lot. And what was so special about this is they went to help this child achieve their fundraising goal at school, right? And what the kid wanted to do was trying to get involved with philanthropy and show the good. You know, even. They had faced such challenges. And what this employee had shared with me was, hey, listen, this is kind of the experience that this child has had. You know, here's what's going on, and they were connected via Facebook. And the employee had shared on their personal Facebook page the fundraiser. You know, we're in fundraising season two with my little one, and it's a lot.

Unknown: 25:24

And I know, I know. Yeah, that's a good point. Hey, shout out to

Chas Fields: 25:28

you for supporting my kids football team and all this other stuff. I haven't sent you the magazine of stuff yet either.

Julie Develin: 25:33

I'm good. I'm good. You know, you

Unknown: 25:36

don't need, you don't need, if that, if that costs you, if that costs you any money? Oh, a magazine to buy more things. Yeah. So

Chas Fields: 25:43

that's different. That's that's different. But anyways, going back to my story, is this individual contributor had shared it and was connected with their manager. Manager reached out to the individual contributor and basically said, Hey, listen, I love your passion here. I know how important your family is, and then just wrote up this amazing post to share the fundraiser so that kid could meet their goal, right? And the goal was, the goal was really simple. They wanted to have donuts with the principal, right? And for that child, and you just think about little things like that, that that manager did not have to share on their personal Facebook page, right? They did not have to go above and beyond for that employee. And then all the sudden, let me take it a step further, this manager started telling others internally about the fundraising project, right? I haven't like I shared with you and two other folks that I'm close with inside this organization, about my kids fundraiser, right? This individual went above and beyond. For that individual contributor to basically say, Hey, listen, this is not just about supporting the young child. It's also about supporting your teammate. And if you're comfortable in doing so, please do it. And therefore, when we look at supporting employees. It does not always have to be give me more stuff. It's let me go above and beyond in ways that could impact your personal life, too. Anything, anything comments on that,

Julie Develin: 27:13

no, yeah, to the extent that the employee responds to that and is comfortable, right? What bringing that into work? I think there's lots of different considerations there as well. But you know, when I, when I think about all of this, everything that we've talked about, and everything that we when we talk about gratitude and servant leadership and all of that, it's about humanity, and that's really what it boils down to. And I think that when we look at the world today, I know here in Maryland, there are signs that people have put on highways, and they're in the shape of crayons, and they're like, they're not cardboard. They're nicer than cardboard. I don't know how to describe what they're made of, but there are lots of different colors and different patterns. And they say, they say two words, all of the signs say the same thing. Be kind. That's it, right? And they're all over the place in the area, and I think it's so simple, it's such a simple thing that that is so difficult to attain because of lots, lots of different, lots of different reasons. But when it that's but that's where I go, and that's what I think of when I think of something like that, right? Yeah, that's an act of kindness, it's an act of caring, it's an act of humanity, yeah, yeah,

Chas Fields: 28:30

I completely agree. And then just the last thing is resources, right? We talk about resources all the time where it's like, well, we need training, we need development, we need HR software tools. Yeah, HR software hashtag. Go look@ukg.com so, but I have a very special story about this one. So for many people, they don't know that I'm, I'm six, five, and I have a standing desk, and it's, this is very I know. Yeah, I get it. I did the weirdo, you know, anyways, and I had a very special leader that, you know, we present a lot, right? Julie, present a lot. And through, through the covid days we were, we were speaking all the time, virtually and all this stuff. And for somewhat of my height and the way that my camera was set up, I was constantly looking down like this, right? I remember when we were doing our speaker reels, by the way, with the teleprompter, right? And it's literally like, I'm looking at the floor because they put the audience all the way to the front. And I'm like, Y'all like, I'm six, five. You got to put them at the way back, but it was creating a lot of neck, back problems, hip problems, things like that, because I was standing so much and looking straight down. And I have to give a shout out to Teresa, because she she went and asked for monitor arms for me. Your former manager, yes, my former. Manager, my former manager, yeah, she went out and asked for some monitor arms for me. And did it take some time to get it approved, and the why, and this so on and so forth. Yes. And for that, I'm very, very grateful, because it's not just about presenting Well, it's not just about looking at my monitor and being able to do my job, but it goes above and beyond. For like, my headaches went away like I didn't go see the chiropractor nearly as often, you know? And it's something like that that just makes me super, super grateful that we look at training and development. It's often like, the Me, me, me, me, right? And Teresa, it's just okay I did. I didn't share the neck problems. I didn't share the back problems. It was just like, hey, here's kind of what I'm thinking. And I would really like to be able to look straight ahead. And then after the fact that she knows this, I was like, Hey, listen, you don't realize how big of a deal this is, right? And it made me super grateful. So when people ask, the reason, I say all of that is when people ask for things, maybe understand the why, and more importantly, for those of you out there who are getting those things that you need, that are small, big to you, but maybe small to others, just be grateful for that right. Just share with those people. Share with your leaders, share with those around you that it's not always about trying to fix it's also remembering, hey, listen, they've got pretty hard jobs. They've got a lot going on. You and I are a lot to manage, right? Yeah, getting that go ahead.

Unknown: 31:36

Well, the other thing, and I'll just finish this, you know, giving leaders kudos to like, go to their leader and tell their leader how well they're doing. Yep, I think that's another, I think that's another thing to kind of, you know, pay it pay it forward if you want.

Chas Fields: 31:50

Yeah, that's exactly right. You know, there's great survey tools out there that will help you with this. There's ways that you can impact your leaders lives. But at the end of the day, take a step back and just remember, you know they are doing things for you that you may not even be aware about. So if I had a call to action to you, hey, just reflect and say, What has my manager done that's good, and then thank them for that. And kind of watch that, watch that relationship transform into something better, both for you and for the business. So yeah, with that, Jules, what would you find today? Yeah,

Unknown: 32:25

yeah. I yeah, I don't know. I think I feel like I don't know that I could take one thing away from the conversation, except for the fact that that be kind kind of thing just sticks out to me, be kind, be kind, rewind. No, that just aged me. But, you know, it's like, I know that's a blockbuster, right? Remember that there's one blockbuster left in the world. Did you know that there was a documentary on it? It might have closed anyway. I don't know how we got here, but I'm pretty tired. I don't know, yeah, with the hurricane evacuation thing, but we yeah, we just need to be kind and look for the good in people and recognize that leaders are human too, and even if you have a leader who maybe you don't agree with some of the ways that that person is leading, I feel like we need to also have a voice with that person, right and and actually voice some concerns and that that goes into a psychological safety conversation, which we don't have time to talk about. So yep, Chas,

Chas Fields: 33:39

I would just say, Hey, listen, there's a lot to be grateful for, you know what I mean, and it's really on us to take a step back and think about what that is. It could be something very, very small to others, but really big to you. And just make sure you're communicating that. I think we have a tendency to internalize that. And I'll be honest, I'm the absolute worst at taking any sort of compliment, so it's also somewhat awkward for me, you're awesome. I don't stop thanks and just be grateful. Y'all. There's, there's a lot to be grateful for in your job. So with that, like, subscribe, follow, send us a text, and we've got a lot of cool stuff coming in the near future. Julie and I will be together at a conference tomorrow. Yeah, we're doing in DC. I'm looking forward to seeing you, Jules, and then be on lookout. Last thing aspire, UKG's Aspire customer conference is coming up in November. Register will be there. Julie and I have like, a bajillion sessions, which is awesome. And come listen to us live in person. Come say hi. We've got a lot of cool things on the horizon with our new CEO, Jennifer Morgan, and our president go to market strategy, Rachel Barger, so stoked to see y'all. Thanks for listening. Cheers. Thanks. Bye. Bye, bye.