How to Win Hearts as a Leader: The Quality That Makes People Flock to You

As humans, we want to be with winners. And we want to be with people who are like us. It's not enough if you're a leader, because leading can be a job, or leading can be a personality. It's not about their leadership alone, but it's about how they evolve leaders. And now they're not just evolving great leaders, they're evolving leaders with a winning heart. Yes. In our life, we don't have a time frame in which the story has to be told, we have a time frame in which the story has to accomplish certain things. Especially for entrepreneurs and people who are creating impact and who are launching businesses, your leading is very different from leading as a job function. Your leading is to achieve something that only you could accomplish. And what you can accomplish or not depends really on how many leaders you have with you. You can either stand alone or you can stand with a team of leaders. So, winning a heart is the need of the hour. You need a heart that is noble, that is for others, that is creating impact, that's full of love. And at the same time, you need to have what it takes to go that extra mile and to win. That is magnetic. Leaders flock to leaders like that. Welcome once again to the ANH Podcast. Today, I want to talk to you about a thing we do once in a while. You know, a lot of times people come and ask us, why don't you do this, why don't you do that, why don't you do that? And we tell people, well, our focus is creating the science of accelerated evolution. We teach people how we do what we do, we help develop installation artists so that you can do what you do. And we teach people how to do it. So, we teach people how to do it. We teach people how we do what we do, we help develop installation artists so that you can go and do all of the things that you want us to do. So, we're very careful about launching products. We don't, we generally have very limited fixed range of products. And what we do is we scale that up. We make that reach a lot more people than increase the range of our products. But once in a while, we do add to our products something new. And maybe like once in a year, once in two years. Sometimes, you know, big events like UP, it's once in three, four years that we actually add something new to our line. And now we're adding Winning Heart. So, if you've been watching our previous podcast, if you've been watching us on social media, you would already be aware that we're doing advanced leadership and conversational programming workshop. It's going to be a three-day program that is focused totally on how to help you become a builder of leaders by either acquiring leaders into your team ecosystem or building them up from the beginning because you find a potential or diamond in them. So, we're going to talk today about this product, the Winning Heart, and it's going to be educational. We're going to talk about the thinking behind the product and some of the most useful things that when people know, when you know, will help you make very important leadership decisions in all aspects of your life. So, Harini, what do you want to talk about specifically in the light of Winning Heart? What are some things that you want to discuss today? I know there's a very strong thinking behind why Winning Heart and not Winning Hearts. People follow templates and strategies and techniques to win hearts, but what you really need to win hearts is not techniques or strategies. You need a Winning Heart. You need a heart that is noble, that is for others, that is creating impact, that's full of love and all of those things. And at the same time, you need to have what it takes to go that extra mile, to travel the distance, to do it, to make it happen and to win. And so a lot of people have winning in their DNA, but they don't necessarily have heart as a high priority. You know, people can go cold sometimes in the pursuit of success and the pursuit of victory. And a lot of people have a heart and they fail miserably. And that's very sad to watch, especially good people and they don't necessarily succeed in the things that they aspire, especially, you know, someone who knows to win, but doesn't have a heart, wins over someone who has a heart and doesn't know to win. So a Winning Heart is a combination of both of that. As humans, we want to be with winners and we want to be with people who are like us. Even a reasonably good person and heart, you're going to associate yourself with people like you and like you and who are winners. And so a Winning Heart is a person who would attract the right kind of tribe to support. You know, this can be at a very small scale. This could be like inside your house, like four people, or it can be like four million or it can be four billion. All of the things we do, the scale is really dependent on where the person is in their life. But the capabilities and the thinking and the patterning, it works at all scale. So that's why, you know, someone with a, you know, from school can benefit from the programs we do, as well as someone who's like already at the top, impacting millions of lives and jobs, also take some of the things that they learn, the capabilities they develop and they can go and impact. As humans, we always fantasize people who are larger than life. And that's why we watch movies. That's why we read novels. And, you know, when people read books and they watch movies, the common thing in every movie is, in fact, you know, if you break down any successful movie into a template, it has a hero and the hero has to solve a problem. And the hero is by themselves not equipped to solve it. But as audience, you want them to succeed because you think that they have a heart, they are like a good person, they're for a good cause. And but the hero has something, otherwise he wouldn't even be the hero, you know, because many people in the movie will have a good heart. But the hero has something. The journey in their life where they go and get some resource, sometimes that resource is like money or sometimes that resource is like a magical power or sometimes that resource is training or sometimes that resource is a strategy. So is it like Super Mario that just jumps up and then there's like one of these? Yeah, they get a resource, they go to the next level. Yeah, and then they become bigger. Yeah, that's like where you have like an arcade where it keeps going. The movie always has a start and it has an end. And in that time frame, all that the hero has to achieve and go through has to be completed, you know, in that three hours, it should be told, that story has to be told. In our life, we don't have a time frame in which the story has to be told. We have a time frame in which the story has to accomplish certain things. All of us are born into situations and we have experiences through them. And then every point in our life, at every junction in our life, we are made ready for that particular moment where we are equipped brilliantly to do something there. And that window opens and closes. And we spoke about that in the previous episode. That's how like Mario is different from a movie. And as an audience, the reason these movies work is because all of us look at a hero and before the climax, you know, it's emotional that they may about to fail, they may miss it. And then there's that relief and joy. And it doesn't matter what type of movie it is, you know, it can be motivational, like pursuit of happiness, or it could be action movie like, like superheroes, or it can be like, like romantic comedy. Depending on the movies people watch, they're associated with that character, the situation, and they want the hero to win because everyone wants a hero to win. And what does a hero have? A hero has a winning heart. What is the resource that our people need, our ecosystem now requires to really take their game to the next level, to really change turnaround situations, to really increase the impact and scale of their impact is advanced leadership. It's not enough if you're a leader because leading can be a job or leading can be a personality. And, you know, there are certain functions like you hire people so that they're managers, they lead projects. They have like functions to lead a particular function and a vertical. And the leadership can come because it's a routine that you do, you do certain things, you follow a pattern. And it's a job, especially for entrepreneurs and entrepreneurs and people who are creating impact and launching businesses. Your leading is very different from leading as a job function. You are because you have functional heads to take care of those things. Your leading is to achieve something that only you could accomplish with all the resources that you have. And what you can accomplish or not depends really on how many leaders you have with you. So you can either stand alone or you can stand with a team of leaders. So the winning heart is not necessarily about you developing your leadership skills as much as you having leaders in your team. And which is greater leadership. And it requires a complete personal evolution and a transformation that has to happen in a person to be able to because you can hire people for money. You can hire labor for money. And when I say labor, there's all kinds of labor. Labor is not just like, you know, brickwork. Labor fundamentally means getting some work done. So you could hire labor for money, but the heart, the and the intelligence and the ownership and the way people think through things that you haven't thought through. Going beyond what is required that requires leaders that requires people who are up there and doing it like it's their own. And how do you get people like that is you have to be a kind of a leader that that is aspirational to them. Then you want to be the kind of leader that people want to work with that they want to be teams with. And sometimes good leaders, you can't even afford them with money. And especially if you're starting something new, you want leaders to join you not because you can pay them well, you want leaders to join you because they see something in you and they're they're inspired by you or they see something in you and they really want to support you. So in both scenarios, you want to look at a hero, you want to look at a winning heart. You know, it's very much similar to what investors actually really do. You know, when investors that good investors, when they invest a lot of money, they look at the entrepreneur, not the idea, because they know the idea is going to change as the company starts, as you start meeting customers, as you start launching a product, as you start rolling it out in the market, as the data comes in, you're going to notice that the initial hypothesis of what the market needs changes and the product idea changes. The engineering challenges because that we thought simpler becomes difficult. There was one that considered difficult becomes simpler. And so the product and the idea keeps changing. But the entrepreneur behind it, they bet on that person, whether this person will be able to adapt fast. And one of the things that investors look at when they're betting on an entrepreneur is can they build leaders? Can they have the right team? Can they scale up? And the way they assess that is by who are your co-founder and co-founders. So they look at your co-founders to know what kind of a leader are you? What kind of people are you having in your team? So winning heart and not winning hearts because you need a winning heart to win hearts. So winning hearts is like the outcome, but not through technique or strategies, but like enhancing your winning heart. I just, you know, like looking back and listening to everything that you were saying, especially for a big participant, because big has become installation genius. Big impact, starting with your own family and winning heart as a layer has always been present in our big program for our big participants. I'm very curious to know how did we arrive at doing winning heart as a dedicated program? And specifically for the ones, you know, because big participants are typically, there's so much that's already sorted for them. And then they're there. Their orientation is already, they already geared towards impact. They're determined, they're thinking long term. They recognize that their big impact is not just going to come from them, but it's in their ability to evolve people. And all of it is geared towards that. How do you see winning heart, you know, like the specific, special three-day installation chamber that we're going to have with the big participants and the other participants and all of the people who are not even from the energy ecosystem, who recognize the need for advanced leadership in today's world for people who kind of already been there, done that. What is winning heart going to do for them, especially what's it, what's it building for them beyond everything that we've already built for people, you know, across all of our programs and for the extremely seasoned leaders that are there in this world today. When someone who's already experienced comes in, advanced conversational programming will help them compress the timeframe. It takes for the intuitions to kick in. So now and then, you know, you hire people, you work with teams, you partner with people, and you go to trial and errors, and then you figure out, oh, this is what makes this person click, or this is not something I would do with this person, but this is something that I'll do with that person. Now, look, most leaders have good intuitions, but then there are, when it comes to key areas and game changing things, a lot of times people have a trial and error where they sometimes miss. It's, you wouldn't say that every, first of all, if someone doesn't have a trial and error, then they're already in a circular loop, because one of the things we discuss in intuition that learns is the more we grow, the more the likelihood to be trapped in what is called as a circular belief. Like when leaders start thinking that they're intuitive and accurately intuitive all the time, then there is a problem, because I haven't met anyone who is 100% accurate with their intuition, because at the end of the day, intuition is a learned outcome. It's an outcome of all of the experiences that are deposited in us through the various things we have learned and various biases we have, various journeys we've taken. And so a lot of times our intuitions are accurate because it's more based on a lot more information than what we can consciously process. Sometimes our intuitions are not as accurate. A leader who's continuously growing, who has an intuition that learns, knows how to have a secondary and tertiary systems to measure their outcomes outside of the channels within which they're already operating. So they have a way to fine tune and sharpen their intuition. In a way, that's how our brain works. You know, you have the left brain and the right hemisphere, so the left brain validates what the right hemisphere gives and the right brain validates what the left hemisphere gives. What we hear through our ears, we see with our eyes and check what we see with our eyes, we touch to check sometimes if it's real. Our learning circuitry already has validation from multiple channels. And so anybody who has an intuition that is well developed has a risk of getting into a circle of belief where they think their intuition is always right. And a circular belief means that, you know, when they intuitive about something, they have the power to make it so. If you think someone is going to cheat, and if you're a leader, if you're influential, you can set it up in such a way, unknowingly, unconsciously, you can set it up in such a way that the person is always, you know, careful around you, cautious around you. And maybe the person wasn't planning to cheat, but because of your why they're responding in a particular way. So that's a circular system where then the leader would go, oh, you see, I knew this person was going to cheat. That's why he's so cautious around. So the circular system is very risky, especially the more advanced you get. And so already good leaders have broken out of circular systems, and that's why they can have the right people. It's very simple to know. Do you have circular systems or not? If you're very advanced, if you're in a senior position, and if you have people who are around you supporting you in your vision, you probably don't have circular systems locking you in. But if you aren't, and if you find that as age and as seniority increases, you're getting lonelier and lonelier in your vision, in your fellowship, then it is an indication. And they say that, you know, it's lonely at the top only for those who are circularly locked in their belief systems. Great leaders, when they grow bigger and bigger, they find people, they have fellowship, they have teams that support them. And, you know, at their league and at their caliber, they find people who are also free from the circular system. So when you're talking about people like that, there's a trial and error going on because as humans, we can never, ever, ever know everything about humans. And we can never know everything about every person. So we are always experimenting. We put people into specific functions when we validate and check and continue. So what conversational programming, especially advanced conversational programming allows you to do, is if that experiment to know, you know, how someone's heart is or how they are with other people and how they would treat ownership. If it's going to take you like months or even years to know that, it can actually reduce the time frame to like days and weeks. So you really become a master at knowing how and why people do what they do. And the rest of it is influence. Now you know exactly why people do what they do. You know, you could influence them because sometimes you work with people very close to you where they just know your will and your intent and they do it. And sometimes you work with people who you have to influence and sometimes you work with people who you have to manage. And knowing what is going on at the deepest layers of people, that allows really well advanced leaders who are not locked in circular systems to benefit from advanced conversational programming. So that way they're not just going back to the winning heart themselves. Like you already said, it's not about their leadership alone, but it's about how they evolve leaders. And now they're not just evolving great leaders, they're evolving leaders with a winning heart. So it's going to be like winning heart all the way. That's like massively powerful, right? Because organizations can grow, people grow, they can be prosperous, a lot of money and everything. But what according to you I know is magical when you have a winning heart versus when you don't. This idea that you spoke about persuading winning heart, I think that's lovely, Harne. As an advanced leader who's already coming in, they're not just looking at... Because the key struggle for leaders is how do you build leaders who build leaders? And a lot of times you invest five years, ten years in a person to only find out that this is not the person you should have invested in. And so you get the right people in and you get the right people to leave early. And so you're investing your efforts at the right people. So conversational programming also borderlines installation. And what I've noticed a lot of times is that when you teach people conversational programming and advanced conversational programming, the ones who are seasoned with people tend to pick up automatically some installation skills. And a lot of times when we teach installation, it's when we notice they've unconsciously already picked up some of the arcs. So what would be beautiful and magical is just what you do already suddenly starts building leaders who have a winning heart. And who can build leaders who have a winning heart? And for me that's magic. Like you can just go back and do what you do. You talk the way you talk, you go back and do the work you do. But suddenly it's like as if a new switch is activated and then the same things that you're doing is having the improved effects there. And it's also having a completely new dimension added, which is people around you are stepping up as leaders and they're becoming builders of leaders. That will be the truly magical. Now, I'm not promising this for every participant who comes for a winning heart. But your question was, you know, people, there are some people who already, you know, across the threshold or at the pinnacle of the leadership. What happens when they come? As we know that all our programs have various degrees now. Now, some people might come and for them to just attract right people, to support them is already a great beginning. And for some people to know who to hire, who not to hire is already a big win, which they might develop after five, six years of experience, which comes in really early. The whole idea is it depends on who is coming. And for each of these people, the magical outcome is going to be very different. All our programs are heterogeneous because that way you actually can see leaders building leaders, leaders leading leaders right there because they're coming from different level of experience. And that becomes diagnostics for us. And one of the reasons why we always had our programs heterogeneous is a heterogeneous ground gives you the diagnostics ability. So, you know, someone might be a CXO in their position, but may have absolutely poor leadership inside their inner inside the field. And you know, notice it. So you see how to do installations to help them correct those gaps, because a lot of times some of these things manifest themselves as behaviors, even inside the learning experience. And it's not like you're going to go and ask them, hey, you're a senior leader. So why are you doing this? Maybe they are not necessarily helpful in leading people. You might just figure out what might stop them with all these experience. Or maybe maybe they're too critical to analytical to judgmental. And then you tell a story and then you're not even telling the story to them. You're saying it to a group of people and they're just listening in. And the next day, you notice that they're behaving different. And that's an example of an installation. So for you to do installations that accurately, you need a field that you need to create where, you know, if you have to see how good is, you know, a great soccer player or a football player or a cricket, you need to create a field where they can play the game. Then, you know, who's a good bowler, you know, who's a good batsman, you know, who's a, you know, who's a who's good with kicking the ball, who's good at guarding the goal. Without the field, you can't evaluate a player. It's very different. You could give them forms to fill. You could do you could do all of those stuff, but they're so disconnected from the reality. If you want to know how good a athlete is, put them in the field. And so what we specialize in is creating a field for the things we want to teach. The difference is the participant thinks that they're for a learning experience. They don't they don't recognize their performers in the game in a match. They're there for a learning experience. But we see it as their performance there and we see their performance in their leadership, in their learning. And so now they're in the field. So it's just like how anybody can watch of, you know, athlete or sports person in their field and say it's a good batsman, good bowler. We can notice people in a learning arena and notice in the field what their leadership is like and what is so many different things. And if you just have a learning experience, you're not going to create a field. You're just going to create participants. But there is a science and an art to creating the experience and structuring the arena. We call that as arena design in in big where you are setting it up so that it becomes a field and you layer it up so that it's a field for different things that you want to notice. And so it's like participants in front of you performing, not knowing their performers. And so you have the diagnostics opportunity. And so you see who needs what. And now you could do installations because they have demonstrated exactly what their strengths are and what their challenges are and what is the minimal tweak that is going to help them effectively create that impact back in their ecosystems and in their families. That's so true to be able to identify that with precision. I've seen that leaders in general, like the really good ones, they're also very hungry to know what are their blind spots because they recognize that blind spots can keep them locked for years and not even know. Once they've gotten to a particular level, some people have a relationship, they're fortunate, they have mentors who may be able to bring to their attention what some of these blind spots are and then it's probably on them to fix it. But some may not even have that. And then they're just constantly in a relationship with people reporting into them and that kind of a structure or they're just so busy and they've kind of created a wall unintentionally where people are not able to bring certain things to their attention. It's funny how sometimes a child might know a blind spot of somebody 20 years older than them but may not be able to communicate that in ways that make sense or contextualize it as such. So while I've seen leaders being really hungry to know what their blind spots are, they've also somehow managed, a lot of them, to create a setup where it doesn't even come into their awareness. One of the amazing specialities of all our arena events is their very blind spots kind of just unfold in front of them through the arena design. Yeah, and actually this comes from helping couples, Harini, because you know in the initial days, especially when I used to meet couples in clinic, one of the things I've shared with you and I've seen you also do right after that is when couples come in, most times couples come in an agreement with each other, they're not going to fight in front of you. Because they don't want to embarrass each other and you know how to make them fight in front of you, you know, because they're coming and saying, okay, this person needs to do this, this person needs to do that, they're just talking about it. At that time, they're not performers, they're commentators. For an installation artist, commentators give a quality of information that is not as rich and adequate as a performer. So now, you know, when people are like fighting with each, like talking about how they fight at home, it's a comment, it's not a performance and you're like, I need a performance. Because then instead of linguistic description, you have visual, auditory, kinesthetic, and so as an installation artist, you have the art to help them get back to that moment and fight again without them realizing they're actually fighting in front of you. And then you also have the artistry to navigate them out of it, which they couldn't have done by themselves. You know, we should have ended up with like, you know, one beating the other and other throwing something. You just got them to fight and then you got them out. And so now in that mini interaction, you've also done a test of, you know, what triggers them and you know what triggers them out. And so now you have validated toolkit. You know, this is the end outcome. So now you can do installations on top of it. And in arenas, that's what we managed to do. It's not couples, but it's we bring every life context. It's clearly visible, their energy levels, how they eat, how they process food between things, how much rest and integration do they give for their unconscious, the balance between their conscious thinking and unconscious thinking, the way that intuition, the way their intuition and their logical analysis integrate. When does an emotion empower them and when are emotions that are so we don't ask them to talk about it. And we created in a way that all of this unfolds without embarrassing them, without them being shocked or surprised or anything of that sort. But it unfolds in a way that we can pay attention to it and precisely perform those installations. And when those installations are happening, it's the expressions on their faces is priceless. Because you're pacing a very, very, very deep part of their unconscious. It's like as if the part has just been craving for that change all along. But we don't take the boring route of, oh, here's your blind spot. Now you go, you figure it out. You might take one day, you might take two days, you might take 25 days. Or 25 years. Or 25 years. And sometimes people think, oh, if you just bring things to my awareness, then I'll work on it and I'll get it sorted. I can do that. But they know that for the things that they have successfully actually overcome. And at that moment when they may be saying that, everything else where they've not been successful in making that change kind of gets brushed under the carpet. But with installations, we're not just looking and making somebody just feel good. And also making it easier. Yeah. Like, you know, when something can change and improve, you can put the efforts on reaping the harvest or the results of it. Right. That's where the effort should go. Instead of putting efforts on trying to change. Now, imagine like if a car is going and, you know, these days you have automatic cars, but even they have a gear shift. If the effort is going to change the gear from the first gear to the second gear is like so much, then where's the joy of driving? So the gear shift is seamless. And that's how it should be when you're shifting gears in your life and you're going to the next level. The gear shift is seamless. What you do with that acceleration, that is where you put the efforts. Right. So for some people, it may happen after 25 years. For some people, the shift may happen in like a few months. Even when it happens in a few months, the effort is on making the shift, not on enjoying the benefits of the shift. And with installation, it happens in minutes. It happens in days. In the real world, people don't recognize blind spots till they have actually overcome those blind spots. Because if they could have recognized, they would have recognized. If information and data is sufficient, you're not going to be the first person to bring it to their attention. The fact that they have and if they've gone senior, they've grown and they haven't necessarily identified and corrected their blind spot, means that, you know, somehow they have blocked that information as well. So what you do is you make a transformation in the person. And so they're looking back and they recognize that they had a blind spot. And that is more empowering than telling people that there is a blind spot or you're just coaching them to recognize there is a blind spot. One of the greatest things about leaders and good leaders in the long run, improve, you know, the character and unconscious priorities of people. Winning heart. Yeah, winning heart. Because if you have a heart, it's going to be contagious and it's going to flow through people in your teams. You know, someone might come in whose full sole focus might be money, but because they work with you, they get the money. But they also in the long term start thinking about how to contribute, how to help someone might come with, you know, a lot of lying in their makeup. And after working with a leader, that person might change from being, you know, a continuous liar to someone who's actually starts speaking facts and truths. So a leader can have that effect. Now, technically any educator has that effect. You know, you can go to learn dance, you can go to learn martial arts. You always notice that there's something from them that gets rubbed off in the participants and students and in leaders a lot more. There is something from leaders that always get rubbed off. How can you go beyond that little get that gets rubbed off to actually taking a good portion of good things and making it available for a person for the rest of their life? So winning heart is like goodness. Yeah. And an incredible win. Yes. And permeating impact. Yeah. I think that's great. Like in a way that it's not like extraordinary effort. It's like the same amount of time and everything else that you're already doing. But the impact is now like at a much larger level. When we look at our ecosystem, this is the need of the hour. I think that ecosystem will definitely benefit from the ability to influence unconscious priorities for people and especially their leaders. What's their unconscious priority? Sometimes there are great leaders, but they have like Achilles heel of pride or fame or I need to get recognition. Now, you know, that might not even be like a core thing for them. It might just be that like that little thing. But it is enough to ruin everything that they're working towards because they could easily get hurt. And so you help leaders to change unconscious priorities for leaders. You know, because the great thing about unconscious priorities is there are certain unconscious priorities when you have them, the rest of it will anyway come. And whatever it is that they're struggling to get, despite being so advanced in so many aspects, the fact that they're struggling to get some aspects means there's something about the setup which is off. Something about the priority and it's unconscious, meaning it's almost a blind spot, this priority for them. For Winning Heart to be able to actually, you know, like put that out in a way that that's actually resolved. It's, you know, we've always had people tell us decades and decades and decades. And finally, it just it just happened like magic in a moment. I'm so looking forward and excited. I'm very excited, Harne, because the last time we did something so specialized and micro focused was SMP. And that was also at a pilot stage. Magical, magical results. Yeah. Before that was in 2014 or 13 when we did close the deal, when we were caught in a flood and in and I couldn't fly back to Chennai. So I met participants and I'm like, OK, what they really need in addition to everything they're getting is the art of closing the deal, finding opportunities that are game changing, but they haven't noticed it yet. And so and even like this feels to me like I remember how that was a turning point for our ecosystem for us. And in many ways, it's very pivotal every time we launch something like this. It's something that as a team runs across for years and hopefully for decades, because the concepts are true now. And they're two years later. And then as you become an advanced leader, you come back to the same material and then you notice that it has a different value then. And that's what we're doing. We're still using CDD workshop. So a lot of workshops are installation in nature. It is designed specifically for the people who are there. And when we take a video of that and put it, it may have some installation effect, but it's fundamentally information for the viewers because it's not designed for them. The pacing is not for them. I don't know who they are because they're watching it online. And still, even now, after so many years, people watch that video and they get breakthroughs. They get business breakthroughs. They have 10x their income. And it's not even installation even for them. It's just a video of something that happened in 2019. And the idea of that got formed during CDD runs in diagnosis, runs in specialized one on one programs that big participants do. And so it's like it's like an entire movement that starts. And that's what I look with winning hard accomplishing. So I'm very excited about this. I want to see. I'm very interested about there are going to be leaders of all levels coming to the program and they're going to get to the next level. They're going to have incredible outcomes. Our own ecosystem is going to come in. And some of them are creating big impact in the world. And I want to see what they do with it. And what I'm even more excited for is like three years from now when winning hard is a moral of ADC and people are doing diagnostics for each other. And that would be something fabulous to look at because you're really taking leadership that people achieve at 40, 50 years and you're going to start bringing them to children from the time they step into organizations. So while you have like, you know, the young generation doing really good being independent, you're also going to make them really good as leaders of people unlocking precious levels of leadership. Yes. Even beyond what you even thought you need or is possible for you at this level. But once that's there, like once that's just unlocked, then the possibilities and just how massively benefiting all of your ecosystems is going to be because of that transformation and change and new set of capabilities that is becoming innate in you in this focused program. And that's what I'm looking forward to do for. It's undeniable. Like when you go out there, you don't have to tell people stuff, but you're just able. It just shows. And you're just able to do some of those things that you didn't even occur to you that it's a possibility. And it just happens so easily. And to be able to make that happen to for people to experience on an ongoing basis, several moments of magic like that, where they look back and realize that's not. Oh, I couldn't do that before. I couldn't do that before. But it's not just about their moment of wow, but just the joy in seeing the impact that they are now creating with the eyes of advanced conversation programming that they are not now implementing like a technique. The analogy that I have is even, you know, like, imagine like specialized that the person has to the everybody else. Everybody else, it looks like normalized, but that person, they're able to see something different that they're able to do something different. And the person on the receiving end, it's like, like, how does this person know? And, you know, like, just being able to unlock that level of precision with people. And along with that, the charisma. Yeah. Easy, effortless, like, just yesterday I was driving my car and there was an and we were at the signal and there was a there was a guy in the other car. He just like said, can I talk to you like he lowered the window and he said, can I talk to you for a minute? And I lowered the window and he said, is that really a B6? And I said, yeah, it is. And he said, oh, but do they make that in there? I said, no, they don't. It's just like a hundred and fifty that was imported. And he said, oh, lucky man. I said, thank you. And, you know, really lucky because, you know, I don't chase these things. I don't chase these things. It just came to me. Karthik, canizer of cars, I would say, finds these rare things. But what is interesting to me is he didn't have to open the bonnet and, you know, clean it with a cloth and peek into the engine to see that it was a V6. He just knew it from the way the car looks from outside. Nobody has to like, you know, cut open a person and see if the heart is a winning heart. When someone has a winning heart, the outside looks like it's a winning heart. And that is magnetic. And people flock. Leaders flock to leaders like that. And may that flow with all of you for the rest of your life. And we'll see you soon again in the next episode.