Speaker 1: Okay, so now this is the real fun stuff, right, the prioritizing and setting goals. Figured out where we want to go. We know how we're going to get there with our mission and prioritization. So I suggest that you guys do a three year strategic plan. It's long enough that you can see the future, but short enough that you can like actually visualize it and the world is probably not going to change so crazily in that time. It'll change a lot, but instead of doing a five or ten year plan that by the time you get halfway through, you got to throw the thing out. What are the most important things that you should be doing? So again, strategy is about choices. You can do infinite amount of things. What are the most important things you need to be focusing on? So I'll share with you a story before I get into strategic priorities. So you might have seen a lion tamer. This is a lion tamer and I sympathize with this guy a lot. I'm a Leo for those of you that believe that has any weight and the legend goes. So what I've heard is that the lion gets distracted by the four legs of the chair. He can't figure out which one to focus on and in the process gets paralyzed into no activity. And I find that with so many organizations and so many leaders is that they have too many things on their list that can't figure out what to do next. So look at yourself. Sometimes you ever get so much stuff that you feel like this lion, he looks pretty menacing now, but he's on the ground and the next image, you know what I mean? But prioritizing and focusing so you do a few things really well instead of many things poorly. So how do you do that? We have our vision. We have our mission. We know where we want to go. I encourage you to pick a handful of priorities to focus on the short term over the next six to 12 months. What are the things that we need to do right now to move forward with our plan? Now from an organizational level, set priorities that everybody can help move the needle on. And it's so that everybody can contribute to this one thing. And I got like you guys are different levels of the organization. But wherever you're at, encourage your management, your leadership to adopt this type of framework because it's so much more fun to play when you know how to win. Like would you play a game if you didn't know the rules? Probably not, eh? Because it'd be frustrating. You have no idea how you can contribute and be successful. And so when your leadership or when you lead a plan with your team and you set the priorities out and say here's what we're focused on, it gives your people an opportunity to get engaged and contribute to the plan. You know, in football, you have offense, defense, and special teams. Everybody has their own role, but everybody's on the same team. And so creating a strategy this way is about getting everybody engaged and bought into the process.