Cultivate Clear Vision & Communication - w. Stephen Smith

What if there was a way to communicate your organization's vision so effectively that it transformed the way your team sees and achieves its goals? Join us as Stephen Smith, founder and lead strategist at Aerable, shares his innovative seven-ingredient process for strategic communication. Stephen uses a unique agricultural analogy to explain how cultivating ideas in a fertile environment can yield remarkable results. You'll learn how foundational faith and a clear, purposeful vision can set the stage for achieving the grand design of your organization.

Explore the concepts of seasonality and poise as Stephen reveals the importance of timing and emotional intelligence in leadership. Discover how aligning tasks with the appropriate season can maximize effectiveness, much like planting crops at the right time yields a bountiful harvest. Equally important is maintaining poise—Stephen describes this as having the self-control and emotional intelligence to navigate both the highs and lows of business, ensuring that your communication remains clear and consistent.

Effective leadership requires a delicate balance of poise, diplomacy, and creativity. Stephen discusses the critical role of understanding and valuing others' perspectives in enhancing strategic communication and organizational resilience. By fostering an environment ripe for innovation, leaders can respond to market demands and stakeholder needs more effectively. Wrap up with insights on connecting with Stephen and Aerable for more on their communication strategies, and hear our heartfelt gratitude for the collaboration and support from the Leadwell community. This episode is a treasure trove of actionable insights for any leader looking to elevate their communication game.

Connect with Stephen:

Stephen Smith | LinkedIn
Stephen Smith | Email
Aerable | Website
Aerable | Instagram

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Order your copy of Jon's book at RedefineYourServantLeadership.com, and don't forget to utilize the additional resources, or purchase access to the Workbook and Coaching Videos.

Send your Leadership and Business questions to Jon at podcast@leadwell.com.

For more information visit https://leadwell.com

The Leadwell Podcast gives mission-driven leaders principled and practical advice to do just that, lead well.

In each episode, your host Jon Kidwell, interviews leaders with great stories, to share strategies that help leaders navigate complex, confusing, and often down-right challenging leadership, personal growth, business, and workplace culture situations.

Jon is a nonprofit executive turned coach, speaker, author, and CEO of a leadership development company. In working with nonprofits and businesses, big and small, he realized the unique challenges leaders face when they are committed to keeping the mission and people the top priority. Those leaders’ commitment to their principles and the people they lead, plus seeing the need for more leaders who strive to do the right thing, the right way, for the right reasons, is what inspired Jon to start a leadership development company dedicated to the success of mission-driven leaders and their organiza...

Transcript

Strategic Communication Seven Ingredient Process

Jon Kidwell 0:00

When's the last time you tried to communicate out a big idea to anyone outside of you, to a team, to your organization? Maybe it was in a strategic plan. Maybe it was in an organizational change management and we had to pivot real fast. Was it all X's and O's? Was it just? Here's where we're going, what we're going to do and how we're going to get it done. If you did, and if that didn't go how you thought it might, today's conversation is for you. We are talking with Stephen Smith, founder and lead strategist at Aerable. They are a marketing and strategy comms organization that help organizations clarify and cultivate the environment that is needed to be able to drive impactful results, and we're going to walk through their seven ingredient process for strategic communication. Let's dive right in. Stephen Smith, thank you so much for joining us on the podcast today. I am so excited that you are here.

Stephen Smith 1:05

Glad to be here. This is just a privilege to be on the John Kidwell show. I mean, this is just amazing.

Jon Kidwell 1:12

No, they told me I'm not allowed to use that name.

Stephen Smith 1:14

No, they totally spoke with the Leadwell podcast, but you might yeah, right, right, I know, I know what you're supposed to call it. This is what I call it.

Jon Kidwell 1:23

Oh okay, all right, great. Now I know you as a fantastic communicator. I know you first as seeing you on stage communicating, leading an entire group through worship, through music, through also communicating on behalf of an organization, and I also know you as one that comes alongside organizations and doing that. So just give everybody else a little bit of that context. What do you do as you're working and walking every single day?

Stephen Smith 1:54

Yeah, my story basically is one of creative communication and it changes modes. So there's a ministry mode, there's a business mode. There's is we are helping, just as you said, leaders kind of land vision, plant some seed for growth in their initiatives and then help communicate that out to their stakeholders. So basically, there's a story that they're telling and their stakeholders start with their team and then it moves out, and then it moves out to their client customer base. There's a story that they're telling and their stakeholders start with their team and then that moves out, and then it moves out to their client customer base, then to the general public. So those are kind of the.

Stephen Smith 2:56

That's the road that we're on with Aerable right now. We do a lot of different projects, but they all have this common denominator, this common soil of communication, cause we think I mean a plan is great, A vision is great, a, a, uh, uh, you know, a strategic plan you've got in your hand in a binder is great, but if you don't know how to convey that to your people, uh, to those those incredible resources that are around you, it's just it's going to fall flat. So we want to be about good communication.

Jon Kidwell 3:29

I love it. You don't want all of our dreams, our aspirations, the big old, ideal, desired future that we see to be the thing that is only seen in our own mind. You help us get it all out there, and so we're diving in today to strategic communication because you and I, we're communicating right now. And so we're diving in today to strategic communication because you and I, we're communicating right now and, let's be real, we're being strategic about this with the podcast, but also we're probably not going to lay out any old, big, old vision. But you have seven things. So I want to lay these out for folks. You dive into them. So absolutely Seven things that we can keep in mind for strategic communication faith, vision, clarity, seasonality, poise. I'm intrigued about that one, as well as this next one diplomacy and creativity. So you have the seven words in this framework for strategic communication. Start where we're supposed to start and start unpacking the forest?

Stephen Smith 4:26

Absolutely so. First of all, we don't think of it as a framework. What we're really trying to do with Aerable is take building language, industrial language, mechanical language, and return that to organic, agricultural language. What we want to be able to do is take the leader out of the factory and put that leader in the farm. We feel like in the field or in the land. That is an incredible analogy for productivity. That's an incredible analogy for project timing, for strategic planning and also cultivating your ideas. So we're really trying, as best we can, to emphasize our cultural language in what we do. So, instead of a framework, what we're really trying to do is call this the soil. This is the soil that leaders operate out of, so the soil that you plant your initiatives and your ideas in.

Stephen Smith 5:23

So there are seven key ingredients in our mind that we've come to that are that are that are integral for strategic communication. The first one is faith. As a leader, it is imperative that you are are communicating more than just your ideas and and we're a we're a faith forward organization, and so we're going to always coach toward faith uh, uh, wiring faith, outcomes, those kinds of things. So in our, in our mind, what I want to do is point past myself as a leader. I want to be able to acknowledge that there's a grand design that we are are, uh, tapping into that we've that, we are tapping into that we see in our mind and that, honestly, the Lord has control of, and I want to lead our team into that grand design. So there's a place that we're pointing to. It's a place that's pre-designed, optimized for us and for success. So, first of all, when we communicate, we want to communicate with faith. We're going somewhere and there's a purpose and a design to that. Secondly, we want to be able to communicate with vision.

Stephen Smith 6:36

It's not enough just to say we're headed and I'm going to use an analogy it's not just saying we're all headed to North America. You know, the vision would be what city are we going to, what's it look like, what's it smell like? The second is vision. So there's faith. We're going this direction. There's a grand design. Vision would be really being able to see a destination for the leader. Being able to see a destination for the leader, being able to see this, see around the corner Some people talk about, like that, see this preferable future, as it's referred to, being able to look in detail and walk around in that vision of a preferable future is key. Getting vision and the process of seeing in detail and all that stuff is tiresome. It's tiresome.

Jon Kidwell 7:39

I'm sitting here thinking. You know I am often one that can dream, to look out into the future. I am a futuristic if we go on StrengthsFinders right and so I often have the ability to see some of those things. I struggle with connecting the dots, and so we use the analogy. I've used this where it's like I'm on the other side of the fog, I can see this big, old, bright, beautiful future.

Jon Kidwell 8:04

I have faith that we're going to get there and that this is a good and right and life-giving thing. And as I look back through the fog where others might be, I struggle connecting those dots. I'm guessing I'm probably not alone. All take this very kind of big picture high feel, high vision, not so concrete and help leaders walk backward through some of that.

Stephen Smith 8:31

Yeah, I think one of the things that we're most excited about is the concept of slow productivity. I don't know if you've read this Cal Newport book that just came out. This year.

Jon Kidwell 8:42

I haven't read the new one, I'm only on deep work.

Stephen Smith 8:44

but I've heard good things it's rocking our world. I mean it, it is. It is about, uh, slowing down enough, decelerating enough to be able to begin to connect the dots and a lot of times are you telling me that I'm moving too fast?

Stephen Smith 8:59

Oh of course not I I'm telling some other people, but sometimes the dot connection and speed are incongruent. In other words, it takes a moment, as we are looking out in faith, as we are trusting. Then, as we kind of see this vision begin to take place, we can almost be like we're driving 60 miles an hour and we only get pieces of it, almost be like we're driving, we're driving 60 miles an hour and we only get pieces of it, you know. But what we're excited about is slowing the leader down enough to be able to really live in that space. So like calling things aren't as though they are like literally walking through the project in your mind, walking through what it looks like, feels like, tastes, like, sounds, like all those things to get ready for the next step.

Stephen Smith 9:48

And that is connecting the dots in clarity. That is being able to articulate the vision. You know, just as you referred to a second ago, vision is nothing without, without being able to move it out of your heart and mind and into the hearts and minds of other people. So strategic communication is about getting that vision brought down into some clear, concrete goals, clear, concrete descriptors, clear can that can really amplify and honestly describe in detail. This is what I'm going at Describe in detail what that vision is. Nobody should know that or be able to describe it better than you. You need to put the work in. I need to put the work in um being able to speak and articulate it clearly, Um, I'm I'm often the person that, uh, you know, I'm often the person that will say why don't you understand this?

Jon Kidwell 10:55

It's so clear to me you know, nobody else says that, it's totally just a you thing. And uh, all of the other, you know 8.1 billion people or so that are out there thing and all of the other, you know, 8.1 billion people or so that are out there.

Stephen Smith 11:12

Yeah, exactly. And so what we, what we try to do, is an exercise, that, that, a mental exercise that helps everybody understand that we are all seeing in different futures.

Stephen Smith 11:18

And the way we do that is we say imagine you are in the desert with a telescope and you're able to see just an amazing view of a star field. You're able to see amazing constellation or Saturn, even like we do in my backyard with my kids. You're able to see that. And then you're able to point to somebody who goes come here, look through this so that you can see Saturn. What we do most of the times is we don't invite people to come see through what we see. Everybody has their own telescope.

Stephen Smith 11:47

And what are we doing? We are seeing different parts of the night sky. There's a word for that. It's called myopathy or myopic. It means I'm seeing my thing.

Stephen Smith 12:01

So we like to call it you're're in, you're in a complete me see mode, in other words, me dash, s, e, e, not me see like other thing, but you're totally me see mode. So what we try to do is take the team and say look, team, you are you in me see mode or are you in this other word, when you're able to all gather around the telescope and look through one lens at the night sky, that is it's. It's a synoptic. It means together see or we see. So we want to move from me see, which is my version of the future, to a synoptic we mode, and that's going to help with clarity immensely, because you're able to say guys, this is do we all see what's out there and you've helped, as a leader, to articulate it, you've helped the leader to dial it in and then, once we all are seeing the same future, man, we're going to get there. It's awesome.

Jon Kidwell 13:02

And as I'm thinking about other strategic planning or just strategic communication in general, this is where it feels like a lot of it stops, except for the part where we kind of okay, turn it around, use the megaphone and start to share it. Right, because we believe in it. We know that this is the way that we are supposed to go in our heart and mind, all of the senses that you walked us through to get us to really feel and experience and see that vision come to life, and then the clarity and the way that we can bring people into a synoptic view of it. That was so cool. But this is where a lot of places stop and we're not even half of the way through this soil that you all have created. So, seasonality, poise, diplomacy and creativity my brain is immediately going back to the night sky analogy of seasonality. Depending on when I look at this, I may or may not see Saturn. That may or may not be your analogy, but what does seasonality mean in strategic communication?

Seasonality and Poise in Leadership

Stephen Smith 14:07

Yeah, once you are able to get to we see and you're moving away from me, see and you're into we see, then you are able to say, okay, let's, now that we see this preferable future, now that we see this outcome, let's then um, let's then plant the seeds to make this idea, this initiative, grow. The idea is when do we want the fruit to happen, when do we want the outcome to happen? Well, we've got to back up from that outcome and understand that there are um days, weeks and months where that idea has got to germinate, where that idea has got to lay under the ground, where that idea has to sprout, where that idea has to sink down roots, where that idea matures, to the day when you're able to say, okay, we see fruit falling all around us, we see that because we planted in the right season, not to take the analogy too far. But you, you, ideas and outcomes aren't always in a one week, one month cycle. Yeah, it takes some pre-planning.

Stephen Smith 15:28

So seasonality is all about designing a plan that allows your tasks to line up in such a way where the outcome happens at just the right time. The prep work is there, the cultivation has been there. You just don't plant in winter, you don't harvest in spring. These are just some different things, and so spring of the year could be. Let's say there are specific outcomes that happen in the spring of any business cycle year, any nonprofit year, and then the things that happen in the winter and the summer. You just got to know when to plant and when to see that thing bear fruit. You don't want to run a capital campaign in the middle of the summertime Nobody's there.

Jon Kidwell 16:23

Everybody's on vacation.

Stephen Smith 16:24

So you're planting seed in summer to be able to then say well, in the spring of next year we'll then be able to see this generosity initiative really bear fruit. So it's knowing when. If I could just say like that A hundred percent.

Jon Kidwell 16:40

You and I were talking before about something that we are getting ready to communicate out. It's a tech product, an engagement tool for organizations, for managers, and I've been doing this on paper for 10 years with teams that I lead, and I've wanted this ever since we started saying we know we need a platform. It's part of the vision that we have and still, honestly, we fall started on different components over the last couple of years and now, all of a sudden, this one because of a couple of key things from a couple of key clients that were looking for something that we've been doing and just thinking this helps us right Over the last couple of years. All of a sudden, we packaged it and we put it together and we built it for them, and they say this is great Seasonality.

Jon Kidwell 17:27

I'm also just thinking here, not just the like when do I run a capital campaign? This could be in the life cycle of an organization too. Of it wasn't time yet, right. Like it's this extend out even further? Of we want a new building, we want to be able to be to a hundred team members, we want to be able to do this, and it's like all all good, great things and you know not yet this season Does it apply like that too?

Stephen Smith 17:51

And then I think it applies, it scales up like you're talking about, but then it also scales back to you as your leader and where you are in your life cycle, where you are in your professional life and where you are. My son is 20 and he wants the benefit of being a retiree, like right now. You know he wants to watch first and then you know what I mean. So it's just, it's funny, it's a process, and so that's what seasonality is all about. It's knowing where you are, knowing where your company is in space and time and then knowing where you want to be. So that's seasonality. I think the seasonality in the next one, poise, really tied together.

Stephen Smith 18:34

Poise is there's a. I'll tell you the history of this word. For me specifically, there was a speech I had to write in high school and it was three keys of leadership and poise was one of those three keys of leadership. So that's, this poise word has always stuck with me.

Stephen Smith 18:52

Poise is, is, is a really rich word for self-control or being able to moderate, modulate, excuse me your feelings or your emotions. Um, a great leader said it's never as good as it is and it's never as bad as it is Its ability to stay here in this middle ground of appreciating the highs and appreciating the lows. That's where we get this idea of poise. Really, it's a self-control. Don't hear me say this is rooted in stoicism, or you know, this is not just a stoic idea.

Stephen Smith 19:34

What I'm trying to say, where you don't feel anything or like you're, like you're Spock, you know this is not, this is not what I mean on poise. But I mean it's a self-control to be able to say, on the bad days and on the good days I'm able to have faith. On the bad days. On the good days I'm able to maintain vision On the bad days. On the good days I'm able to maintain vision. On the bad days and the good days I'm able to trust the seasonality. On the bad days and the good days I'm able to clearly articulate my feelings in a modulated way to the people that are around me. So poise is just a really, really great word on that.

Jon Kidwell 20:08

Yeah, a lot of us would describe that, as you know, emotional intelligence or emotional maturity, where actually the the most interesting thing that you know you're describing is not just the like live long and prosper Spock-esque, where I just shut it all off and create this really narrow spectrum. You actually have to feel and experience the low lows and the high highs and then just regulate right, modulate, to be able to look at it and say what's required of me right now, given what goals I have, how I want to show up the character that I have A, b, c, d. Is that right? That's right.

Effective Leadership Communication Strategies

Stephen Smith 20:48

And so when it gets to strategic comms, especially for an organization, that's like the leader version. The organizational version would be you know, if you're getting bad press, bad PR, just hold on, it's going to be okay. You know, slow down, it's going to be okay. You might not need to respond to the bad immediately. You might need to let it rest. You might not need to respond to the bad immediately, you might need to let it rest. You might not need to maximize the good, just let it rest. There's a poise no matter what season we're in, the highs are low, what it says on the charts and the spreadsheets. There's a poise that says we are going to be this type of group. We're going to maintain our vision and our values through the highs and the lows.

Jon Kidwell 21:31

It's a a great it's a great word, so good, and you connected it to seasonality and I see that now, right, Like we're, we're going through, we're riding this. My brain initially connected it with diplomacy of like you got to have some poise to be diplomatic. So I may have made that connection right, wrong or indifferent, but how does it? Obviously in my mind it helps with diplomacy. Walk us into? What does that strategic comms look like in a diplomatic way?

Stephen Smith 21:58

Yeah, so fortunately, these are, all you know, ingredients in the soil that are very closely matched and what we're trying to do is we're trying to extract each of them and looking at them and then also how they interrelate. To extract each of them and looking at them and then also how they interrelate. So, for me, diplomacy is key when leading interpersonally. This is assuming the best of the person across the table from me. This is showing interest, this is showing care, this is showing concern for their opinion.

Stephen Smith 22:33

I have not always been a diplomatic communicator. I have been the opposite of diplomatic, which is direct. A direct communicator, it means here's the solution, here's what I need you to do and tell me when it's done. You know, and that type of leadership, um, uh, liz Codd, liz Collins talked about it in her book uh, multipliers you got a multiplier or diminisher? You know, multipliers are able to unlock the genius and people across the table. Diminisher is the ones that, uh, cap and force themselves and are the center of the world, the people. So those are the direct leaders, and what we like to do is we try to get our people that we talk to really on a scale between direct and diplomatic, and just do a self-assessment. Are you more often diplomatic, where you're asking first to understand, as steven covey talks about, you're really able to get to the root of the communication and the nugget of their, of their need, or are you, uh, do you have your interest in mind? Do you need to make the point? Do you need to have the final say? Do you you need to flex on this person? So, in the middle of the interpersonal part, you know it's about using diplomacy, because diplomacy is understanding and care.

Stephen Smith 24:03

Direct is is very top down in corporate leadership and really the model of a different generation. Yes, somebody's got to cut the knot. Yes, somebody's got to cut the knot. Yes, somebody's got to make the final word. But I'm saying, on a day-to-day basis, can we practice more of this diplomacy? We think that that is going to be the key to a leader's success. Now, that's also assuming the best of your audience. In the organizational side of things it's, you know there are marketing campaigns and there are lines and different things. That said, we know the truth and here's this and here's that, and we want to be able to express an opinion. Some of the healthiest corporations are the ones that have amazing responsiveness to their markets, to their people, to the people who inquire about why do we do what? This and that's like instead of it's a closed door all the time. So really think about diplomacy as we, as we talk about strategic communication. So it's good. And then our last is creativity communication.

Jon Kidwell 25:11

So it's good. And then our last is creativity. And this is really which is not typical of a strategic communication. Right, yours very much takes the form of an hourglass in my brain of we're kind of wide and we do narrow in and get clear, and then it comes back out where a more traditional framework, as you said yours is. Ingredients looks a lot more like a V to where then it is a little bit more directive of here go do this and you open it back up at the bottom of saying I've told you all these things I'm assuming positive intent, that we're synoptic, and now you release it. Tell me about this creativity and just what comes and how that looks inside of this.

Stephen Smith 25:49

So this is our passion. This, this is our passion. Creativity does not make it onto the list of leadership qualities. You know, top five, top 10, maybe top 20, you know it's in there. We've, we've, we're convinced that creativity, faith, vision, clarity, those are all a part of this idea of creativity. Seasonality, poise, diplomacy, we can do all of these things in a creative way, and so the big word is generative. Right now, everybody's talking about AI, this and that. So generative ideas or gener, that's a generative uh uh ideas, or generative images or generative content.

Stephen Smith 26:35

And so, in a way, this creativity word, um, is about the generative side of your communications. It's about re? Uh. It's about me figure out how to say it. It's, it's about cause it's so huge and so large. It's about a, a renewal in your messaging. It's about saying the same thing, the ability to say the same thing in 10 different ways. Yeah, it's about creating the same thing in 10 different ways. Yeah, it's about creating, iterating a new solution for a problem. It's about understanding with these other components. It's about understanding how to dream in color and, most people, leadership. I would say if you ask a leader to describe themselves, creativity might not be, you know, on their list, as we talked about a second ago. But deep down, they are creatives. Yeah, deep.

Jon Kidwell 27:45

Well, I mean, if they if they have the faith and the vision and they're seeing it, it's, it's already there, right? That's that's where they started and vision, and they're seeing it's. It's already there, right, that's that's where they've started. And like a tree, like I'm just I'm you got me on the cycle thing so I'm envisioning like this this thing comes up, it produces as it is supposed to, and then in a specific season, uh, there's stuff that's fallen off that tree. All the time I have raked my yard, I have pulled little itty bitty oak trees out of my yard, I have done all of those. And then there are those that got big enough that my father-in-law was like are saying I see a field and I am going to go over to that field and I'm going to plant these ideas in this field to yield an outcome.

Stephen Smith 28:43

We feel like this field over here of people or a group, or whatever our ideas would meet the needs of this particular group. We can cultivate some results inside this field. And so there's the creative part of that. I also think that creativity is not limited, and hear me say this loud and clear Creativity is not limited to the creative department, it's not limited to your brand guide, it's not limited to an artist. I think creativity can also be found in amazingly fluent and elegant spreadsheets, amazingly elegant and fluent business processes. Excellence is that form and function. Where those two meet together, that is creativity personified.

Stephen Smith 29:38

And so for a, for an organization, on the creativity side, it's about instilling creativity in your team, saying we are better together as a group. We've got to talk about creativity. Creativity sometimes is real private. It's about saying in our communication to our team we want your ideas, we need your ideas. And then on the on the larger organizational side, it's it's about, um, showing your vision, showing, uh, your preferred future to your customers, clients, uh, showing this image in clarity Not only have you done it to your team creatively, you're also going to use creativity to be even more clear to the people that are out there.

Stephen Smith 30:21

You want to inspire that, you want to move to point A to point B. So, strategically in our mind, what these seven things do? They create a soil that you can cultivate as an individual and you can cultivate as a person that is a leader of people in your organization and, up to say, my communication is going to be fertile soil for clear, fruitful ideas to come out. So that's our heartbeat on strategic comms. This is kind of where we live right now with our teams and the people that we are coaching. It's an interesting, you know seven words to kind of kick around.

Jon Kidwell 31:16

So it's so good and it's so rich, just like the soil that you are creating, and there's so much that we could go. We use an analogy similar in terms of personal growth, in that that there has to be kind of these nutrients, honestly, that go in to be able to bring these about. And you've done it in a way and in a place that a lot of us don't think about that. We think about X's and O's and, you know, execution, that's what we really call it Right, and so thank you for bringing that to us. We ask everybody this question and I want to ask you, before we get ready to sign off, stephen, what does it mean to you to lead?

Stephen Smith 31:57

Well, it's a leading Well is slowing down enough to hear the directives and again, this is faithful word here the directives see the vision in our mind and then be unable to articulate that to people around you. Literally, we are funneling in what we're hearing or able to articulate that to people around you. Literally, we are funneling in what we're hearing or funneling that vision down to other people. Again, this is creative communication. It's about then expressing it in such a way that it enlivens their heart and excites their mind toward this future that we're leading into. So that would be what I would say. I love it. On the Leadwell podcast.

Jon Kidwell 32:34

There we go See not the John Kidwell podcast and people need to know where to connect with you, to connect with Aerable, so that you all can help them cultivate these practices and these disciplines and just be able to bring the fruit of some of their amazing vision and the work that they're doing. Where can people connect with you? Where can they learn more about Aer arable? Give us all the places we need to connect with you.

Connecting With Arableco for Communication

Stephen Smith 33:00

Absolutely so. We have a funny spelling for our name it's A-E-R-A-B-L-E. A-e-r-a-b-l-e is the phonetic spelling of the word Aer arable, which means good soil. So if you just Google the word A-E-R-A-B-L-E, Aerable Co will be there. Our website is aerable. co is and Social media is, arableco. You can find us there as well, but we'd love to be able to connect with anybody who's listening and have an even longer conversation about communication when they're ready. Awesome.

Jon Kidwell 33:38

We will put it in the show notes, a direct link, so that you all can connect with Stephen, with his team at Aerable and all that they're working on, so that they can help you communicate and cultivate some amazing work and results where you are, S tephen thank you and cultivate some amazing work and results where you are, S stephen.

Stephen Smith 33:54

Thank you so much. Oh my gosh. I say, Jon, thank you. I wanted to say this Thank you for being a part of my life and your leadership is amazing, and what Leadwell is doing is just blowing everybody's minds. And with the book, with all of the things, the resources that you're putting in people's hands, we're blessed by your leadership in this space. So, thanks so much, thank you.

Jon Kidwell 34:20

I really appreciate that. I will also pay you as soon as we sign off Venmo direct to Stephen Smith and to all that are listening. Thank you so much for being here. Be well, lead on, and God bless.