Leadership: Systems and Coaching

Hey yo, what's up? So this is, uh, of course Tim Pratt Jr. here. Um, and I just want to give a little, just do a little demo or just some context on, and let me just share my screen. So I'm talking on the power of systems and coaching, the power of systems and coaching. Um, so the previous video that I did, uh, on here, it kind of talked about the nature of Hold on one sec. Not sure why I'm on. Okay, there we go. There we go. All right. So it talked about just like a simple framework for ministry and I'm focusing on ministries here, but this is going to be applied in any small to midsize, even large organization. But again, I'm just focusing on ministry right now. Um, so I work primarily as an Agile coach, senior Agile delivery manager, more so transition into a full-time. Principal or agile coach that I'll spend a lot more time basically coaching, facilitating things at the organizational enterprise level and still embedded in the teams and working with individuals here and there. Uh, but it's just that organizational alignment is, is what I'm trying to drive here. And, and in addition to that, I also see myself more as like an executive type associate pastor. So I spend a lot of time basically studying systems, studying leadership, From a theoretical standpoint, I spent a lot of time with great leaders. I spent a lot of time with not so good leaders, and I spent time with mediocre leaders. I spent a lot of time practicing this. I mean, I get paid to practice this every day, and I love it. I've been on the leadership side for about 7 years. I've been in technology pretty much my whole adult life, and I'm not trying to— I just trying to establish a little bit of credibility here. But all of that being said, I can talk about my resume later. I want to jump into this, uh, like I said, this builds on a video I did with a simple framework for ministry. So for this example, let's just imagine that you're the senior leader, or you're a part of a senior leadership team, or leading a team, leading a team of people. Um, but for the most part, you're the senior leader. There's a senior leadership team in place, and then there's like more of like ministry or departmental leaders in place. Again, go back to that video to kind of understand the importance of having a small senior leadership team, because a number one reason a lot of leaders go wrong is when a lot of— they try to hold, uh, hold too many people accountable and things are just too general. You want to tighten that up. And if you think about a triangle, like going like this, and you flip it upside down, that person is pouring into— it's smaller, you know, it's tighter. So it's pouring in. If you think about it, it's like the discipleship model once again. And it's broader and broader and broader because more people are catching the heart, but you're bringing it in where you can actually spend time pouring into a small group of people and pushing and holding those people to do the same thing that you're doing. And so again, it's, it's just a, a smaller, uh, more accountable way of, of developing people. But again, that's a whole nother video, uh, that's out there for that. In this context, I just want to look at systems and coaching just to paint a picture. Of course, I'm not going to be able to cover everything, hopefully in 15 to 20 minutes, but it's just to get the mind rolling and having a deeper conversation for you as leaders. So systems, systems thinking has been around for a while. It's very popular, something that I had to, to really spend the last 2 to 3 years growing in a lot, and it has helped take my leadership management game, whatever you want to call it, facilitator coaching, to a whole nother level. And it's thinking about the entire system, systems thinking. Like, okay, if I do one thing here, how does it impact here? If I move one person here, how does it impact all these areas here? If I move this person here, how does it impact them? Are they set up for success? Are they set up to fail? So it's just keeping up with all of these things. And as you see, I kind of use— I do this a lot with this mapping things. This is my personal one at work. Oh my God, you would think it's a ball of spaghetti everywhere, but it just helps me clarify things and make sure that I'm looking at things from a holistic standpoint so I can see that 30,000-foot view. And then it shows me where I need to zone in and kind of apply that pressure. But when I make that change, what I'm looking— I'm just keeping up with— it's a living document. It's a journey. It's not a destination. So systems. So James Clear, one of the popular books on habits out there, he said, we don't rise to the level of our goals. We fall to the level of our systems. This quote can touch not just organizations, but our lives, the way we handle money, so on. We really do. When you really think about it, we have goals, but whatever system in place, that's what's going to kind of dictate if we are successful in those goals or not. So systems. So I want you to think about— matter of fact, let me back up. I did a podcast on I believe it was Breaking Through Stagnation, and I was primarily focusing on having a North Star. So a clear vision. If you think about a puzzle, if I gave you a puzzle but with no instructions, nothing to look at, could you put it together? Let's say, for instance, that puzzle is 250 pieces. You probably will eventually put it together, but the time lost because you didn't have any direction, nothing to look at. Nothing to see, okay, am I aligning this right? You're just throwing things, hoping that they hit. And a lot of times that's how our systems are set up, even if we are a great leader and giving good vision. But we want to have a North Star. Uh, then the other one was just positioning people well. I was reading a book, I believe, Right Leader, Right Time or something like that. Um, they were talking about eventually just kind of have to make the decision that these are the people that I have. Uh, so I'm gonna go to work with the, the army, the team that I have versus the team that I want, and I'm gonna develop these people into the team that I desire, uh, in the ministry context, you know, by the grace of God. But leadership development is where a lot of people go wrong because we don't really understand true leadership development. Again, that's a whole nother topic, but just, I gotta hit these things out there to put these things out here to kind of paint this picture. And then coaching, which is we're definitely going to get into. A lot of people don't know how to really coach. Like coaching is way more than like, I'm going to have a conversation with you, go away. If I ask you right now, who are you coaching? Show me your, like, show me your coaching plan. Show me how you're helping this person grow. What type of model are you using or a variation of different models are you using? What is the coaching plan like? How are they progressing? How are they growing? What is their homework? Like, how are they challenging? What is their growth plan? A lot of times leaders are like, I don't know, I'm talking to them. That's not coaching. And that's why a lot of times, again, we're not getting the results that we want. And coaching, anybody really can throw their title, name out there as a coach. It's a lot to it. I thought it was easy at one point. I'm like, man, this is hard because you really can't make anybody do any— you really can't make anyone do anything. You can only influence them. But I have noticed that if a person is coachable and they have a desire, most of the time that person is lacking development and consistent coaching because everybody are not self-starters. So anywho, let's, let's, let's get— because I'm going about to go down the rabbit hole. So system, system, systems. So I want you to imagine here, if you think about your system as a leader. And you have a clear vision, you have a great team of people, but a bad system. Just look at what this bad system is going to produce. Even with a clear vision, a great team of people, it's going to produce stagnation. It's going to produce dysfunction. You're going to be consistently inconsistent, frustration, burnout, and a lack of alignment. It's probably a lot more. And what you're going to do is learn how to operate in dysfunction. That's essentially what your system is doing because your system is set up that way. Yes, you have great goals. You might even be praying. You might even be reading a book. You might be even going to a conference. You might even be allowing different people to come in and consult and speak into your organization, your ministry. But 9 times outta 10, that person's gonna help shape this vision. People are gonna be inspired, but that system is gonna kill this, for lack of better terms. It's gonna drive out this because you probably heard it. If you put a person, a great leader in a system that is consistently set up that they have to work against, most of the time that person, they can't influence it or start changing because leaders shape culture. Leaders shape systems, that person is going to leave, or that person is not going to perform the way they can. Again, take LeBron James, arguably right now the greatest basketball player in the world, if not the best ever. I know Michael Jordan fans will debate that, and it can be like Kobe Bryant sneaks in there sometimes, but typically it's between Michael Jordan and LeBron James. But apart from moving around, Michael Jordan stand, getting the right pieces, they had to eventually build a team around Michael is what I'm trying to say. Now LeBron, yes, he left. This is not a basketball lesson. But what I am saying is that they needed the right pieces around him at the end of the day. You put LeBron James on a team with a bunch of rejects. Does he get them to the finals? Yes, possibly. Did he ever win it? No. What I'm saying is that because that's one of the main reasons I think that he left. It's like, I have to go somewhere in a great system, a great culture. Then he learned, he came back. So Michael Jordan, of course he stayed, but again, they had to bring in people that could help him. Yes, he stayed. So again, not trying to argue the GOAT debate, but what I'm saying is that you have to look at the system. So again, LeBron James left the Cleveland system. Michael Jordan stayed, but they optimized the system. The system was worked on. The system was the problem at the end of the day. And so as a leader, you have to have that systems-level thinking, or you have to have someone that can come alongside you that's skilled. And I would say in ministry, this is like faith-based, but even if you can't find someone faith-based, I would still say you need someone that can come in and understand this because again, You can have a clear vision, great team of people, bad system, but this is typically what you're going to get because the system is set up for those results. That's how, that's what the system is dictating. Um, clear vision, not a great team, bad system, all the above and more. So it's just going to produce more because again, you have a clear vision. If you don't have a great team, and what I mean by this, not a great team. You're probably not developing them. Um, sorry, but Sunday morning messages and Bible study alone is not development. It's not. It's the word of God. Hopefully you're preaching, teaching the word of God in the context of church, but it's not, it's not, it's not like that specialized development, discipleship. Um, bad system. Like I say, all the above and more. No to fuzzy vision. Not a great team, bad system. As my mother-in-law often says, Jesus, help us all. Help, help, help. If I could play the Kevin Hart video, I would right now. Help. Because that's exactly what you're just going to be calling out on. Help. The vision is not clear. What I mean by that, sometimes people say, hey, what is the vision? I want to help win and convert souls. Okay, great. What is the vision? I want to win and help convert souls. Okay, great. What is the vision? What is the mission state? Like, what is help? Let's unpack that. I'm notorious for using the example, you talk to any team right now that's playing, hey, what do you want to do? We want to win a championship at the end of the year. Great. That's the vision. Okay. Now, what are we putting in place to support that vision? And we just go from there. Do we have a great team? Because again, we can say all day, I want to win. But do we have a great team or do we have an okay team? Because I have seen average teams with great systems and clear vision, good coaching beat superstars. We've seen it. It's hard, but we've seen it. So again, but if you know, to know, to like a fuzzy vision, not a great team, basically just not a lot of like leadership development, bad system, you're going to be screaming help and Jesus consistently help us all. And all the praying in the world. Listen, it's always the X factor there, but all the praying in the world, all the teaching in the world, all the teaching of substance in the world. Uh, I'll leave it at that. So I want to move us on this side. So if we look at this side of the, of this mind note or mind mapping, You take a clear vision, say, for instance, you have a decent team, but you have spent time optimizing the systems— system, you're going to get results. You're going to get results like you're going to get them. Now, they might not be like you want them, but you're going to get them. Clear vision with a great team. So people are consistently being coached, things are consistently being facilitated well, people are consistently developed. We're going to get into in this coaching part, alignment, all this stuff is there. Great team. You optimize the system, you're going to see fruit, you're going to see results and probably the results that you desire over time. I don't know when they're going to happen, but you're probably going to see them because as a leader, we should be spending more of our time making sure that we are optimized the system and developing a senior team that can be a catalyst. And then others. Again, it's not about who's better. I understand the Holy Spirit operates in all of us if we truly believe in Christ and accepted Jesus, our Lord and Savior. But the Holy Spirit, like right now, I— no matter how much I want to beat on them drums or play that piano, play that organ and thump it, no matter how much I look on TV and be amazed, like, oh my God, I want to get up and go do it, I got a desire, I'm burning with passion, I'm telling you right now, within my hands touching the drums and that keyboard, we're gonna be like, we need to position you somewhere else that, yes, you have the Holy Spirit, but an area that you're developed. Maybe you might say, okay, you're going to teach over here or something, uh, you're going to help lead something over here, but you're not touching that piano. Because I understand, I know you praying, I know you have desire, but this is just not your area. And the Holy Spirit can't help you do anything that you have not submitted yourself to, to grow in and develop. That's just, just the nature of it. Uh, prove me otherwise with scripture, but that's just this nature of it. And I know God has used people in the Bible to do some things that natural ability, but let's also keep in mind, stay in the context of the New Testament as well. So, um, so here, coaching, coaching. So the other part of this thing is I look at a lot of people, and I was guilty of this, we read the books We look at other pocket church generation, just pocket YouTube University. You have a lot of people out here now because we don't have a knowledge problem. The information is readily available, but we do have a wisdom problem and we have a problem of knowing how to execute. And again, I work with people that get paid a lot of money, truthfully, to do things, to drive things, and I still have to be there coaching and facilitating. So just now imagine if you're doing it. And a lot of times with, with ministries and small organizations, nonprofits, a lot of times you're working with volunteers or, you know, like stipends and things like that of that nature. So what I'm saying is that the money is not necessarily going to fix it because people are going to do what people want to do. Everybody always has an idea. Everyone is always trying to push an agenda. So it's like, how can I foster out the wisdom of the group? How can— and that takes a great facilitator, a great facilitation. And coaching. That's why teams have coaches. Uh, you have— you can have 4-star players, but they still need a coach, and primarily probably a very strong coach, not, not a weak coach. And so, uh, I see people when they read these books, they listen to these podcasts, uh, like I said, they go to conference, they bring in speaker after speaker, and it seems like it's a high, then it drops down, high, drops down. It's primarily because of the system, and then the next one is primarily the lack of coaching. If I go to T.D. Jakes' conference next year, his leadership conference that's primarily focused on like all the things he's doing, 9 times out of 10, the speakers that they're bringing in, they probably started small. But a lot of times, and I could be wrong, but the last time I checked, it's geared towards big ministry. Do this, do that, do this. I have this going on. It's a personality. They're not saying— not questioning them or anything like that. But a lot of times that's what it's focused on. And if I'm not careful, yes, I understand it can create an appetite in me and all of that. But if I don't contextualize that, it's another video out there on YouTube. You check my YouTube talk called Contextual Leadership. But if I don't contextualize that, I am going to destroy or overload my operating system. I'm going to overload the organization that I'm leading or the organization that I might not be the senior leader, but as I come in, because I'm not contextualizing, I'm just, they do this, they doing this, they do this. And it's like, again, the knowledge is there, but the wisdom, the applying it, the contextualize it, it matters. And you have to have systems thinking to see that. And if you're not a systems thinker, when I hear people talk about like all these ideas, okay, I'm like, that's the whole thing of incremental value. You put something out there, not crap, but you plan, you adapt. A lot of times we say, well, it's no need to plan because we don't know God. Okay, plan and just be— have an adaptive capacity and adaptive planning. If God intervenes and disrupts, you're adaptive, you're agile. But that doesn't mean not planning. We can go through the book of Proverbs right now and we see the beauty of this dialogue playing out. And so you want to have coaching, you want to have context there, plan If God decides to disrupt it, he decides to disrupt it. But what happens if he don't disrupt it? What happens if he say, I'm just watching this, you know, and you're just sitting there like, well, and now it's just this. So no, moving some value, incremental value, incremental steps, and just go from there. But context, context, context, context. When I study scale frameworks, I'm going to try to show one real quick. It's all about context. What principles? What are we trying to achieve? I have to Yes, I look at all of these type of things that it recommends, but will that work for my team? Okay. Why, if I don't do this, what is it going to do here? If I say, well, I like this part, but I don't like this part, do I have enough? Have I studied enough to know, like, again, systems thinking, the connections of why I'm saying I don't want to do that part of it because it doesn't add value here. But a lot of times we just adapt everything and it That's the beauty of local church. Even churches that have— that are like one church and they're kind of planted all over the United States, if not the world, they still have like campus pastors because they understand the need for the local context. Like, this pastor's like, I don't want to be preaching a message over here that's going on in a local context of California, and I'm trying to push the same— they might be on the same series, but they are going to be different based on the context and what's going on there. So context matters. We have to be able to lead with context as leaders. Um, so that's what a coach is going to help, help bring. Um, again, I touched on the systems thinking, bringing that element there. Alignment— all making sure that we're rowing in the same direction. Again, everybody's doing something and contributing, but are you trying to turn us this way because you're rowing? You're rowing over here, and it's like, it's just some people are just looking to be like, dang, they working hard, but they That boat or that rower, it's, it's going in circles. Is it going here? No. I want to make sure that we're rowing in the same direction, although all of us are working extremely hard because a lot of people— I think it was Jim Rohn said, don't substitute busyness for achievement because it's easy to get faked out. I might be butchering the quote, but essentially what he was saying is that just because you're busy don't mean that you're making impact. You can just be busy. Uh, and busy doing nothing, like, truthfully. And so you want to make sure that you have alignment. Another thing that that coach is going to do, continuous improvement. We will never arrive. I, I, I probably legit probably log in, and I don't think I'm nowhere near close, but what I'm trying to say here is that, um, every day that I get up, I'm always— whether I'm in the word of God, whether I'm in a leadership book, a leadership podcast— I was just looking at a leadership podcast from 6 or 7 years ago and 3 things corrected me that I've literally been saying out loud and loud and wrong. And so it's just teaching me like, wow, because it was like timeless wisdom, but it's that continuous improvement. Like, what is my posture? Why do I want to mature? Why do I want to get better? Because John C. Maxwell, I think he made it popular, but when he said everything rises and falls on leadership. So this is the thing you want to be in leadership. But can you really live by that quote, everything rises and falls on leadership? Because if there is a problem within an organization, the way John C. Maxwell tells it, and again, I might be missing some context, but 9 times out of 10, you're the problem. But if you're the problem, you're the solution. So continuous improvement, because again, some things might not be moving because of our ignorance. And ignorance is not a bad thing. It's just unlearned. But stupidity, you don't want to be like a stupid leader. And what I mean by that, and the Bible uses this language as well, but what I mean by that is that you know what to do, but you won't do it. And so that's just, just unwise development. So some people have to be coached one-on-one. Sometimes you can't coach everybody in a general setting, no matter how much you say, hey, we can share everything. We can do our— we should all be on one accord. No, some people you cannot coach in a group setting. It has to be one-on-one. You have to build them up. Sometimes you could do team coaching, sometimes it's organization general coaching. You— that's what a coach is going to do. Context matters. Some people need more development, more time. And this comes from assessments and things of that nature. Like when I'm coaching people at my job and I just was watching a YouTube video not too long ago, when they say, hey, you know, this person, we like them, but this I typically want— when I see that, what I start to try to do, if I don't have context already, I literally start interviewing 10 to 15 people before I even touch to talk to that person. And I try to build that trust, try to build that line of communication. I start jumping in and observing and things, just seeing how they are, the consistency, because I have blind spots too. There's feedback that I get, I'm like, dang, and I already know it, but it's like, dang, somebody else seen. We all have blind spots. But what I'm trying to get at is that I had a coach to call me on things. I truthfully got better in my career, took off to a whole nother level right before my daughter was born. My wife was pregnant, my daughter was born, and I was coached right before I went on leave to be with my wife for those first 6 weeks. And that person, when I say I leveled up, man, it was some hard conversations. He called out some things like, hey, you really need to improve in this area. You want to be— and it put together a growth plan. So I had to be coach. It's that developmental stuff. Was working very hard, but just development. So again, that's what that coach is going to bring. Collaboration and communication. You don't realize how most of the time organizations are not going where they want because of communication. People just make assumptions, the bystander effect. I'm grown. I don't have to communicate this. Communication is key. Most marriages are stale and fail because of communication. You have spouses right now that won't even share things with others and just say, I'm going to live with it for the rest of my life. I don't want to bring that to attention because they might this. So just imagine that in the body of Christ. Oh my God, like, it's communication, the lack of communication, just assumption. Oh, I thought they knew. Well, I, I, I Making assumptions are the worst form of communication. And I live by this thing, this is a communication sent, communication received, communication understood. Make sure there's understanding. And if that person seems like they can never understand, we might have to have the develop— I just say difficult conversation. We might have to have the developmental conversation. Now, depending on what hat I need to wear, and this might not be the best role for you because you just don't understand it. I— some roles I'm just never going to take. Like, I will never take them no matter the money because like, I'm going to be like, I know that I'm just— I don't understand what you all do, don't really want to understand it. So I probably— because I want to remain stupid in that area, but I just, I don't want to understand it. So I'm like, I don't want to do it. And sometimes we have to like have those, again, developmental conversations. Again, collaboration is kind of the same with the ROIN, continuous collaboration. We want to make sure that we're not assuming. A lot of times that's why like I've seen times where 2 or 3 things have been running and people are burnt out because it's like, oh, I didn't know you were doing this. And like, all you had to do was just talk. All you have to do is just communicate. Is the work visible? Or do we see everything that's coming in and out? Um, so again, that drives that accountability. And then leadership alignment. Um, this is what this coach is focused on. Like, if the leadership team is aligned— not aligned, you're going to have dysfunction all throughout your organization, all throughout the ministry that you're leading. So that's, that's really just the, the nature of it. Um, let me, let me get this real quick just to kind of give you a little bit more visual. But this is why, like, systems and coaching— of course I can go on and on, but this is why systems and coaching is very important. And we have to step up our games as leaders when it comes to this. So let me share this real quick. And then we're going to conclude this video. So this, you have, this is just a framework in agility, but I just want you to kind of see something here. So this is a small one, but I want you to think in the context of a ministry. And let's just say, for instance, this person represents the senior pastor or the pastor, and this is the elder board or senior leadership team right here. And this is the value that we're trying to bring. So we're trying to, you know, consistently get to here. To here. And just don't worry about all these. Again, this, this is a framework, but I just didn't want to reinvent the wheel. So I'm gonna try to zoom in here. So imagine— I won't let me do that. So just imagine all this area right here. These are all the different ministries that's being ran or whatever, or led. Take away this senior leadership team. Right here that's helping kind of oversee this, helping serve it, ensuring it, driving accountability. So take away these 3 right here. Just say this is the pastor, they're doing general teaching, they kind of have general things, no real accountability in place. All these people, you kind of see like these are just different little meetings, they're just stopgaps. I mean, I wish I had 'cause zone in on these, but these are just, like I said, sprint planning, sprint planning, previous things. So it's, it's all it is is just communication checks. It's a pulse checks. You see like businesses have these in place. Now again, I'm not saying go overkill and start meeting like daily, weekly or biweekly. I mean, I'm sorry, daily, you know, you gotta meet every day or I'm messing up daily or weekly, like 2, 3 hours a week, or biweekly, 5, 6 hours. But yeah, you probably can meet weekly for 1 hour if you're small and things. You have to kind of create your format. It's many different ones out there. One of the popular ones that I like to talk about, if you're meeting weekly, is teaching people how to do a kind of like a, uh, a sync team sync meeting, leveraging a daily scrum mixed with like green flag, green light, red light, and maybe a yellow light in there. And it's just like, hey, what, what's good? What, what is going good? So everybody's kind of already aligned. These are the things that's going good in flight, no issues. The things in yellow might be things that are just indicators, like they're not good nor bad, but they're kind of like yellow. We're making progress, maybe just some things, but it's not really worth calling out. Uh, and then it could be red. Hey, this is absolutely horrible. Need to be notified. That's the format that you use. I can go deeper into that later. You could go quick, just update, hey, what's going well? What's going, what's going well? What's not going well? And anything like any improvements, any blockers or just of that nature. You can just mix them, what's going well, any blockers. I'm just, I'm thinking out loud. But just this picture, imagine if these people aren't aligned and all, all we're trying to get to here. It's going to be chaos. Like, these people, just imagine if you see how they even have coordination here, like coordination on the backend. You see daily Scrum, um, meeting. All that what I'm trying to paint here is that you have to be, you have to coordinate, you have to communicate, and it has to be alignment. And if that is not there, you are going to have chaos. So again, and just kind of go back to this and tie it off. I know I keep jumping in and out of here, but I just want to make sure this point is driven home. And I know I went way over my time. That wasn't God, that was just me rambling. But again, We do not rise to the level of our goals. We fall to the level of our systems. So if you want to go more in-depth in this, if you want me to talk— this impacts, again, organization. Everything has a system. Like right now, even in my household with my marriage, my, my wife, my kids, we have a system. I have a personal system. Systems impact everybody. If I want to get in shape, if I want to get my money right, system. I can have a goal all day long and say, man, I want to be worth $100 grand, uh, Nick, by the end of next year. Okay, what is my look like? How's my system contributing to that? So, and if I don't understand money, do I have a coach? Do I have a consultant? Same thing with my body. If I want to get to a certain place and I'm not willing to do all the studying, I know I don't have a high degree of self-accountability. Get a coach because let's just be real, you're not going to do it. You're not going to do it. I'm not going to do it. So systems and coaching, I really want you to just take some time as you think about 2025. And say, man, what does these look like? Are these set up right? Because again, it does not matter what book you read, what podcast you listen to. I don't care if you bring John C. Maxwell into your organization and he speaks for 2 hours for the next 7 nights. Once he leaves and that system is not addressed and consistently refactored and optimized, you can really just say you just gave John C. Maxwell a nice check. And it ain't, it's not on him. It's not on him. He provided the information. Some people took it to heart. Some people shared it and helped it. But the reason why it wasn't truly took to heart is because this right here, this bad system, the system wasn't optimized for success. So I hope this helps a little bit. I hope it gives some context. Again, like I said, if you want to dig deeper, just reach out to me. I'm actually in the process of— here, I can just show it to you on my screen here. I'm actually in the process of launching this here. So this coaching and consulting, Rethinking What's Possible, Tim Pratt Jr. So again, if you want to dig deeper, just reach out to me. Through my Linktree or whatever. Typically, like I say, you can reach out to me, uh, on YouTube. Just, I typically have links and things like that as I post videos. And if you know me personally, just reach out to me through Facebook, LinkedIn, or Instagram, or shoot me a text or email, uh, or my website, and we'll go from there. So man, love you all. You be blessed, and I hope this provided a little bit more value, uh, today to help you lead a life with more intentionality. Thanks.