Profit on the Other Side: What It Really Takes to Go from Survival to Strength

One of the biggest lessons learned for me is really challenging myself as it relates to the commitments that we make. And are we really committed to something? Or as Mike says, or are you just interested in it and really digging deep around what that commitment looks like? My daughter said this this week. She was like, I haven't been running as much as I want to. And she was like, I'm going to start running again. And I asked her, are you committed to it? Are you interested in it? And she came down with a plan of what every single day is going to look like. She wakes me up at 5:00am and we're out the door at 5:15 this morning. By the way, she's 11. Just to clarify. But if you can take anything away from that is really challenging yourself if you're truly committed to something or just interested in it. Cause I think that's that there's a big gap that lies in between there. Welcome to the Beyond High Performance Podcast. Featuring content and conversations from me, Jason Jaggerd, along with our elite coaches at Novus Global, their high performing clients, and the faculty of the Meta Performance Institute for coaching. On this podcast, you'll hear some of the world's best executive coaches and high performing leaders, artists and athletes discuss how they continue to go beyond high performance in their lives and businesses. Welcome to your finest hour. I'm Kristin Frade, Partner and Executive Coach at Novus Global. And I'm Mike Park, Executive Coach and Associate Partner here at Novus Global. And today I'm especially excited because you'll hear the story of one of our clients, Rodrigo Alcain, the CEO of Eastridge Workforce Solutions. If you're a high performing leader, maybe you've been asking yourself, how do I lead my company through major change without losing my people or my culture? How do I craft a vision that actually inspires my team and delivers measurable results? How do I unlock performance at a level I didn't even know was possible? This episode answers those questions through Rodrigo's journey. Rodrigo's story is fascinating. Before working together, Eastrich had just gone through a divestiture and his leadership team was at a crossroads. And then the transformation began. Within just a few months of working with Novus Global, one of Rodrigo's key leaders did a complete one 80 after a two day training with the team. Halfway through their coaching engagement, Eastridge is on the road to profitability for the first time in a long time. In this episode, we unpack exactly what made that possible. The mindset shifts, the cultural pivots and the leadership decisions that allowed Rodrigo to lead a major turnaround and define what success looks like. If you've been wondering what it takes to build a thriving high performance culture, one where both your people and your profits grow, you're going to want to hear this conversation. Let's dive in. Rodrigo, welcome. Thank you, Mike and I know you fairly well at this point, but for our audience, you are now the CEO of Eastridge Workforce Solutions. But as most people, you did not quite start there. So can you give us a little bit of a snapshot of your leadership journey to where you are today? Sure, absolutely. Yeah. It's been, gosh, what a 16, 17 year journey. Now I've been in the staffing industry for about 17 years and I started as a recruiter many, many years ago. Pretty much the most entry level role you can have within the industry. And over the course of 17 years, I just continued to really kind of scale and grow and moved in different organizations that allowed me to have a larger impact and align the things that I really was passionate about, which is growing people. And fast forward, here we are. I've been with Eastridge for a little over two and a half years. I started with them as Chief Growth Officer and then moved into the president role of our division in 2024 and then in February of 25 moved into the CEO role. So it's been quite a journey. And speaking of journey, I'd love to hear, obviously I know the story, but again, for our audience to hear a little bit of the journey of how you even came into coaching, found us at Novus Global, et cetera. Yeah, absolutely. It's gotta be probably the longest sales cycle you all have ever had because I think from the initial inception of my reach out, it's been about three years until we actually can make this happen. But you know, interestingly enough, my, my journey to find coaching really was just I was looking for folks that were in my area that had actually, in fact, the way I found you, Kristen, was I went on LinkedIn and just typed in executive coach on LinkedIn. And a lot of people came up in LinkedIn. So I was just trying to figure out who to reach out to. Just wanted to grab some coffee and really understand what executive coaching was. I knew, I felt that I had some gaps that I really wanted to work on and for me to scale and grow at the, the capacity that I needed, I knew I needed support. I just wasn't sure what that really looked like. And after meeting with a few folks, you know, I reached out to you, Kristen, and You responded back, and I think there was some dialogue back and forth. And we originally had kind of our first. It's called consultation or intake call or discovery call, if you will. And what I thought coaching was and what you explained it to me were two very different things. And I distinctly remember, I think you asked me what I was looking for, what kind of help I needed, and I think I landed somewhere around imposter syndrome, which I know Mike hears me talk about actually, not so much anymore due to his help, but. And I can't remember exactly what you said, but the feedback you gave me really stopped me in my tracks, and it kind of hit me right between the eyes in probably 15 minutes of that first conversation. And I knew right then and there, I was like, I've got to work with Novus, because if you can do that within first 10, 15 minutes of us having a conversation, I knew that it could be transformational for me because I would tend to get in a very comfortable place. And it was just. I thought it would just be some healthy dialogue around how to coach and lead other people. And what quickly turned into, hey, no, this is going to require work for me was really, really exciting for me. So although it took us a long time to finally get to the place where we actually moved into an agreement, I just knew right off the bat that this is the work I wanted to do with you all. Yeah. One. Even though, yes, three years later, here we are. That is actually really interesting because we talk about that sometimes, even internally, that timing is a huge part of a coaching client relationship. So I think I actually remember what. What the question was or what it was around is. I felt like you were almost reading off, like, a resume to me and painting this picture of, like, yeah, everything's great. And it's like, well, then you wouldn't be reaching out to an executive coach or finding. And so I think I had asked you, do you actually enjoy what you're doing? Because I'm waiting for. That's what it was like. I don't see it on your face. I'm waiting to hear it. Yeah. Thank you. That's what it was. I. You asked me if I was excited about it, and I said, yeah, I am. And you're like, are you? It's like, well, did you pick up on something? And then that's when it all started yet. Okay. Right away, I'm curious. You know, we have the benefit of you looking back three years ago to that first conversation with Kristen, and it sound like you were excited. You know, she stopped you in your tracks. But, but then again, it took three years before we started working. Getting into coach, working together, getting into coaching. Like looking back, what would you want to say to yourself? Three years ago, make the investment. I kicked the can down the, you know, the road way too long. And if it wasn't even for. I think the other challenge is I wasn't in a position to make the decision from a company perspective to make that type of investment. But I, I was, I know Kristen and I even talked about making an investment just for myself outside of my leadership team at that time. And yeah, I would have said just commit and do it right. And I think had I known what my vision was at the time and understanding where my current reality is and then where that gap was, it would have been a no brainer for me to do that. So that would, that would be what I would say if I had to do it all over again. Okay, well, so let's fast forward to today or really at this point about six months ago when we did actually engage with you and your team. So paint us a picture of where you and your company were at. I know you had just gone through divestiture and you were forming essentially your core team that was going to move this, this new version of the company forward. So give us a little bit of a background of, of where everybody was at. Sure, yeah. So back in February, actually even I would say a little bit before that, as we knew the act, the divestiture was going to happen. My CEO at the time, we're really starting to talk about, hey, it's like, what does the team look like going forward? What are the challenges that you're going to have all these different things. And as I started looking around my executive group of who was now going to be my newly formed executive group, all of the folks, with the exception of one who was our CFO at the time, had been operating at, let's call it enterprise level or at that level from a executive position because most of the folks either reported into me at the time or within a division or they had company remit reporting into someone else. And so that was a, that was a big undertaking, just coming in, understanding what we're going to be faced with, and then also having a brand new executive group that was again, has never led at that level or at the level that we needed to for the very first time. Now the good news was is that the remaining entity that was left was they. We had this gift to really create a high degree of focus in the work in the things that we were naturally good at as Eastridge Workforce Solutions as a recruiting and staffing company. So a lot of the complexity of the business was cleared out by and large. But again, we didn't know each other at the level that we needed to. There was no trust built just yet. It was all brand new. And in understanding that we were going to have a pretty significant uphill battle that to work through for the first year, that was really the makeup of the team back in February. Okay. So then at that point we partnered together to come do our, what we would call our signature two day training for that core leadership team. And then we started to partner with you all to have everybody have coaching coming out of that with Mike as your coach and a couple of other coaches from Novus Global for the rest of your team. So we'd love to hear how that experience was for you and what you saw coming out of that, really, even immediately after the training. Yeah, I think we were fortunate to have a few calls prior to the two day session. So there was already this kind of overarching understanding of our current state and where we were as an organization. And some of the. What was interesting though is that I think back now specifically Mike working with Mike, there was a lot of, I guess, kind of seek to understand. So he was just a lot listening to me and he wasn't coaching really at the time. And, and now I realize it was really intentional because I think he wanted me to have the foundation of the two day training before he really like jumped in. And I actually thought he was coaching me then. But what I realized after the two days and when he started coaching then was really impactful. But I think there was this. Those calls really helped leading into the two day session. The two day session was with our executive group and really, I don't know if I truly had an understanding of what to expect in those two days. I thought truthfully it was going to be, hey, let's talk through a couple challenges. We have the organization and they're going to help us really kind of work through some of those in order for us to come out of this with our kind of key priorities or strategic priorities as a business. And it really wasn't that. What we really had an opportunity to dive into is really how do we break this cycle of ownership that Novus can kind of help us give us foundational work that's going to outlast a strategic cycle. It's going to outlast a quarter or a year, but really give Us this tool and foundation around not only a common language that we use, but how we show up and how do we show up for each other, and casting this vision for not only the organization, but us as individuals. And that was really the opportunity. The work that we got to do in those two days was really around those things that, man, it really set us up to really launch the company forward. Because I think without that not having that foundation within the two days, the rest would have been really, really difficult. Yeah. Rodriguez, I'm curious. I mean, the really pivotal moment in your leadership and for the company you're choosing to make this big investment into coaching again for yourself and training and coaching for your executives. Like, what was the thought process for you as you were deciding, hey, working with Novus Global is going to be the thing that is going to take us to that next level we want to be at? Hey, I think the deciding factor was just really looking at where we were as an organization, the executive group that I had around me and the work that we needed to do to achieve the outcomes that we needed to and the amount of time that we needed to. I think one of the things that you all said right off the bat was like, hey, how do we get you to do, I'll probably botch this, but, you know, do more with less and higher amount of engagement. Right? That was the. The biggest thing, and that's what we needed to do as an organization. So realizing what we had to accomplish was gonna take something different than we've always done, and it was gonna take something different as it relates to what we thought was the way to get there. And so that was the pivotal moment for me is like, hey, if we're gonna achieve this and we're gonna grow the company the way that we need to, we've gotta do something different. So, Rodrigo, I'm curious. You guys are a staffing solutions company, so you're working with companies who are trying to bring in talent, who are trying to up level their teams. So what do you notice about what other companies might do when they're in a situation like this? Like, who do they. You know, it's interesting because our work really happens at what we call at the rec level, right? So we work with companies and they have an opening either due to growth or attrition or whatever it might be. And we're generally asking a lot of questions of why the position's open. And oftentimes the work around either transformation or culture or growth or whatever comes through those conversations. And our goal is to Try to identify someone that will naturally fit within that culture. But then that usually leads into bigger conversations around the change and that they're going through and the change management and why they're going through these changes. And they usually will try to elicit some type of consultant that they go through to really kind of dive in and look at the business and provide them on business strategy and things of that nature. But oftentimes they end up in the same place, even though they change a lot of their strategies really soon. But usually they will outsource it and try to identify consultants to support them through whatever change it is that they're going through. And in our role is to try to find someone specifically that might fit in there. And then oftentimes they may come back and say hey. Sometimes even the candidate comes back and will say hey. The way they described the way they do work or their culture is actually not how it's showing up day to day. So it's always really interesting about the level of work that you do and then how they go about it. And I remember being really excited to hear what you and your team were going through. Cause I'm like, man, what a perfect time for you guys to be working with us. Because we do start with vision. And if you're almost going blank slate, where you get to decide what does this look like going forward? Because this is new. We are new. Like we've been around and we know each other, but we have this opportunity that doesn't always come along. So Mike, I want to bring you in as coach at this point. And as Rodrigo mentioned, I know you had a couple sessions before the two day training, so tell me what your initial experience of Rodrigo was as a leader, as a client, etc. So get, paint us a picture of that. Oh man, he's, he was ready to go. I mean, Rodrigo again, I think there's also, it's a testament to your guys relationship and that the way that that coachman was framed for Rodrigo over. Over a couple years of knowing one another. So he came in, there was clarity for him in terms of, hey, here's here who I want to become as a CEO, here's where I want to take the company. But really an open handedness and curiosity, like I don't know what, I don't know, like what's next. I think there's a word that I used to describe Rodrigo's humility. There was humility to, you know, to be open to new, new ideas, new questions for him. He was engaging the work Right from the beginning. And it was, it was interesting because, you know, the up until now phrase that really, I think like got a hold of him. I think that was one of our first calls. Very first call. Yeah. And I remember it was like, it was, it was our first call was our onboarding and you know, it's kind of walking in orientation through our system. And it was like the last five minutes of call. I just introduced his phrase up until now and he loved it. I think he wrote on LinkedIn about it. And I was like. And I was kind of chuckling because I was like, if he likes this man, he's gonna love everything else. It's like taking someone to a really nice restaurant and they're like, the bread basket's amazing. Well, and for those of you listening, just a quick snapshot of what the up until now means. So we focus a lot on language. We focus a lot on how our language reflects what we're thinking, what we're believing. And so essentially when we're hearing maybe some self deprecating language or some disempowered language or hey. And somebody just really potentially beating themselves up. Rodrigo, if I know our conversations before that was probably similar to what it was then, we can throw the phrase up until now on. And it's almost like it creates a new pathway in our brain to believe something different going forward. Otherwise we're going to often keep perpetuating the thing that we had been believing that really wasn't serving us anymore. So, Mike, I don't know if you want to speak any more to that, but I just wanted to make sure they could follow along. Yeah, I mean, one of the things we'll talk about is like, where value comes from. And value comes from full participation. And Rodrigo, like right from the jump was fully participating in wanting to like squeeze out every ounce of value out of the coaching experience. So again, like the last five minutes, a phrase that, you know, again, may for some people be a throwaway. For him it was like, wow, this could be a game changer for me and my leadership. So that I just noticed right from the beginning that the rudder's full participation was going to create a ton of value in this space. That phrase alone, again I mentioned it earlier, has really changed a lot of our dialogue and conversation. And one of the things that you all really instilled in this is the empowerment versus disempowerment language. And for any leader that's taken over a team or any situation, inheriting or building, whatever a case might be, those words Every time you finish a sentence and you say that or you say it for your team, it just changes the trajectory of the conversation completely. And it's been phenomenal. It's been great. Hey, everybody. We'll get right back to our interview in a second, but first, we want to do something that we've actually never done before. Usually when we take a break like this, we're advertising our coaching services or a new cohort, starting with the Meta Performance Institute. And for the first time, we want to point you into the direction of Andy Stanley's podcast. So like I mentioned before on this interview, probably multiple times, he has had a profound impact on my life. His. And I want to make sure that you were able to connect with his resources and had your life be changed in the same way that has changed mine. And so his team has told us that the best place for you to start is the Andy Stanley Leadership Podcast. I've been listening to it for years. I love the guests, I love the content. It is brief, it is packed, it is valuable, and it has enhanced my leadership, and I would love for it to enhance yours. So please check out the Andy Stanley Leadership Podcast wherever you listen to your podcast. And now back to the show. Juan, tell us other ways then. How has your leadership evolved over the coaching time so far? There's so many ways. It's hard to. It's really, really difficult to see pinpoint on a couple things. But there's just, you know, Mike challenges me a lot around, like, you know, what leader do you need to be today? Who's the leader that needs to show up for the organization or for a particular person that I might be speaking to about? And just rephrasing that alone completely is like, how do I need to show up today? Because the way I was showing up before, as Mike reminds me, it served me well to that point. Right? And so I think understanding and casting that vision for anything that I need to do, if it's a board meeting, if it's a town hall meeting, if it's a one on one, just really understands, like, what leader do I need to be today? What leader do I need to be for this person? That alone has changed, I think my perspective from a leadership standpoint completely. The other piece is, you know, I talked a lot about imposter syndrome and we, we as a society talk a lot about imposter syndrome. And it was, it was one of our earlier calls that Mike and I had, and he challenged me and says, well, what are the things that you think of when you you know, think about imposter syndrome. And I started naming off all the reasons why I may be challenged. Right. The divestiture. First time CEO never led this type of group of people, all these different things. And what really came out of it was, is that they were. It was a crutch for me. There were excuses if I failed. I got to say all these things. And so when Mike said is like, how is imposter. Imposter syndrome serving you today? I remember looking at him, I was like, what do you mean? How is it serving me today? It's not serving me. I hate it. I don't want to feel this. He goes, no, really, think about it. How's it serving you today? And we started thinking about then I was like, holy crap. It's been a safety net for me. And since then, and that was probably as months ago since then, I don't think I've keep me honest, Mike, but I don't think I've talked about it and I don't even relate to it in that manner anymore at all. That has fundamentally changed me completely. Yeah, well, he's giving me a lot of credit. He got there a lot on his own. So I just. I just spotted the bar for him. Yeah. And, you know, again, one of the things that I would say for, you know, just in this experience that, like, right now we're talking about, like a matter of months and not years. And that's what. What's interesting to me because in a lot of ways, you know, when we talk about, like, imposter syndrome or, you know, shifting our perspective, we think it's going to take years and say, oh, if. When I have a couple, like, you know, years under my belt or when I get. Get a couple wins, then I'll feel differently. And so. And those noticing that, that Rodrigo got to choose the way he was relating to his job right now, like, even in the midst of being new, of, you know, leading a team in a different way for a new. For the first time, and then also, like, showing up with all these things that he was still wrestling with, he got to choose a different mindset. So that to me really stood out. Because. Because we were talking about having a shift. Rodrigo, I would say within a month or two, like, you were showing up differently. I received that. There you go. I acknowledge you. There you go. So sometimes this comes up where clients will actually ask us in some version or another, like, how do I be a good client? Like, what would a good client look like? And Rodrigo to Bragg, I knew for A second. Mike and I have oftentimes talked about how awesome of a client you are and how fun it is to coach you and just be in your space. So, like, Mike, what have you seen from Rodrigo over these few months? What have you noticed? How has he been showing up that you think has led to the success he's had as a leader? Again, I think we mentioned in the intro they are heading showing profitability for the first time in a long time. We haven't even gotten to your team yet, but talk a little bit about that, of what makes a successful client. Yeah. For Rodrigo in particular, there's. He's able to hold two things at once, like taking ownership and responsibility for what is happening in the company and on the team and not doing it from a place of shame or, like, guilt or beating himself up. And that, to me, I think, is a really powerful combination to say, hey, like, there are things that I'm doing to contribute to the place where we are, and there's. There's now steps that I can take in my leadership to move us to a different direction. But I'm not going to, like, you know, wallow, beat myself up, or second guess. And those are the things that I think make for a really, like, powerful engagement and coaching, I would say also there. There was the willingness to. To lift the weight himself. There's many. You know, it happened just recently where Audrey gets on a call and there he has complaints and he's. There are things that he's talking about, like, there are all these circumstances in the company and then. And then five minutes, he's like, wait, why is this about me? And I was like, hey, you went there, not me. Okay. Because again, I think there, by now there is. We have been working together and training ourselves to be able to say, hey, like, no, how can I take ownership here? What about. What am I missing? How could I could be con. How might I be contributing to this? So those things, it makes it really fun because now we get to say, okay, like what. Like, what's new information? What requests could we make? What's. Where. Where's their feedback for me in this? So where do we. I love to hear from you, man. Like, yeah, you know, it's. It's interesting because I joke and I laugh because through these, I do go into some of our calls with, you know, one of the things that you all introduced that was really, really fantastic was the facts loop. And so I'll come in and talk about the things that I'd be either frustrated about or Complaining about or tolerating, if you will. But it does turn back on me. And I think that's the power in this, is that we get to control those things and we play a part in it. And it's been really, really impactful for you to kind of provide the space for me to work through those. And I think that goes back to what I thought coaching was versus what it. What it's turned out to be. Because often what I've experienced is, you know, I'd come with a problem and they would support me in how to go have that conversation or how to tweak my business strategy to impact that. Great. But that solves that one thing. It doesn't create this foundational change. And that's what we're experiencing through my calls with Mike and Novus. But yeah, just the ability to take ownership in all these different aspects and also recognizing that if we really want foundational change, you got to put in the work. And I do. Every single time I leave the call three times a month, I feel like I've gone to the gym and worked out harder than I have mentally, and that's what I want. And sometimes I get off those calls pissed off. And sometimes I'm just wondering if I ever knew anything about leadership. And some of it's been validated that I'm doing the work and doing, doing the right things. But yeah, it's. It's been the other piece that, that I. That I think is really, really great is oftentimes we'll spend time thinking about, well, what if I would have done this differently? What if I had made this decision back in February, Would we be here today? And Mike generally answers back is maybe, maybe that's true, maybe it's not. And really allowing us to work in the present and where that is as it relates to the gap to our vision versus spending all this time looking backwards, which does nothing for us, has been just incredible. Super helpful. Yep. And I'm sure your team is feeling that too. So, speaking of which, I would love to talk a little bit and same thing, brag on your team, who we have had the pleasure of meeting and working with as well. So let's even go back to the two day training because I know we get that question a lot is what happens in this two days? Why should we block off two days on our calendar for people's time? They have a lot of work to do, they're very busy. And yes, we get all of that. And sometimes I just want to say, I just need you to trust me of what happens in that. That room. So can you paint a picture for everybody even on that? What did you see and experience in your team as you went through that two day experience together? Yeah, you know, funny enough, leading into that two day training, I think I'd gone to you, Kristen, and possibly even. And I think Mike, maybe you and I have talked about it, but I also had this apprehension around pulling the teams away from two days and the workload that they already have. And actually I was making up those stories. They weren't even telling me this right. I just believed it to be true. And then we get there that day and they're like, oh my gosh, I couldn't wait for these two days. And I was like, I would have thought you would have not wanted to be here. So it's just funny how I was already making up those stories on behalf of folks. But there was some mixed reviews going into the two day training and also some a bit of unease around what to expect and then folks being challenged in ways that maybe they haven't been in the past. So there was what, eight of us, I think in there, eight or nine of us. And there was some mixed reviews. And what I'll say is just starting the exercise around being open to what's to come and making us work through those again, kind of the root issues that we were feeling and complaining about, as you will, if you will. But I think what a lot of the transformation really happened around again, just listening back to those words of empowerment versus disempowerment and that exercise that we did through the two days and then the feedback loop. So when we created space to actually practice the feedback in real time with the folks in our executive group and really understanding how folks were impacting us or we were impacting others, that was a game changer because we actually got to apply it and hear in real life how we're showing up and how we're getting in the way of the vision that we want to accomplish anyway. And so it was interesting because you could almost see the transformation over the two days. Right. I remember the first exercise that we did and it was almost like pulling teeth a little bit. There was a few folks that were really open and there was others that, you know, I couldn't tell if they wanted to just walk out. And just to see where we ended after for two days was a vast difference. Was awesome. Well, I know you can speak to this as much or as little as you want to, but I know there's one particular team member that has just blown you away in how she's shown up since that two day experience. So talk about that a little bit. Yeah, it makes me so proud to even talk about it. And by the way, I tell her this probably too often. She's probably ready to tell me to shut up. But I do share this with her. But yeah, it's, you know, coming into this experience, not novice experience, but just into the CEO role and the situation that we're in, having a strong core team around you is essential. And knowing that you can depend on the folks to do what, what we need them to do and this role is really, really critical. And walking into not understanding where they were mentally if they wanted to be here long term, what impact did they want to make gave me a lot of anxiety. Understanding of like, hey, this is a critical role in the organization and I need someone here. And I just wasn't sure. And going through the two day training and watching her fundamentally again kind of go through this transformation around the words of empowerment and disempowerment which the stories that she was saying. But more importantly, really being intentional and about who is it that she wants to be and how does she want to show up not only to the executive members but to the organization for herself. And gosh, she has, I mean she has been so disciplined around those things. I mean even in our conversations, not just to me but to the group is she'll say, well, is there a request here? I'm making a request. I missed a commitment. I need to renegotiate this commitment. Someone on my team needs a renegotiate. I mean it's just been so foundational for her. But all the praise to her as it relates to her commitment to herself to be the person that she knows she can be and how she wants to show up. And time and time again we recently had a really important meeting and she showed up so incredibly strong. The confidence that she gave to the rest of the team and the organization, I mean I'm so proud of her and she's just, I mean I could speak to almost everyone on our team in this fashion to do, but she's the one that has just been so incredible to watch. Yeah, it's been awesome. Yeah, we talk about it being a transformational experience so it's really beautiful to see it played out that way. And I'll share my favorite moment from the two day. And Mike, I'd love to hear yours too, but it was at the very end. Bradville is already nodding knows exactly which One I'm talking about, you all had planned, correct me if I'm wrong, to meet for another two hours outside of the training to talk through some communication to the rest of the organization. Correct. Correct. It was, Yeah. A town hall we had coming up. Okay. And so we started talking through a real time problem essentially that you were working through. And I think in less than five minutes, you all and Mike and I weren't even really facilitating much. We were just maybe being some guardrails. But using the tools that you had just learned in less than five minutes, I think you all came to this light bulb moment. You're like, wait, do we even need to meet anymore and do we even need the town hall anymore? And I'm like, okay, look at how much time you all just saved, both you and the rest of your teams, which I'm sure nobody's gonna be mad about. And the seeing all of your faces and the joy. You all were like little kids on Christmas. It was so, so funny and fun to watch. You all really work that out real time. It's like you can do that over and over and over again with every new quote, unquote problem you all are faced with. You can do it. How about you, Mike? Yeah, I love that moment. There was also another moment where we were getting clear on vision and who we wanted come to get there and send some priorities for like, the next season of coaching beyond. And there was a moment where one of the. The team member said, I feel like a hundred pounds lighter right now. And that to me, I was like, wow, there's, like there is that shift that can happen when, when we get clear on what it is. We're. We're. We want what we're up to. And that mental load, like all of a sudden feels like it gets a hundred pounds lighter. And now the energy that gets created from that like, that to me was such a. Like a great moment because again, like, we were in a room together for. It wasn't like, you know, she was in her office. It wasn't like she, you know, she had added anyone new to her team or there weren't like there wasn't all of a sudden this big boon of work that came in while we were there. Like it was all the way she left it, but now she felt a hundred pounds lighter in terms of the way she was relating to it. So that was a fun moment for me. I still laugh of how quickly you made a decision on that topic that Kristen that you brought up because that's an example of what would have been deliberated for hours in a quarterly strategic meeting that, quite frankly, probably didn't move the needle on the business anyway. But that's just generally how we got to conclusions around things. And I think, in fact, our next executive meeting that we had that following week, I mean, we had this long list of things that we needed to tackle, and we put time limits on it, and we worked through it and everything got taken care of. So it just kind of really instituted a different way for us to go about making decisions as an organization. And then lastly, Mike, to your point is, I think all of us came in there with this scarcity mindset around how are we going to do the things that we need to do and then really what's even possible to do? So, you know, really pushing our intuitive fences around versus, you know, what. What are we. What's probable versus what we're capable of. And I think that's where that lightness comes in, because we're like, we. If we can do this, we can do. There's not a whole lot that you can't put in front of us. Right. So it was great. Okay, so at this point, you've gone through the training, your team's had quite a few months of coaching. So with all the leadership lessons and tools and exercises and experiences that you have created for yourself and your team going forward, what are you most excited about next? Gosh, there's so much work that still needs to be done, which actually, that's exciting in itself because I just don't think we'll never arrive. And there's so much that we can do, continue to do. But I love the idea that we can actually start thinking about how do we go from an organization that is in a recovery mode to growth mode? And that's going to require something very different from us. And I'm excited about that next chapter. But the reality is just even thinking that that's right around the corner where we thought it was going to be two, three years down the road is really, really exciting. But just now going from a recovery mode to growth mode and how we want to show up as leaders in that next version and next chapter of our story is really, really exciting. And I think with the. With the tools that you all have given us, it just makes it that much. I think the confidence that we have in our executive team and the confidence that I have in the business for us to achieve that is exponentially greater than it was when we started. But, yeah, I'm excited for that next phase and Then how about you, Mike? So what would you want the leaders in our audience who are listening to learn from Rodrigo, from his experiences and from potentially partnering with us? Yeah, absolutely. I mean, something that we'll talk about often is that every leader vastly underestimates what they're capable of. And that's the first thing I would say, is that, like every leader, you have way more in the tank than you, than you could ever imagine. And part of it is giving yourself the permission to believe that and then putting in the work to be able to find the resources around you that can help level you up to your. Yeah. What the next level is for you, like, what the next, you know, stage of work or impact might look like. And the second one, and we'll say is like, every leader vastly underestimates what their team is capable of, like, currently, right now, like, whatever you think that your team, your team's capacity is or your, you know, your team, their ceiling is, you're wrong. Like, there is way more that's there that they're more that they can grow into, more than they can become. And so part of it is like the game and the fun, as Rodrigo said, is like, finding out what that looks like. Yeah. I have to add this one last piece too, because I use this at home. I just used it on my daughter, actually, earlier. Earlier or this weekend. But, you know, one of the biggest lessons learned for me is really challenging myself as it relates to the commitments that we make. And are we really committed to something? Or as Mike says, are you just interested in it and really digging deep around what that commitment looks like? My daughter said this this week. She was like, I haven't been running as much as I want to. And she was like, I'm going to start running again. And I asked her, are you committed to it? Are you interested in it? And she came down with the plan of what every single day is going to look like. And this, you know, she wakes me up at 5am and we're out the door at 5:13 this morning, by the way. She's 11, just to clarify. But if you can take anything away from that is really challenging yourself if you're truly committed to something or just interested in it. Because I think that's. That there's a big gap that lies in between there. That is really well said, Rodrigo. We really appreciate not just your time for today and sharing with everybody else some of the lessons that you have learned, but we really appreciate your energy, you leaning in, your full participation as well as your team. I know our coaching team has had a blast coaching your team, so we look forward to a continued partnership. So thanks again. Likewise. Thank you both. Thanks Rodrigo. All right, we have a few more things to let you know about before we go. First, podcast reviews really help us serve more people. So if this podcast is helpful for you, we'd love your help to get it into as many leaders hands as possible. Please leave us a review even if it's not five stars. And if you really want to go the extra mile, let us know what you'd like to hear more of or what you think. We could do better to serve you and the people you care about. Okay. Second, we have more more resources for you online and they're all free. We have free assessments, educational videos, articles from sources like Fast Company, written by our coaches and clients, all designed to help you use our tools in your everyday life and leadership. To dive into the free treasure trove of goodies we have for you, go to Novus Global and then click on Resources. Some of you have been listening for a while and you haven't yet taken that next step to hire a coach. This is your time. I can't tell you how often I've heard from clients around the world that that they wish they would have talked to us sooner. If you have a sense that you're capable of more, we would be thrilled to explore what coaching could do for you and those you influence. Simply email us at Beginovus Global or click the link in the show notes. You also might be listening to this thinking maybe you want to be a coach or maybe you already are and you have a vision to build a six or seven figure practice coaching people you love in a way that brings life to you and your clients. Well, that's why we created the Meta Performance Institute for Coaching Coaching. It is an in depth coaching apprenticeship designed to help you create the coaching practice of your dreams. The first step in exploring that is simple. Just go to www.mp as in meta performance.instute there we have free assessments to help you see what kind of training you need to create the coaching practice that our coaches do at Novus Global. Thank you so much for listening. We love making these for you. And remember, dare to go beyond high performance.