Jeff Ma
This week's episode, Audrey Lloyd shares insights from her upcoming book. It's called Bold: Rein in Your Mind, Reign in Your Career And I love the theme that drives the book and our conversation - "What are you great at?" and we lead that back into how you might find engagement in your workplace.

Hello, and welcome to Love as a Business Strategy - A podcast that brings humanity to workplace. We're here as always to talk about business. And we like to tackle those topics that most business leaders tend to shy away from. And we believe that humanity and love should be at the center of every successful business. We're here to have conversations and hear stories about how real people and real businesses operate. Before we begin, I'm your host, Jeff Ma, and my co host today is the one and only Maggie McClurkin. Maggie. How are you doing today?

Audrey D. Lloyd
I'm doing well, Jeff. Thanks.

Jeff Ma
Where's, where's your dog? Lincoln? Is he around? Is he in the room?

Audrey D. Lloyd
He's at my feet right now. Okay, excellent. Excellent.

Jeff Ma
I hope he makes a little bit of an appearance later. Our guest today is Audrey Lloyd Audrey is a business and personal transformation expert. She's an advisor and coach, a professional speaker, and also author of Bold: Rein in Your Mind, Reign in Your Career. She's a communication strategist and change leader with over 25 years of experience across a ton of different industries, but always focusing on the people side of change. So I'm really excited to dig into that with you today. Welcome to the show Audrey.

Audrey D. Lloyd
Thank you.

Jeff Ma
And do you have any pets around you?

Audrey D. Lloyd
I do not but I love dogs.

Jeff Ma
Yes Maggie has the best dog and I hope you'll see later anyway. We would like to start with some icebreakers. And, Maggie, I'm gonna put you on the spot. Because, you know, I always keep these a secret until the show. So today's question for both of you, Maggie. I'll go with you. First, what's your favorite food to cook?

Audrey D. Lloyd
Oh, my favorite food to cook? That's a good question. I really like making this specific banana bread recipe. Because I have a tendency to buy too many bananas. As we all do. I saw this tik tok recently that was like, I reached my peak adulthood. I bought five bananas at the grocery store. And I ate them all this week. I don't think I've ever done that. But I always have extra bananas and it calls for three overly ripe bananas. And it's just it's the best banana bread recipe I've ever had. It's got like cinnamon sugar in it. And it's swirled. And it's so good. It only lasts about a day and a half in my house after that. I love it because it's just feels like I'm not wasting.

Jeff Ma
Well, I can't wait to try that. Because I'm gonna make you make me some. Audrey same question. What's your favorite food to cook?

Audrey D. Lloyd
Well, I'm not much of a baker. And I don't want to be a braggadocious person, but I'm an excellent cook. So really, I like to recreate recipes. Prior to the pandemic, when I went out much more for, you know, eating out at restaurants, I would try to recreate whatever I would have in a restaurant. And I love spices from all over the world. So I can cook just about anything. I mean, I'm a vegetarian, but I would say my favorite thing to cook is probably seafood.

Jeff Ma
Is there a specific seafood dish or specific seafood type that you particularly enjoy?

Audrey D. Lloyd
I'm very good at making shrimps and very, very good at making any kind of I would say white fish.

Jeff Ma
Fun fact about me if there's shrimp grits on a menu, I'm getting that no matter what else is on most cases, most cases, okay, so let's kick things off. Audrey, obviously, I want to start with your story. I guess I always say this and some people get intimidated because they think they have to share their whole life story. No. I'm curious Audrey, tell me mainly around, like, what brought you here today? Not to this show. But to this point in your life? What are your What are your passions? Tell me about those.

Audrey D. Lloyd
Wow, I love telling my story. Thank you for that. So I mean, I like to start at the beginning. So I sound like I'm from the Midwest. But I was actually born in the UK and lived in Jamaica in the West Indies until the age of five. And then I relocated to the United States and grew up in Western Massachusetts in back of actually the old basketball hall of fame. If you're a basketball fan, and you know where the new Basketball Hall of Fame is. And, you know, went to University of Massachusetts, study journalism, went into the insurance industry straight after and have had a number of different transitions in terms of career. And most recently, well I shouldn't say most recently because I've been coaching people all along. But most recently, as a, as of a year ago, I did get certified as a professional coach. And so I coach people at multiple levels. And in addition to that, I just recently wrote a book. And as you said, it was called, it's called Bold: Rein in Your Mind, Reign in Your Career. And so I think it's the culmination of everything that I basically have said, you know, my whole journey, you know, my whole career life and all the things that I have really learned that I've tried to, you know, compile in that book to share.

Jeff Ma
Awesome. Books. Wow, there are a lot, a lot of work goes into writing those and put it What made you kind of take the plunge? Like what made you What drove you to decide to write a book and tell me about that journey?

Audrey D. Lloyd
Yeah, so you know, it's funny, because I have written bits and pieces of this book over the last eight years. And I've always said, I wanted to write a book. But it took me a while, I would say, to find my voice, like, you know, what do I have to say, it's going to be a value to people. And I absolutely love organizations and usually make work in regards to transformation and had a lot of lessons learned in my own personal career, and has worked very, very closely to companies, particularly HR. So I've seen also the, you know, the transformation in companies and individuals. So I really just wanted at this point, based on everything that I have seen a known to write something that was going to be really inspirational, right, and to really inspire people to really look within to see their best self, and to understand that they are unique, and uniqueness is a gift. And that we need more of that, you know, we don't need more of the same, we need more people who are able to be authentic and unique, and offer their skills and capabilities. And of course, with pandemic, we had time right to reflect and think. And so it was really just the right moment.

Yeah, that's awesome. I am wondering, like, just I'm sure you've heard, like success stories from people who've read your book, and, you know, spoken to them, and really resonated with them, what kinds of people? Or what kinds of success stories have you heard from just that message so powerful?

Well, you know, a lot of what I have in the book really is from my hundreds of hours of coaching people, you know, as part of the certification, you have to be certified PCC level, professional level, you have to coach over 500 hours. And so I had the privilege for people to invite me and to allow me to go on the journey with them. And so I've had so many stories, and I feel like I've met so many remarkable individuals that, you know, they have said, Yes, you helped me, and I hope that I've helped them. But they've also helped me to write and sharing their stories and enable me to see that we are all really great. It's just that you know, how they say that there are blind spots, sometimes we have blind spots for ourselves that we really can't see our true talent and capability. And so I think that when I coach most people, because I do a lot of mindset, coaching as well, that, you know, many people will start out very humble, and it's good to be humble. I'm humble. Right. But I think along the line, just peeling back and really looking at and asking the question, What makes you great, you know, I, you know, the biggest success story for me, is for an individual to come to a session and be emotional about that question, right, in terms of, I don't know how to answer that question. I don't really know what makes me great. And then at the end, right, of our journey together for that person to look me in the face and tell me yeah, this is, this is what I do. This is my values. And to be very proud of that, and to also at the end of the line, get a career, you know, get a position that's aligned with what they really wanted, and what they're passionate about. I mean, I think that is success in itself.

So you're essentially like, you're at the root of what you do, or like helping people answer that question like, What am I great at?

Yeah, and it's not an easy question. You know, it's not, you would think that many people because I mean, we're all you know, these days, in particular, you show your best face, right? You all want to be perfect. You never want to look as if you have any imperfections. But when you really say to someone will tell me what makes you really absolutely great. What is your gift, what is your talent? It's a little bit of a pause, you know, a little bit of a pause, or you might hear the work story. And I would say Well, no, no, don't tell me the work story in terms of what you're doing now. Because that's just one step on the journey. Tell me almost like how we started out the session. Tell me your story. What makes you great? What about your background and your heritage where you grew up, your talents and your capabilities, what you've learned what you've experienced, how you see the world. That's what really makes through great, and really being able to step into that and own it and make a contribution as a, as a result of leveraging that as well.

Jeff Ma
I love that. I love that so much, I think, I think there's like a, there was a list of like the worst interview questions ever. And all of them were just like, you know, every cliche, you know, what are your greatest strengths? What are your, you know, like those types of questions along the way? And I don't think we ask enough what you're asking, which is, like who we are at our core, right, like who we are as people and what make what value do we bring to the table that's not related to a, you know, a technical skill, or a, you know, specific experience work related? Like, I think people have so much to offer and bring to the table as just who they are and what they bring in their character and in their, in just in what they bring to a team in terms of that dynamic? And yeah, I don't think that's often looked at enough.

Audrey D. Lloyd
I'm curious if you've experienced, Audrey, like, if people are able to answer that question, what are you great at about others more easily? than they're able to answer it about themselves?

Yeah, I do think you know, but I would say that, when you're answering that question for others, is that the public face? Or is that the private face? Right, that you're answering that question based on? So like I said, many of us have a public face, right? So we see what people want us to see. It's very curated in regards to that. But you know, the journey to bold this particular book is really going inside and making that assessment for yourself, and also being able to see people beyond the cosmetics of what they look like, or how they're dressed, or how they wear their hair. Can you really see them? Can you see their gifts and capabilities? Can you see their humanity? Can you see what contribution that they can make? That's really seeing people? So to answer your question, at that level? Maybe maybe not. Yeah, if we go on Oh, yeah. Someone's social media posts, or the brand that the person is wearing, or how they're styling their hair. They look great. Yeah, I could say, well, my she's really put together and she's very articulate. And, you know, she has it all.

Jeff Ma
Don't we all?

Audrey D. Lloyd
Yeah, thanks for answering that.

Jeff Ma
I think one one thing. I'm curious about the book. It came out late last year. Correct. Is that 20?

Audrey D. Lloyd
actually no. So So you might be there's another book called Bold, but my book is actually coming out Mm hmm. Yeah.

Jeff Ma
So it's on its way out. So I'm curious how much of the pandemic is is in the book I've asked. Because, in in doing podcasting, given this era, it seems to be like everything is going to have pandemic, you know, flavor to it. I mean, it, it's changed, it's changed everything. There's nothing that has has come out unscathed or unchanged in the last two years. And in fact, you know, the book, the book that we published love as a business strategy kind of came out like, right, like, in the beginning, ish of the pandemic, at least, we were done writing it. And we actually, like we talked about all the time. Like, there's so many things you'd like to add and amend and, like, do a second edition too, because of the pandemic, it's taught us so much as exposed so much. And it's cool that you have a book coming out soon, um, did you get a chance to like, really, really talk about the pandemic in your book.

Audrey D. Lloyd
So I don't mention the word pandemic, however, I do talk about the future of work a lot. And I give one of the reasons to be bold to really know who you are, your value, your capability, what you can contribute, that there is a reason to be bold, and the reason is that we're going to need that in an uncertain future. And it's not to be scary, but I think the pandemic was an uncertain future. Right? It's a it's an accelerated future. And so when you know who you are, and you have that foundation, regardless of what's going on around you, you have an anchor. Right? And so that's the take that I have on it, and that's how I brought pandemic into the fold in terms of the book.

Jeff Ma
So outside of the book, then, you know, I'm still really curious about your perspective around how the pandemic has affected you know, the things that you've been passionate about for so long, you've been coaching for so long. So the majority of your time has been free. I just use the word pandemic as a wholesale kind of like, you know, last two years. But, you know, it's Have things changed and what hasn't, what hasn't for you?

Audrey D. Lloyd
Yeah. So I think for all of us, the pandemic created a period of pause. And I think when there's pause, there's time for reflection, and to get insight about yourself, and about the world. And for myself, I know that I made a commitment that during the pandemic, that I was going to plant seeds, planting seeds, meaning networking, getting to know more people getting to know more myself, gaining skills that I'll need coming out of the pandemic, thinking in terms of what will companies need, what will individuals need? And also being there being there for the people that I coached? You know, because I think that yes, I was focused on getting them because I'm an action oriented, you know, Coach, but getting them where they need to be, and also just being there for them. You know, I think the pandemic allowed me to really slow down, you know, slow down, really listen more. And as a coach, you want to be present, always. But we're truly present. When we have no choice. We're at home. Right? We are, we're a captured audience. Right. So I think the pandemic forced that and there was some negative things that came out of it, but I think there's some positive things as well, particularly the ability and the time spent, you know, I'm sure for many to reflect.

Jeff Ma
I love that. I think I relate to it quite a bit. I think it was hard for all of us. But it was a time, it was a time that felt like in a way, you didn't have a lot of options, you have a lot of choices. So you all you can do is kind of make progress on what you had control over. And you had really only control over your own mindset, your own your own views of in how you how you treat how you took each day on one at a time. So I relate to what you're saying quite a bit. Were you still coaching people? Through this? I'm curious if you have any, like stories or anecdotes of like, coaching people, you know, especially through business changes, as well, of course, but kind of as people are looking to reinvent themselves during this time, like, what what are your kind of success and failure stories there?

Audrey D. Lloyd
Yeah. So I think, you know, one of the challenges during the pandemic is, as with anything, when you're in something in it, it's hard to see beyond it. And in the book I talk about, don't let your short term situation define your long term outlook. And that is really a mantra to say, yes, today, this is happening. But what do we need to do six months from now or a year from now, you know, when you know, I do this a lot with businesses, obviously, when they look to transform, you're moving from the as is for the to be? And for individuals, it's the same thing. So I think it's, you know, the struggle is at times is to get people to really have that foresight, that forward vision to say, what can I see myself doing? You know, and particularly the people who had lost their job, it was a hard time it was uncertain. And to really say, that was the career or the job that you had, but can you reassemble yourself? Can you put yourself back together to present to the world in terms of what's needed now, because some different skill sets are emerging, we know that is particularly with future work to be actually more human. Which this is where Love as a Business Strategy comes in. Is is hot now. It's now right. That's what we need more of. And so to be able to say, yes, you have the technical capabilities, but can you listen and relate to others and understand where they're coming from? Yeah. And to be able to interpret things for people who maybe don't understand and to also be a source of also motivation for yourself and also for others as well.

Jeff Ma
Yeah. Maggie, anything to add? or, or?

Audrey D. Lloyd
Yeah, I just I love the like theme of you call yourself an expert on transformation, and reinvention now on that same vein, and I just, like just taking it zooming out just a little bit, because we're talking a lot on the individual level, like, how, how have you seen full organizations or businesses go through that sort of transformation? It can be pre or post pandemic, but just in general, like, what does that look like for an organization that wants to go through something like that?

Yeah, well, I mean, that saying it takes a village it definitely does. It definitely requires a village to transform and at the same time, it requires each individual to change on an individual level. Because to change the whole, you have to change yourself. And each person has to be able to say, I'm aware, I understand, I'm going to make the commitment. And I'm going to actually make the change and not just make the change, but sustain the change. Right. And so a lot of that, I mean, of course, there's methodologies and practices that we put in place for change management, particularly working with leadership teams to model the change. But it's not just the words, it's also the behaviors, right? So I think it's, when you think of like an organization changing, it's really, you know, literally from the inside out, like, Who do we really want to become, so that we can show up like that to the world to our customers, to our partners, to and for each other, really as as employees as well. So it's, it's so it's a, it's a journey, but it's a journey that requires many, but requires the commitment of one, right? Each individual added up together, to able to turn, you know, to make things different.

Jeff Ma
When I think of the words like change management, in some organizations, it just carries with it. A lot of, you know, just like, I mean, in some organizations, to me, it carries that stigma of being very surface level or, or, you know, fake at times, because you're you're given directive as a job to go and communicate. Sometimes these cultural things that to be honest, and we just talked about this requires a level of genuinity, it requires a level of honesty and vulnerability. How do you manage change management and get people engaged? Especially in this landscape of, you know, the great resignation, these people, people are tired of corporate kind of BS, they're tired of being kind of tricked and and gaslighted. And all these things? How do you get people to, like you said, it requires everybody to have a mindset change requires everybody to be on board? How do you get people to really believe in that? How do you get people to actually engage with you, if you're, you know, a leader, or if you're in a space where, you know, despite your even best intentions, they still might come off as disingenuous?

Audrey D. Lloyd
Mm hmm. Yeah, I think, you know, you use the word draft, that I love the word engagement, I say the word quite a bit in bold, in the book, to be engaged is critical, because we know that engagement scores are low and have been low, not just in the United States, but globally, really, you know, what, for individuals to be engaged at the heart of that is they have to be, they have to care, they have to care, they have to have a sense of, you know, accountability for, for themselves, and for what the organization is trying to achieve. They have to understand the reasons why they should believe and their role in that change to really to own it, and the reality of the change, because I think many times people want to change, but we don't talk about what's happening. Now. we fast forward to what's going to be in the future, you know, if we get there, right, so I think having people really see what's in it for them, obviously, but But you know, in the book, I talk a lot about, you know, if you're at a company that many people would think, well, it's the company's responsibility, so leaders responsibility to make sure that things happen. But as a post pandemic, Future of Work professional, we are accountable. And we've always said this, we're accountable for our own success. But we're also accountable for when we raise our hand, we accept a position, I would think that we want that company to be successful, we want that company to win. And if we don't, we have to ask the question, are we in the right place? So I think, I would hope that most individuals when they understand the reasons for the change, and their role in the change, and how they will impact the change, that there's power in that, and that sticky, and that they would make a commitment. They're actually disengaged versus disengaged, which is basically checked out. I don't care, whatever, I'll do the surface stuff, but I'm not going to really, you know, do what it takes in the end.

Yeah, that engagement is so important. Not just for like, day to day, getting stuff done, but to really have your employees be bought in to what you're doing as a business like it. It's almost impossible if you can't engage your employees first and I love that you you .. that's such a big topic in your book,

but how do we engage ourselves? You know, I think that's really also the emphasis is, regardless of the company, this is your career, this is your life, you know, and sure not everyone is as passionate as the next person. But if we don't care about what it is that we're doing,

right. Yeah, that's really a point.

It is an opportunity, right?

Jeff Ma
Yeah. And that connects it. All right, you said, finding what you're really good at, and finding what you really, you know, your bold is, is seems like it connects directly to that theme of finding your own engagement as well. Right, making sure that what you're passionate about, or what you're you have confidence in that you bring to the table is also a part of what you bring to the table for your organization. So yeah, that's something to think about, for me personally, especially amongst the people around me. And for myself, so I'm already introspecting a little bit on that.

Audrey D. Lloyd
Yeah, absolutely. Absolutely. And, you know, I, it's, you asked me the question earlier about, you know, coaching individuals and successes, right in coaching. And I just want to come back to it's, you know, something that you suggest that, in the book, I talk a lot about what I call the four V's, right, so the four V's is what is your vision, right? What is your value? Meaning? What do you have to add? What are your skills? What are your capabilities, right? How do you want to be valued? Meaning do I want to be compensated? Do I want my own my own, you know, company car, do I want to be able to go to training, and one of my values, that all those things that come together, I think, really help you to really start thinking about? One, if you're interviewing an opportunity to if you're at a company, in terms of the engagement, that how can you really rally around that? Like, what what? How would you answer those questions, and, and we're seeing, especially in the survey data, you know, moving into the future, that more and more people really want to feel as if they are part of an organization where their value aligns to that organization. Right. And not only that, you know, I would think that most people want to know that what they do matters. That's where your value comes in, your capabilities comes in, and it does matter that matters to the bottom line. Right? And I would think it matters to the team. And, you know, hopefully, it's gonna matter to the individual as well, in that they're getting something out of it, beyond just the paycheck.

Jeff Ma
Well, I think when it comes to, just I'm curious for you, just your high level take on, because this is something that I struggled with, in working with and coaching with others, is you have organizational change needed. So it's easy to say things like your vision aligning with the company vision, but the company is nothing more than a bunch of people as well. Right? Like, like, is it really like your vision lining up with the CEOs vision? Or is it your vision lining up with, you know, like a written statement? I struggle sometimes with with the individual in the whole organization contrasts, right. And I'll give example, basically, of, you know, I think you and I would both agree that, you know, when you want to transform a business, you want to transform a culture, you have to do it at the individual level, like you have, like, I think you just said it behaviors matter, and individual mindsets matter. But then that collective that collection of behaviors and be in mindsets, is what makes the culture is what makes the whole organization. So how do you approach that basically, is what I'm asking, because you have many people who are, I guess showing up to work or showing up to their their business kind of just in a way consuming culture, or at least in their mindset, they are getting to partake in this larger culture that exists and is immovable and unchangeable, or whatever. And so they're just in it, for better or for worse, if it's a good culture, they get to just enjoy it. If it's a bad culture, they hate it, it's toxic, they just want to get out of it. I rarely see people kind of owning up to their piece of the contribution of culture, because it is ultimately everybody's individual kind of contributions that make up culture. So where do you begin, I guess, like when you work with people and organizations who have problems at the organization and individual level? What how do you tackle that?

Audrey D. Lloyd
Yeah, well, that's a great question. I mean, where do I start? So you know, that's a really good question. Because I think that what is culture, right? Is culture the statement like you said, or is it what I see and what I experience? And you know, I was recently actually just having a conversation with someone and they were talking about when you go, for example, to a training event, and I'm going to make a parallel here, but when you go to a training event, you don't, you know, studies will take us tell us that a month later, you don't remember necessarily the content. But you remember the feeling that you got the training event, and you know, and two months later, you probably have lost 90% of the content. But you kind of say, oh, yeah, you know, it was really great. I kind of don't remember what they said, though. And the parallels I parallel is, I think, is that with culture. Now, I can't remember most of the companies that I've worked for, and I worked for really great companies, what the culture statement was, or even really the behaviors in terms of the written stance, but I do remember the feeling. And I do remember how people showed up. And I think that in cultures of high accountability, people also keep them keep each other accountable. Right, not in a bad way, not in a punishment way. But I think when you lead by example, you influence and you motivate, and people are always watching those around you. And so it's almost like culture, or, you know, traditions in your family, it gets passed down, right, through stories through what we say how we're rewarded, how we talk about people, right? And so I think that in companies, you're right, it's the individuals, the people that really live and breathe it, and they live and breathe it, what I would like to say, through the feeling that you get, which I think is also intention, but it's also authentically how you show up. And when there is a toxic culture. I mean, you know what that feels like to it's unforgettable, right? But when there is a good culture, you can sit back and say, you know, I'm going to, I'm going to smile on this one. Because I remember my teammates, I remember how we rallied together, I remember how hard we worked. And like even in the book I talked about, when I had the great fortune of working at American Standard company, we had a great team. And it felt like we had a very diverse team. But it felt like we were all I would say, cut from the same cloth. It was like a common thread that, you know, bound us together. And what was that thing? It was the feeling. And I think also the way we we held each other up, and we worked together. And we had a personal interest in each other.

Yeah, something you said, really reminded me of, I love what you said about like, you remember the feeling. And I just want to share this really quick story. And Jeff knows this, I've shared this, about this company I've worked for before. I don't know if I've shared this story. But we had these this list of values, and they were on posters all in the office, and we had to memorize them once, when you were a new hire, like you had to memorize them. And in front of the whole company, you would be called out to like, recite them in front of everyone, like as a new hire. And they were all like, you know, on paper, great, like integrity, loyalty, you know, like all those like big corporate value words. But I couldn't tell you a single one of them right now. Like, even though I supposed to memorize them. What I do remember, is the fact that not a single person ever, you know, ate lunch with me the whole time I worked there. And what I do remember is that on my very last day, like after I'd quit and was leaving. I'd been there for a year and some girl that I worked with for a year was like, What was your name again? Like, that's what I remember about the culture and like, it's not what companies think culture is is like, making these big, like, gestures and coming up with these visions of mission statements and values and then sticking them on a poster on the wall and calling it a day. But at the end of the day, that really did nothing. For this culture. I don't even remember what they said. So

yeah, so I think it's really you know, what you're saying is to, to live it by it for the individuals to really live it and just show up and exude it. You know, show me Don't tell me.

Maggie McClurkin
Exactly, yeah.

Jeff Ma
Audrey. Before we run out of time, when does your book release? When do you plan on releasing the book

Audrey D. Lloyd
this month in in February? I don't have an exact date is yet but it is coming this month in February. And again, it's Bold: Rein in your Mind, Reign in your Career, and it will be definitely available on Amazon.

Jeff Ma
Excellent. And maybe but maybe when this episode comes out, it'll kind of coincide. This can be like your launch episode. That'd be great.

Audrey D. Lloyd
Yeah, be great. Yep.

Jeff Ma
So please go check that out. If it's not out yet. Go go look for it. If it's out, go buy it. Audrey, thank you so much for taking the time today. Very insightful stuff. And, and really aligned to, again, you got me thinking introspectively. So that's always something I appreciate these episodes and I can really reflect. Hopefully the listeners got the same out of it. And so thank you. I just thank you for taking the time today.

Audrey D. Lloyd
Jeff and Maggie, my pleasure. Thank you as well for the conversation.

Jeff Ma
Absolutely. Thank you to our listeners. Please be sure to check out Audrey's book and our book still on Amazon still there. Love as a Business Strategy. And you know, like the podcast, first time here, give it a subscribe, give us a rating tell your friends, all that stuff. Maggie, thank you for hosting with me today. And we will see you all next week.