Roofing Leadership: The Elevator Principle - Are You Lifting People Up Or Taking Them Down In Your Relationships?

Are you lifting people up or taking them down in your relationships?

In this episode, I unpack the "Elevator Principle" by John Maxwell. You can read more about it in his book Winning With People.

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Thanks!
Dylan

Transcript

SPEAKERS

Dylan McCabe

Dylan McCabe  00:00

limitless roofing CEO Show Episode Number 24 Welcome to limitless roofing CEO show My name is Dylan McCabe. And in every episode, we give you a seat at the table as we interview owners and CEOs of roofing companies and also just discuss how to level up our own leadership as leaders of companies. Now in this episode, I am going to be sharing some critical leadership insights I've learned by getting an undergrad degree in organizational leadership, and then going on to get a Masters with more training and leadership and communication. And just things I've learned over the years that have really stood out to me because I've had multiple people say, Man, you need to teach a little bit on leadership. you're interviewing people, but we know you, we know that you're passionate about this. We know you've read lots of books, you love talking about it, why don't you share some stuff. So once or twice a month, I will produce a podcast. And it will be on specific leadership principles so that you as roofing owners and leaders can be effective in what you want to do. And that is you want to do a great job. Now in this episode, we're going to talk about the elevator principle. And this is taken from john Maxwell's book I've got right in front of me here. It's called winning with people discover the people principles that work for you every time now the elevator principle is basically the tagline he says is we can lift people up, or take people down in our relationships. Let's get right into it. Alright, so the elevator principle. Now, why talk about this? You may be thinking, well, how does that that how does that help me, you know, affect my sales training? How does that affect my profit margins? Well, it has everything to do with it. Because as a leader, you've got four major areas of your leadership. Now I learned a model called the leadership compass back in my undergrad. And that was basically that we as leaders, we need a compass to guide us, we need a compass to govern our decisions, our perspective, the action we take, and how we lead. And the center that companies is your own personal pilgrimage. As a leader, you have to be a learner, you have to be humble, you have to consider your own identity. What are your unique qualities and strengths? What's in your heart? What is it you want from life? And why? What do you think about your role as a leader in the company, so your personal pilgrimage as a leader, your own personal journey out of that flows from that from you who you are at the core flows, your character, your vision, your skills, and your relationships. And those are the four major parts of your leadership life, pretty much everything you do, can fall into one of those categories. It's either a character issue in your life, that you that's positive or negative, or it's a vision related issue, how well you plan how strategic you are, how forward thinking and futuristic you are, or it's a skills issue, your ability to communicate your ability to manage your schedule, your ability to build processes and systems, your ability to train and equip others, your ability to keep score in your company on key metrics from revenue to how well people align up with their roles in the core values in your company, your ability to do all kinds of things. A lot of times falls in the skills category. The other major component of your life as a leader is your relationships. And that's the kind of the true west of the compass. So North true north is character, everything always comes back to character. East is vision, South is skills and West is relationships. And that's a compass I live by every I think about it at least once a week, I think about my own leadership compass, where I'm headed and why I want to be a servant leader. I want to empower and equip others. But a lot of our leadership always goes back to our character in our relationships. Because you know, as well as I do, you can work for people who are very skilled and very effective at making things happen in their organization. And they have low quality relationships, that results in turnover in key executive roles that results in turnover in the sales team. And it results in a situation to where a lot of people know, hey, do what the boss says, but don't piss the boss off because the boss is not easy to get along with. And that is not the kind of leader you want to be. I've been a part of companies like that where the owner was not easy to get along with. And I started, I knew that I had a lot to value or a lot to offer. And so it calls me to look at other options. We've all been there. And we know what it is. It all comes down to the elevator principle. And that is we can either lift people up or take people down in their relationship. So let me ask you this. Let me ask you a challenging leadership question directed to you at your personal leadership right now. Would the other people in your company say that you lift them up or that you tear them down? I want you to stop and think About that, because I don't care what your personal goal goals are like they say, if you want to go fast go alone. If you want to go far go with a team go with others. Do you have what it takes as a leader, to take a team with you over the next three to five years to execute your vision, your dream for your business? Well, if you don't pay attention to this elevator principle, and you're not consistently lifting people up, instead, you're consistently bringing about an intense atmosphere where people are concerned or anxious or afraid of reprimand, I'll tell you right now, that's a huge limiting factor. And at limitless, we're all about removing the limits on our own leadership, and in the structure of our company. So you can either take people, lift them up, or take them down in your relationships. Now, in this book, by Maxwell, he has a really neat story in the beginning of the book, and I'm just going to read it to you because there's no way that I can do it any justice without reading. And it's a true story of something happened back in the 1920s. And I just want to stop, before I read this really short story, I gotta tell you, the guys that I admire most in my life, are guys that have lifted me up, they cared about me, they wanted me to succeed, they wanted to see me when they came up with ideas, they pointed out my strengths. They gave me a confidence that I could do great things. And those people are sparse, it's really easy to find people who are either negative, or people who don't care and never speak up. Okay, so it's critical that you consider this and how to how to be somebody who's a lifter, and not somebody who takes people down, because people are going to forget, and I said this on the Start build growth show just last week, I said people are going to forget 90% of what you say. But they are never going to forget what it's like to be around you. And this life is not a dress rehearsal, you have one chance to make the most out of this journey. It's got a beginning when you were born, it's got an end when you die, you've got one chance to make the most out of this journey. And so it's critical that you remember that that people are going to forget 90% of what you say. They're never going to forget what it's like to be with you what kind of person are you? Are you somebody who lifts them up? Alright, so check this story out. And this is a true story. In the 1920s, physician consultant and psychologist George W. Crane began teaching social psychology at Northwestern University in Chicago. Though he was new to teaching he was an astute student of human nature, and he believes strongly in making the study of psychology practical to his students. One of the first classes he taught contain evening students who are older than the average college student. Young the young men and women worked in a department worked in department stores offices in factories in Chicago by day, and we're trying to improve themselves by attending classes at night. After classes. One evening, a young woman named Lois, who had moved to Chicago from a small town in Wisconsin to take a civil service job, confided in crane that she felt isolated and lonely. I own I don't know anybody except a few girls at the office, she lamented. At night I go to my room and write letters to home. The only thing that keeps me living from day to day is the hope of receiving a letter from my friends in Wisconsin. And so Maxwell gets into the story of what crane calls a new kind of club. It was largely in response to Lois this problem that crane came up with what he called the compliment Club, which he announced to his class the following week, it was to be the first of several practical assignments he would give them at that at the term. You already use your psychology every day, either at home or at work or in the street cars and buses, crane told them. For the first month your written assignment will be the compliment club. Every day you were to pay an honest compliment to each of the three to each of three persons. You can increase that number if you wish, but to qualify for the class grade, you must have complimented at least three people every day for 30 days. Then, at the end of the 30 day experiment, I want you to write a theme or paper on your experiences he continued include the changes you have noted in the people around you as well as your own altered outlook on life. Some of crane students resisted this assignment, some complained they wouldn't know what to say. Others were afraid of being rejected. And if you thought it would be dishonest to compliment someone they didn't like. Suppose suppose you meet somebody you dislike one man said Would it be insincere to praise your enemy? No, it is not insincere. When you compliment your enemy crane responded for the compliment is an honest statement of praise or some some objective trait or merit that deserves commendation, you will find that nobody is entirely devoid of merit or virtue. Your praise may buoy up the morale of lonely souls who are ready to give up and in in the struggle to do good deeds. You never know when your casual compliment may catch a boy or girl, a man or woman at the critical point when they were otherwise When they would all otherwise toss in the sponge, until he goes on to say, Korean students discovered that their sincere compliments had a positive impact on the people around them. And the experience made an even greater impact on the students themselves. Check this out guys. This is crazy. Lowe's bloomed into a real people person who lit up the room when she entered, and another student who is ready to quit her job as a legal secretary because of an especially difficult boss began complimenting him. Even at first he did, he did so through clenched teeth. Eventually, not only did her surliness, not only did his surliness toward her change, but so did her exasperation with him. they wound up taking a genuine liking to each other and we're married. George cranes compliment cub probably sounds a little corny to us today. But the principles behind it are just as sound now as they were back in the 1920s. The bottom line is that crane was teaching what I call the elevator principle, we can lift people up or take people down in our relationships, he was trying to teach his students to be proactive. Now guys, I want to stop right there and just offer a challenge to you. Now we're in the business with limitless roofing CEO groups, bringing owners and CEOs together in groups capped at 10 members each, we work through the EOS system, and I'm an authorized EOS implementer, it is solid business strategy to drill down the six key components of your business and execute in a very well established plan. However, however, EOS or any other strategic business system will not alter your personal leadership. Now in my undergrad, I got a degree in servant leadership to organizational leadership. But the core of it was servant leadership. And the whole idea behind servant leadership is that I lead for the good of others, I lead I exist to empower others, to realize the vision that I have, but that vision includes me and the other people who are with me. And it's not a top down model. It's not I'm the boss, you do what I say, it's actually a bottom up model that I'm here to serve and empower all of you to do something I could never dream of doing on my own. But we can do it together. And I'm here to do whatever I can to equip you, empower you, and mobilize you to realize this vision. And this vision has a powerful role to play in your life. It's something bigger than all of us, it will impact you directly, of course, financially and in your own relationships. But it's it's a, it's something worth living for worth working hard for. And I'm going to do what I can as a leader to empower you and enable you and mobilize you and motivate you. And so the elevator principle flows from that you can't be an effective leader, if you're someone who's difficult to talk to, you can't be an effective leader, if you don't talk much at all, I'm going to do another podcast on that on the power of communication, and how you need to communicate effectively as a leader. And I'm going to give you three simple ways to do that. Because there's some leaders today who have a lot of stuff in their head a lot of experience, but they don't communicate it well or they communicate it with too much brevity. And they don't communicate clearly. And they say at once and they expect everybody to understand well, sorry. But that's not the way life works. You and I both know you we have to hear things over and over again for them to become a part of the way we think. But as an effective leader, the elevator principle is critical. And I love the story of how crane started the compliment club, in the fact that it had more of an impact on his students than it did on the people that they gave sincere, honest compliments to is remarkable. Because as you start to focus on others and equipping others and doing good for others, especially the people in your family, and in your company, it changes you. It changes the way you see people it changes the way you look at life. It changes the way you look at the reason you're going to your company each day. I don't care what your top line revenue and your profit margins are, they might be really high and you could personable personal personally be miserable. Well, that comes back to your heart and your character. You can you know, live like the Grinch and make a lot of money. Frankly, that sounds like hell. I know. I know guys. You know one of my business mentors lives. It lives in one of the most affluent areas of Dallas, an area where very large houses are on very large plots. And it's very expensive to live. And his next door neighbor lives in something that looks like a small castle across the street. And I'm remember asking my mentor one time who lives over there. And he mentioned it was a guy that own dental practices all over the US. He was divorced and lived alone and I've never seen lights on in this castle like home. I'm gonna tell you right now, there's some of you listening to this. And you're all focused on making an A in business. But you're making a C, a D, or an F in your relationships and in the rest of life, and That's no way to live, it's time to turn things around and get focused back on that leadership compass that you can have. That largely is determined by your character, your vision, yes, your skills, yes, but more of your relationships and your character, the north and the West parts of your own personal compass. Now, in this elevator principle chapter of winning with people, there's a really neat poem that I'm going to quote for you that's pretty moving, I'll be honest, that got me a little choked up the first time I read it, because it really just, it just hits home in a powerful way. And I want to aspire to be the kind of person who's a lifter, and not a leaner. Now this is a poem by Ella Wheeler Wilcox, in the poem is called, which are you? And check this out. There are two kinds of people on earth today, just two kinds of people no more I say, not the sinner and Saint for it's well understood, that the good or half bad and the bad or half good, not the rich and the poor, for to rate a man's wealth, you must first know the state of his conscience and health, not the humble and proud for in life's little span, who puts on vain airs is not counted a man, not the happy and sad for the swift flying years bring each man his laughter and each man his tears, know, the two kinds of people on earth I mean, are the people who lift and the people who lean wherever you go, you will find the Earth's masses are always divided in just these two classes. And oddly enough, you will find two. I mean, there's only one lifter to 20. Who lean in which class, are you? Are you easing the load? Or overtime? In which class? Are you? Are you easing the load of overtaxed lifters? Who toil down the road? Or are you a leader who lets others share your portion of labor and worry and care? And Maxwell goes on to say, these are good questions, we must answer ourselves because our answers will have a huge impact on our relationships. I think Wilcox was on the right track, people tend to add value to others, lessening their load and lifting them up. Or they take away value from others thinking only of themselves and taking people down in the process. But I would take it one step farther, I believe the intensity with which we lift or lower others can determine that there are really four kinds of people when it comes to relationships. Now, Maxwell goes on to say he says some are lifters, we enjoy them. Some are subtractors. We take we tolerate them, some people multiply, we value them. And some people divide, and we avoid them. And so is going to get into all of that. But I just want to ask you, who is in your life that you admire, as a leader who is another leader of a company you admire the way they are going back to my initial, you know, Golden Nugget, I think of anything else on this episode is that people will forget 90% of what you say, but they will never forget the way you are. So who are the leaders that you know, and these are few because great leaders are hard to find. Who are the people you know, who are Yes, effective at business on the vision and skills part of their leadership compass, but who are also very effective in their character the way they are and the quality of their relationships. People like them. People want to be around them. People want to spend time with them. people admire them, you admire them. Who are they I want you to think of one or two people right now. And I just want to challenge you this week to call them and say you know what, I listened to this podcast By Dylan on the limitless roofing CEO show. And he challenged me to make contact with people that have made a remarkable difference in my life, other leaders that I admire, and I'm thankful for the role they've played in my life and inspiring me, challenging me, or pouring into me, and I just want to thank you, I want to challenge you right now, if you've never done that, do so. Because there's far too especially with men. There are far too many men out there who don't speak up enough, especially when it comes to positive things. Men are apt to speak up when there's something negative to say or something they disagree with, but how to give praise, how to show gratitude how to be humble, and sincere and open and tap into the more emotional side of the brain, which every song on the radio taps into whichever the movie taps into. tap into that side and say thank you. That's a powerful experience. You'll be so glad you did. Alright, so now want to get into the four kinds of people That there are here. And that is number one. Some people add something to life and we enjoy them as a quote here by dl Moody, who was a famous evangelist, I've read a number of books by him. And dl moody is quoted as saying, do all the good you can to all the people you can. And all the ways you can as long as you ever can, you know, basically just live every day trying to add value to people. And Maxwell makes a really good point here. He says people who add value to others almost always do so intentionally. I say that because adding value to others requires a person to give of himself, and that rarely occurs by accident. So guys, the challenge here is to be intentional. With that compliment club, the story I read at the beginning, talking about the compliment club and in physician and consultant in psychologist George W. Crane, you know, the lesson he gave to his class, or the homework assignment he gave to his class was every, every day for the next 30 days, I want you to give a sincere honest compliment, and point out some objective trait or strength that somebody around you has three people a day for the next 30 days. So I want to give you this challenge, I want to challenge you to at least once a day, because three a day, you know, that's fine, you set that but minimum one, or go try to nail three, some of you are going to be really excited by this. And some of you are going to be really thinking man, how do I do this? It's okay. Just the fact that you're willing to try is going to propel your leadership skill level so much further forward than where it is now. Okay. And your ability to have strong relationships, your ability to lead a sustainable, scalable organization is going to do this so. So I want to challenge you at least one person a day, over the next 30 days, I want you to think about what do they do? Well, what do I admire about them? What can I point out? It's really easy as a leader to point out where people don't measure up where they could have done better what they need to do. Are they keeping track? What are your 90 day goals? Are you hitting those goals? Are we on target, it takes a lot more creativity and love, frankly, and care to point out things that somebody does well, alright, you will never regret doing this. Okay, this will absolutely not be a waste of time, and may in fact be one of the most pivotal things you've done in your in your company lately. So I want to challenge you to be somebody who adds something to the life of others, okay, do all the good you can all the people you can and all the ways you can as long as you ever can. This does not happen by accident. All right. Now in other than other the other kind of person. He says the point he makes is that some people subtract something from life, and we tolerate them. And he mentions the play Julius Caesar. And William Shakespeare's play, Cassius asserts, a friend should bear his friends infirmities, but Brutus makes mine greater than they are. And that's what subtractors do. They don't bear our burdens, they make them worse, they make them heavier. Alright, so if you don't know how to add others, Maxwell's point in the book is that if you don't know how to add to others, if you're not intentionally adding to others, lifting them up, pointing out the good, you're probably by default, a subtractor. You probably make their burdens a little heavier. Now, I'm not making this a Christian podcast and there's no preaching here. But that's one of the things that stood the most out to me about Jesus, as I read through the Bible, is he said, My Take my yoke upon you and learn from me, for my yoke is easy, and my burden is light. Now on the days of Judaism back in the at the turn of the century, a yoke was a Jewish teachers teaching. And the Jewish religious leaders of that day were known for tying up what Jesus called heavy burdens and placing them on people way too many things to do to think about to get right. Don't do this, do that do it this way. Don't do it that way, to where everybody just felt bad all the time. So Jesus came along and he said, Take my yoke upon you. The yoke is the apparatus that goes around the oxygen's neck, so that it when it pulls a plow or a load, it makes the plowing easier. It makes the burden bearing easier. And Jesus said, Take my yoke upon me, for my yoke is easy. And my burden is light. I'm not here to take you down. I'm here to lift you up. You're we're all working at this labor of life. We're all working to be successful in business and our roofing general contracting companies. So let me just challenge you in an encouraging way. To be somebody who puts a yoke that fits easy, it fits well, and it makes the plowing easier and a burden. That's life. Don't bury people under Bunch of intensity and stress and things they can't manage, learn how to equip, train, empower people and lift them up, make their burden lighter, that doesn't mean give them less work. I'm not talking about creating lazy employees, I'm talking about being the tack, tactful leader who knows that you've got the right people in your company, and you've got them in the right seats. They're the right people because they align with your core values. And this is an EOS worldwide component that we teach. It's the people component of your business. And we go through this and all of our CEO group membership meetings in our groups. And that's how to develop a people component how to max it out on a scale of one to 10 out of level 10 people component your business. That means having the right people, people align with your core values, your culture and stuff like that. But it's also means they're in the right seats, you've put them in a place where they are meant to shine, because of their unique ability, they're wired to win. In that capacity. A great leader does not put the right person who doesn't align with core values, but puts them in the wrong seat puts them in a situation where they aren't wired to do that well. So they end up frustrated and you end up frustrated as a leader. So just make sure that you are not a subtractor, you're not taking out of people, you're not making their burdens worse. All right. The third kind is he says some people multiply something in life and we value them. And Maxwell says anyone who wants to become can become an adder. It takes only a desire to lift people up in the intentionality to follow through. And that is what George crane was trying to teach his students. But to go to another level in relationships to become a multiplier, one must be intentional, strategic, and skilled, the greater the talent and resources a person possesses, the greater his potential to become a multiplier. And I just love that because you if you're the leader of a company, I assume that you have a desire to be a great leader, I assume that you have a desire to do great things. And you can be a multiplier, you can be someone who is a lifter instead of a leader, you can be someone who serves and empowers others, and sees a light bulb moment go off in their mind, you see their eyes brighten when you when you inject hope into their minds that they can do the job well be well compensated and be a valuable member of your team, you can absolutely be an actor in their lives. Now, the last person is that he says is that some people divide something in life, and we avoid them. Now, there are some of you out there. And if you're listening to this, it shows that you care about self improvement. But I want to kind of give some straight talk here some tough love to those of you that lead roofing companies because that's all I deal with every day long at limitless is owners and CEOs of roofing companies who want to be successful. And there's some guys that have to call out and say, you know, I hear you you're frustrated with your, your sales guys, you're frustrated with your what's an accounts receivable, you're frustrated with this frustrated that, but I gotta tell you, I think you're the problem. Now, our leadership is what determines the growth of our company, your company, if you score yourself on a scale of one to 10 in your leadership, and you say, you know, here's the major components of leadership, I'm going to rate myself at each of those. And that equals a score of about five or six, average, okay? Well, your company's never going to go beyond a level six company, your company will never outgrow your own leadership. As far as the health of the organization, the sustainability of the organization and the long term success of the organization. It just won't happen. You may have up or down years, but you're not going to have something that's going to consistently outgrow you and your ability because as soon as your leadership ability is limited, whether it's keeping score, or finances, or developing people or whatever it is, that's the weakest link in your company link in your company. And it will it will absolutely become an anchor that will prevent your company from moving forward and going onward in that journey. So here's some Straight Talk. Make sure this is not you. I'm going to read again some people divide something in life and we avoid them. And he tells a true story of rgl attorno, which if you've never heard of RG LeTourneau, he was called by some people a mover of mountains and many at one of the largest excavation companies in the US, but he's also known as being one of the most admired leaders in the nation. As somebody who developed the other people around him a lot of people look back to RG LeTourneau as their mentor and as somebody who inspired them, so it says RG LeTourneau, inventor of numerous kinds of heavy earthmoving equipment says that his company used to make a scraper that was called as the model G. One day a customer has a salesman what the G stood for. The salesman like many people in his profession was quick on his feet and he replied, The G stands for gossip because like a tail Bear, this machine moves a lot of dirt and moves it fast. And Maxwell goes on to say dividers are people who are really take you to the basement, meaning they'll take you down as low as they can as often as they can. They're like the company president who sent his personal director to a memo saying, search the organization for an alert, aggressive young man who could step into my shoes. And when you find him, fire him. dividers are so damaging because unlike subtractors, the negative actions are usually intentional. They are hurtful people who make themselves look or feel better by trying to make someone else do worse than they do. As a result, they damage relationships and create havoc in people's lives. I'm going to tell you right now, if you have a tendency to be a divider, in your home life, in your marriage, in your company, I strongly recommend taking a break, go on vacation, take some alone time, get a clarity break for at least a day by yourself. If you're a spiritual man pray you may need to go into some, get some get around some other guys that are again that guys that you admire that lead companies and just be honest and willing to learn and say, You know what? I feel like I got a punch in the gut on this podcast the other day. And to be honest with you, I don't think I'm an actor. I don't think I lift people up. I think I tear them down a lot. I think I've lifted people up a few times. But I can like count on one hand how many times I've done it. But I think consistently, I bring people down and I focus a lot on my own success and not theirs. And I don't want to do that anymore. What advice do you have, ask for advice, ask for input be a learner. None of us has anything to prove we are all learning we can always improve. We are all growing in this journey of leadership. So this goes back to a character issue. Going back to the four points of the compass, your character, your skills, your vision, and your relationships. Your character, you've got to be humble, you've got to be a learner. You know, the the prideful, and the arrogant leader. Nobody likes these guys, you can smell pride from 10 feet away, it gives off an offensive aroma. So there's no room for bravado here, there's no room for chest pounding, okay, all you need to do is go to a few people you admire, call them up, say I'd like to grab lunch and say, you know, over this next year, I'm really going to focus instead of on, hey, we want to go from 10 million to 15 million, I want to focus on getting to, yes, hopefully hitting that target over the next couple of years. But I really want to focus on being an exceptional leader. And that means having a solid character, and having really healthy relationships to make this thing a sustainable long term company, I guarantee you're going to be glad you did. So that's just a little straight talk there, make sure you're not a divider, make sure you're taking others to a higher, higher level. And I say that because it's going to go back to the four main things that we mentioned here, it's going to take some intentionality and some creativity, a very wise and skilled craftsman can build a piece of unique custom furniture and it could take weeks to do it. But a mindless child can come by with a bat and beat that furniture to pieces in a matter of seconds. It takes absolutely no maturity, creativity or virtue to tear things down. But it takes a lot of creativity and energy and effort to build people up. So that's my challenge to you. Are you as far as the elevator principle goes? Are you a lifter? Or do you take people down and your relationships, you can give yourself a really honest assessment. I'm going to post this podcast, of course on iTunes, I'm also going to post it on our website and in our Facebook group. And I challenge you to comment below with what your response to this is, how it made you think and what are some things that you do if you do that if you feel like you practice the elevator principle pretty well. What are some things you do to lift the people up in your company, I'd love to hear it. Alright, so if you're not a part of our Facebook group already, if you're the owner or CEO of a company, you absolutely should be just search in Facebook for the limitless roofing CEO group. And we want you to be part of the group. It's for owners and leaders, CEOs, roofing companies, we don't allow any spam or vendor advertising at all those comments get deleted. And we don't allow people post videos or whatever. Because almost every Facebook group I'm a part of all the good stuff gets buried by a bunch of ads and self promotion and we're not having it so if you are a leader or owner in a company or roofing general contracting company, join the community collaborate with other leaders. Let's all stir each other up for the good and our own effectiveness in our leadership. Alright guys, this is Dylan McCabe with the limitless roofing CEO Show. I'm so happy To engage in this dialogue with you, I'll be see your comments in our Facebook group. And don't ever forget the elevator principle. You, my friend have the power to lift people up in a remarkable way that will change their life and your life forever. I'll catch you in the next episode.