While this crisis has been one of the most challenging situations organizations have faced, it’s also helped some organizations change for the better. To succeed in the new world of work, organizations must continue to adapt, embrace and empower fresh ways of thinking and working. So, how can you align your organization to keep the best of what you’ve become and embed the culture and behaviors you need to thrive after this crisis?
And now I'd like to turn you over to your host Laura Manson-Smith
Thank you, everyone. And on it and welcome everyone to accelerating through the time. This is the first in our second series of webinars on dealing with the consequences of COVID 19. My name is Laura Manson-Smith, and I'm going to be your host for the next three webinars.
Now, the subject of today's webinar is how your organization can transform to perform
With still clearly right in the middle of a really terrible global crisis, but we know that many of you are already thinking about recovery and how your organization, your leaders and your workforce will need to change as we emerge.
Now all the crisis has been the most challenging that many of us have faced professionally. We have also seen things like agility decisiveness collaboration, a real customer centricity innovation and empathy thrive.
Today we're going to discuss how can you take the best of what you've become and preserve this in your future ways of working
Then let's pause for one second for a reality check. I'm sure that many of you listening today are in the middle of making really tough decisions right now to protect your business and your people and you may be looking at things like restructuring.
If you're in a really difficult situation today, we believe, you also have a unique opportunity, and that is to do this in a way that doesn't just reduce costs, but also looks at how you can align your organization and your culture to help your business thrive off this process.
I'm joined here today by colleagues from around the globe, and they have lots of experience in organization design leadership and culture transformation.
In a range of different industries and you can see their names and their faces up on the screen right now. The first I'd like to introduce you to Gary Burnison and our CEO at Korn Ferry who will set the scene.
Thank you. And hello everybody you know if I if I asked you who is America's most winning football coach of all time. A lot of people would probably say of, you know, Vince Lombardi or Nick Saban, Bill. Bill Bellacheck but actually the most winning coach and American football history is probably somebody you don't know his name is late john McKesson john passed away last year he was 93 years old.
John during his career had an unbelievable 621 wins spanning over 60 seasons. He coached a high school football team in a small town Somerville South Carolina and years ago I learned one of my most valuable leadership lessons from him. We visited him.
And had the honor of spending time with him. And at the time he had 576 wins a lot of wins and earlier, the town had given him. He wore this big ring was this green background and had a lot of diamonds. And in the middle. It had the number 505 00 and the town had given it to him to celebrate his at that point is 500 win.
And at the time that we saw on like I said he had 575 wins and walking through town, somebody came up to him.
Very excited said coach Coach, you know, we're working on a new ring for you and we're working on number 600
And you know john turned to him and with a grant said I don't want it with 600 I want it with 57711 at a time and and that's kind of what we're in today is
One day at a time. And the question I think for all of us is, you know, to as as leaders, you can only improve an organization if you improve yourself.
The distance between number one and number two, it's not constant. It's constantly changing. So the question that we have for us is what we do with this moment.
And you know when we're younger. We're always looking to the next moment in the next moment, and when we finally get there, we realize, oh, you know, okay, what was really important was was the journey.
And so the question for us today is to improve any organization, you first have to improve yourself.
And so that's what I would challenge all of us with in order to improve the organization, how are we improving ourselves and not asking the question, what will we be
But rather, who do we want to be. So with that, I'll turn it over to Laura, have a great webinar. Thank you very much for for joining.
Thank you very much. Gary, and you just set the scene perfectly captures the spirit that we wanted to evoke in in this webinar.
Now the topics that we're going to cover in this webinar series. A really interconnected.
And off if you could, if you could move the slide forward please and and what you see here on the diagram is that we're focusing today on organization priorities and we've kind of shine a light down through the middle of this framework for action.
But the framework couple of principles that that address are addressing all the topics we address so
Festival and Michelle, could I ask you to comment first on the on the point here that's going to pop up. I hope in a second. On the right hand side purpose is the new strategy. What we mean by purposes, new strategy.
Absolutely purpose is incredibly important, as we all know what his purpose. It's your reason for being whether it's you as an individual you as an organization you as a team. It's the, the purpose that drives you
And during this crisis, we really have seen the power of purpose and uniting people together, as I said, both personally but also workforces
So organizations who already had very strong and during purposes have really rallied behind those and use those as a means to achieve.
Outcomes. During this time, a good good example of that is John Deere a company. Many of us are familiar with.
Their they work in the agricultural products and services space. Now, agriculture is something that has needed to continue during this time and John Deere has really doubled down on
Its purpose and its role in the farming ecosystem and what kind of behaviors has this driven well they've
They provided small business loans to farmers. They've also very quickly made sure that warehouses can stay open and stay operational.
So they're clear purpose around the role that they play to the farming community really helped them all unite together and deliver even in a really challenging time
Yeah. You know, I think what's also interesting Michelle is that we've seen organizations that didn't have a defined purpose.
Prior to the crisis and they've almost created one, which is how do we get through. And how do we survive together. And that's really, you know, that's really working for them now, but I think once that goes away. That could be a huge void.
Absolutely. That's right. And that's one of the first things that we really urge everyone to do
If you don't have a clear, compelling purpose for your organization. First step, needs to be defining what that is taking a step back and making sure that you have a meaningful customer centric purpose and then you can align your leadership and your workforce around that.
Thank you. And the second point cool that here is the priorities replace long term plans but but surely, Michelle, we're not really suggesting that that company shouldn't do long term planning anymore. Are we, no.
No of course not strategy is as important if not more important than ever. What's different is the timeframes that you're using deliver against that strategy.
So even before coven 19 our research was showing that organizations were moving away from the multi year heavy planning process to one that's a bit more nimble and agile.
And increasingly, what we see is that businesses have to operate at two speeds.
One is the quarter to quarter driving near term results and the other is having that long term vision that long term purpose that long term strategy that you're aligning everything towards
So our recommendation here is not just to have the longer term strategy, but importantly during this critical time to have your near term business priorities that are defined and that you can share widely throughout your organization.
Okay, makes makes sense. And what we mean by organizational capabilities and why are they so important right now.
You know, organizational capabilities are. You know, there's simply the things that your organization needs to be good at, in order to achieve the results that you want to achieve.
And it's a combination of processes systems and tools skills, knowledge and behaviors and organizational structures and all those things combined allow you to deliver against your goals.
So in our work, we find that clarity of what really creates value in your business is imperative to defining the right organizational the right organizational capabilities.
So, for example, there's a global consumer brand that we've worked with who realized through this crisis that supply chain.
Is a key organizational capability, it's key to their success, but they haven't invested in it that way. It's always played second fiddle marketing.
But they think that for the long term that it's a sustainable competitive advantage for them and it will help maximize speed and customer value.
So the change that this is driving for them now is that they have a laser sharp focus on developing and enabling a totally new breed of supply chain talent that's going to help them accelerate into the future.
So our recommendation here for you is really to reassess and redefine your organizational capabilities. Now we're not talking about five or 10 or 12
Literally two to three organizational capabilities narrow in on those crucial capabilities that are really the things that will drive your outcome and accelerate your rebound.
I think that concept of focus is so important right now because we're doing everything at speed and it's important to focus to do a few things really well, rather than have a long list.
So to help you make a decision and focus in on those business priorities, we'd recommend getting really clear on your organization's financial leadership and organizational health
And we've updated our Korn ferry organization scan diagnostic for the attributes that we think will help organizations get through this crisis stronger.
And it puts your organization on the chart that you see here, according to your current basis. So you may be in survival mode and this is really characterized by going through major restructuring right now and divestment.
If you're in preservation. This is about cost optimization and cash generation.
If you're exploring this means you're really looking at reshaping your portfolio to do two things to drive efficiency but also performance.
And the top right hand box is disruption and this is where you're really reshaping your, your portfolio, because you want to go into new markets and you want to access new business opportunities.
Now, at the end of the session, we're going to provide access to everyone on this call.
To a free version of this diagnostic usually it's a full one that you would send out to the full organization, but this will give you a personal snapshot of where your organizations today. And when you complete the questions you'll get an incident report back
But let's focus just for a minute on on the box here on the bottom left and survival, because I'm sure that there are a number of organizations represented here today who are really here right now I'm focusing on for sure and not their business financially.
Whole I'm going to turn to you and ask you, you know, people costs us such a significant part of any organizations cost base. How can you do that thing of balancing your cost savings we thinking about future growth.
That's a great question Laura. I see a lot of leaders wrestling with this one right now and that we're we're actively working with a large retail bank just at this moment and
And in a second. I'll talk a little bit about how they're tackling the question that you've asked, but I think first of all, looking at the question itself. There's a tension between this cost saving now and the future growth and to resolve this tension.
We, we need to answer two questions. Well, first of all, the kind of light song question, can we stay in business, what the bank called liquidity.
And and you will have no business without having to make hard choices right now. Are they, they kind of pay for ease is shifting people to virtual working in the like.
But alongside this and the intention with this, we have to kind of ask that question. Can we sustain and grow our business in the future.
The retail bank. In this case, turn that the solvency question, and it's really about sustainable post pandemic growth.
And so you have to be really careful here. You know, we're making hard choices, but we mustn't leads to people who are the growth engine in the future.
So let's look at the bank. Let's look at the retail bank. So we worked with them. And what you see on the slide here is the pre and post pandemic choices.
So we work with them to scenario plan different short term and long term options and and it's led to some interesting conclusions. First of all,
There's been some earlier than planned branch closures and you see that reflected at the top of the slide here in pre pandemic, the branch base roles and I'm going down more slowly. And that's been speed it up with branch closures.
But equally, they also needed to. And they decided to accelerate a lot of digitization. And I'd also cross scaling of those previous
branch banking staff into roles that they called universal bankers.
So what is the universal banker or universal banker is those employees are available for you or I to phone up for an online consultation.
And around a whole array of kind of customer service request that might be a quick transaction. We just need to sort out there or something.
But it might include some broader financial advice, particularly, you know, as we move out this crisis time
And you can really see that how these the growth of these universe or. Thank you, Rose, which you see reflected the bottom of the slide the fast growth of these
And instrumental to that change if they haven't gone through youth the right analytics. They were laid off a load of the staff during the Bronx closure program.
But now, they've been retrained into a lot of these universal banking roles and they. These people really are the heart of customer satisfaction and ultimately sustainable revenue for the bank. So it's a critical capability that they built as Michelle put it
I’d say so. So Paul, if, if I'm in the position right now of having to make the tough choices that you've outlined what practical recommendations would you give me
Laura, I would recommend for practical actions which are highlighted on the slide here. So if we look first on the left there.
And first of all, you need a good but not a perfect baseline of people data. It is enough data to know the answers to some key questions.
So what's the balance and makeup of my staff based particularly some of those critical roles in the bank there, for instance.
Whether it's people work. Do they work on sides. They were virtually, how do they work and and then can some of these roles be delivered virtually because I booted sized or rescheduled in some way. So again I good baseline in places that foundation
And I urge and those people listening today just have to think about where are your key staff today. What's the opportunity inherent in that
Second, we turn to the subject that Michelle touched on a lot there which is about understanding critical organizational capabilities.
And this is the critical capabilities that you need to be successful. Now, and post pandemic in the banking example, it was the universal bankers and that Digital Banking capability.
And then said, just get a real get a real laser focus on the work and workforce choices open to now that varies between markets in the UK. We've got some different
Opportunities from the US and from other parts of Europe, but they might, for instance, for the workforce include pay freezes the third reward furloughing of staff.
And the use of contingent workers, but there's also work options there about automating work or even we've seen quite a few people launch new or different products, particularly for this time.
And we've seen some great examples of creativity and I urge people to put their creative thinking caps on here and we had a lovely example in the UK, where there was
A big fashion chain and they've chosen to lend their staff during this period to a food retailing chain. So make creative use of your staff there.
And then that's in the fourth recommendation, it comes together in the use of those workforce analytics to bring together people and financial data because this is a human and financial
decision to be made into a set of future scenarios, so that you as a leadership team can make the right choices. So hopefully law in those for practical actions there and there's some practical pointers through our listeners today.
Thank you, Paul. I was, I was reflecting on a conversation I had with the CEO who was telling us
She has to make these critical business decisions every 24 hours and each time she doesn't have all the information she would ideally like to have
And you know, I think as we've explained here, you know, the data you gather in this exercise may not be perfect.
But if you can get started on your critical roles, it's going to let you model out different options as we get more information as we learn how the virus is subsiding and how interventions in different countries are having an impact.
So moving on to talk about positive behaviors and you know if you're anything like me, you start the day right now and doing something you absolutely should.
And that is picking up your phone and looking at the news and, you know, there's so many difficult stories to digest.
And it certainly doesn't set you up in the positive frame of mind that might be helpful right now but
What I really love is as you go through the day I find at least I'm hearing wonderful stories about really great things that people are doing to move their organizations forward.
And we wanted to take this opportunity now to get a bit of a collective post from our listeners here today.
And to hear from you. Which of the following behaviors. Have you seen emerge more during this crisis.
So we've got agility decisiveness collaboration, a real focus on customers innovation and then proceed. And so we're going to launch a poll just now. And could you select from that pole everything that you've seen more of during the crisis.
And while you're voting. I'm going to ask Khoi to share some examples of things that you've seen during, during the pandemic.
Thanks, Laura. And, like you, I think we've all been impressed with some of the
Breakthroughs we've been seeing from many organizations, starting with agility.
In the UK, the National Health Service, which actually is the fifth largest employer in the world has taken two weeks to transform to virtual doctor consultations, a change that by their own admission, would normally have taken many years.
And infighting covert 19 we've seen several companies, notably in the farmer and life sciences space partnering with the competition sharing research and data and working much more collaboratively, both within and outside their organizations.
And last set of examples that have really made me smile, I suppose.
Are those focused around customer centricity and in particular in retailing
Lots of accelerations of moves online and putting in place new processes, ensuring delivery from store to curbside in record time.
The CMO that was leading this noted that it was the increased focus on helping customers during this crisis that led to the breakthrough people working together across silos to make this happen.
Awesome, great example. So, so let's see, see what results came through.
And that is really interesting. And so it's at the top score. Here we're seeing is collaboration with 72% of you.
Saying that you you saw them, I think, probably, probably influenced somewhat by the last example Corey, but I think
What also jumps out to me that is that empathy is is showing up and I was talking to
An HR director recently who said that she felt that code 19 has given a new lease of life to some of her policies around flexible working
And virtual working had proved that it could be effective and what she'd seen is that leaders and managers in her organization had suddenly been exposed to the home life with working parents
And it had created this great sense of empathy. So thank you very, very interesting to see those those things. But all of these behaviors scored pretty pretty highly than the polling and you know I think now, and a company, Michelle.
If you're trying to restructure your organization with those behaviors in mind, and particularly the behavior of agility, you know, what can you do, how can you embed those behaviors.
Yeah, I mean, it's one of the key questions and it's one that almost everyone is asking right now unfortunately most organizations are not designed
To support the types of behaviors that we were just talking about agility collaboration empathy.
In this crisis. People have broken down organizational boundaries because they had to all of the examples that that coin gave
Those are things that people had to do in order to meet customer demands and in order to survive.
And if you want those to kick those behaviors to continue. However, you will need to make changes to your organizational structure because if the structure remains fundamentally the same then unfortunately people's behaviors will revert back very quickly.
So in order to enable those desired behaviors we really need to move away from the traditional hierarchical organization where leaders delegate tasks and they protect all their people from any type of ambiguity.
To a much more fluid ecosystem where people collaborate quickly and effectively and efficiently.
Were leaders provide direction, but it's with the goal of empowering people and empowering people to do their job effectively and really importantly, one where all employees are exposed to ambiguity.
So one of the reasons that's so important is because one of the biggest characteristics of this crisis is the unknown nature of it.
Not just the unknown nature of the virus itself, but the unknown nature of what's going to happen. How will reopen what will what things will look like in the future. What is the new normal. All of these are unknown.
And for those of us who work with different types of stakeholders. There's an unknown about stakeholders expectations and behaviors. So whether your stakeholders are consumers or customers or patients. It's not clear what they're going to expect from us in the future.
So that's why an agile organization is so important is because an agile organization is one that can quickly change to it to address emerging demands or changing expectations from their stakeholders.
It's one in which quick decision making and execution is important. It's one word collaboration and an agile approach is used daily and it's one that will prepare all of your employees to respond to the challenges that lie ahead of us.
So there are five things to really think about as you build an agile organization. The first one is to reduce the levels of hierarchy.
Now, think about your current organization, how many levels, you probably have in it. It may surprise you to know that best in class benchmark for highly agile organizations is only three to four levels.
The second point is to group different functions with similar and highly interdependent capabilities together.
The third suggestion is to create bigger, more versatile teams that are formed around end to end accountability.
We often call these smart teams that are comprised of diverse individuals that are led by an inclusive leader and that are created around the context of what needs to be done. They're not static.
But they're created each time there's a new problem to be solved or something that we need to deliver on
Individuals and individual units are not going to be able to solve the challenges of today. That's why these interdependent teams are really important and breaking down silos, that will allow for greater accountability across the entire cycle of the business challenge or the problem.
The fourth one is to redefine how you're engaging with the ecosystem around you. We're already seeing this from a number of different places where people are partnering with
Those that used to be their arch enemies. Their stiffest competitors.
And the partnerships that need to be formed in the ecosystem of the future look different than your traditional supply chain or your traditional procurement partnerships.
So we really encourage you as my colleague was saying to put on your creative hats around what partnerships look like in the future.
And the last one is to introduce cross functional communities of expertise in your organization.
There's no time right now for knowledge to be kept in different pockets, for lessons learned to be kept in different pockets of your organization. Now is the time to share quickly and to share often and centers of expertise are really the best way of doing that.
Thanks. Michelle That's a really helpful list. Ignacio, tell us what you found.
Yes, sure, Laura. Here you can see a real example of a major transformation for an ecological organization to an agile one.
So this story is going to illustrate why you can do it. So before that transformation in the HR organization they have several agendas that means it set its own priorities.
They work with various model project with a long time for delivery, people were doing a mix between projects and working on recurring tasks.
And you would work in silos. So they missed the opportunity to get feedback for another unit and will happen after the transformation. Now they have a single agenda that allows people to be focused on those tasks and projects that are high priority.
They have fewer projects with better delivery times
There is a separation between recurring tasks and projects.
And the employees are more versatile improving the quality of the project and the tasks with more multidisciplinary team.
So at the end, and within, within the new HR function, they have improved four KPIs. One, time to market with decision making and more autonomy.
Two, Employee engagement was increased. more empowerment two individuals are more development opportunities. Three, productivity. They are now producing more with the same resources. And last, quality. Now functionality is higher, and they have improved the user experience of their internal clients.
Again, single agenda, fewer project, versatility, and separation between projects and recurring task.
So now with all of these, how does this apply to your reality. And how would you execute it yourself?
So we can do some really specific things with our structures to support behaviors like agility, but we know that organization charts alone won't change behavior.
Going, how do we make these words like agility become more than some aspirational statement that might just get overlooked when economic realities really come to the foreground.
Well, we all know that culture is much more than an aspirational statement. It's the way things get done.
And that's true whether it's in society or in organizations. It's our shared pattern or beliefs. It's the behaviors and those things that turn strategy into execution and aspiration into action.
And one of the rays of light in these unprecedented challenging times is how its propelled equally unprecedented positive change. And we saw that highlighted a bit in the poll, a lot of evidence of positive change.
So necessity has always been the mother of invention and this crisis has delivered momentum towards new ways of working ways of working that are not just vital for surviving, but also for thriving.
And momentum and culture change is I think one of the hardest things to build. And so the job to be done for CEOs and leaders is to maintain it and profile and then to embed it into the fabric of the cell.
So three actions from, from my perspective for leaders and teams to consider right now in building a better normal
First is focused that. The second is to lead by example. And the third is to amplify. So first up is focus. Wash your hands social distance shelter at home.
The crisis has seen all of us, and indeed whole countries change their behavior rapidly and decisively and part of that comes from a laser focus on the few most meaningful behaviors that need to change.
In order to maintain momentum and drive culture change leadership teams need to choose few behaviors, where they have absolute conviction that those behaviors are critical for both the immediate crisis and for accelerating through the term.
Perhaps we might each take a moment after this call to consider which breakthrough behaviors, we've seen in our organizations during this crisis that we would wish to prioritize and focus on maintaining and perhaps we can start there.
Second is to lead by example and the spotlight, not just on zoom, but in general has never been brighter for leaders.
And the response to this crisis brings into absolute sharp relief, whether or not leaders are living the culture and walking the talk as role models.
One CEO recently shared with me that she's been running shorter daily board meetings to make real time decisions sharing this changed approach across her organization send a clear message of pace and cadence.
As we move beyond this initial Crisis Response leadership teams are now facing tough trade offs in particular, how do you continue to live the cultural values of togetherness and employee well being. When the response might be shifting to restructuring and redundancy.
What we've seen working already is when leaders make the same sacrifices that they're asking of their organizations.
And as the pole highlighted empathy matters and maintaining empathy fairness and humanity through these tough decisions. Both, both economic resilience, as well as cultural strength.
So the way leaders behave, how you make tough decisions, how you communicate them will set a powerful tone from the top that will echo in your culture beyond the crisis.
The third and final action that amplify and in order to avoid what Michelle called a reversion to the old ways of working or The Empire Strikes Back leaders need to champion the change that they are already seeing
Perhaps, like my family and I, you're also uploading our frontline health heroes its daily in New York and weekly in London, where clearly we're still a bit more culturally reserved
Similarly leaders need to hear the team members and employees who are demonstrating the behaviors that matter and amplify the stories of those that are living the values that will be vital to moving forward.
And that's something that we can all do each of us can create that magic moment by creating and acknowledging the behaviors we see from our teams our peers, even our bosses that makes the biggest positive difference
So to recap, if we want the embassy, the collaboration, the agility. We've seen emerge through this challenging time to enjoy beyond it, we need to focus. We need to lead by example and we need to amplify the behaviors that best represent the culture that you want to create
If I have a hope it's that we can use this adversity as an opportunity, an opportunity to build a better normal going forward. And with that in mind. Back to you, Laura to share how we hit the gas.
Thanks for yeah i think i think the first a quick reflection that this. I mean, this is a really awful human human and economic crisis and
I personally feel a massive sense of responsibility to do things that will help my organization my clients organization move their businesses forward into, you know, play my part in the in the communities. I'm in
And I think has leaders. We all have the opportunity to really harness the transformation that's happening around us right now.
And we can create lasting change in our organizations and drive greater success beyond the crisis, but if we do nothing, as you know, some of you, my colleagues have alluded to already you know things weren't things like change or weren't maintain
So hit the gas coin mentioned, we, we, the theme of this webinar series is accelerating through the term. So I guess this is a nod to to that theme.
And we recognize that we, you know, brought up some pretty big topics here today. And so we wanted to wrap up with some more focused and specific actions that you can get started on right now.
The first one is to get your leadership team aligned around a really focused set of business priorities and as Michelle talked about early on, you know, these should ideally be aligned to your overall purpose.
Number two is if you haven't got a baseline of your people get started right now. And Paul said initially you know it doesn't have to be perfect. You know, maybe just start with your key organizational capabilities.
Number three is more related to the topic of organization design and we hope both Michelle and Ignacio talk about this.
And, you know, sort of hit the gas action here would be get The accountabilities for your most important goals documented and communicated and clear.
And critical roles aren't necessarily just your most senior roles and I'll give you an example one organization that I've worked with sees its culture of service mechanics as a really critical population.
And the reason why is that that group of people spend all of its time with customers can have a huge impact on customer service.
And services, the part of the business of our organization wants to grow in the future.
So what they've done is actually given each mechanic a budget that they can spend with us at their discretion to do additional maintenance that they feel
Would really serve their customers, you know, beyond what kind of stated in the contract. And to me, that's an example of true trust and empowerment
Number four is is about really soaking up and listening and observing what's happening around you, what's working well, why is it working well learn from that.
Number five is about the symbolic actions of leaders that we heard koi talking about earlier.
And you know, I think he mentioned pick the one or two behaviors that you would focus on
I would I would sort of raise the game a little bit here and say, you know, what can you do in the next 60 minutes after this webinar to demonstrate that you support certain key behaviors.
One of them wants to that we've talked to has said, you know, this is a whole new world working virtually I'm usually on a plane and I'm usually traveling 100% of my time, but it's so much more efficient.
And effective and and i'm going to commit to when when travel restrictions come up. I'm going to try to travel more than 50% of my time.
And the final point here is something that I say that all of my clients when I'm helping them go through some sort of change in their organization and it's go where the energy is
You may have your top three business priorities that you want to implement
But if you get a sense that number three on your list has the most organizational energy behind it that your leaders will champion it then go where the energy is and support that because you're much more likely to get traction quickly.
So we've reached the end of today's webinar and a few a few points to, to wrap up.
I did mention earlier on, that we would give you access to our organization scan and at this stage, and you may remember this from the previous webinars, if you if you pick up your smartphone.
And if you open the camera and hold it up to the QR code here on screen, it will take you to a link to the website where you can do that. That scan right after this webinar.
The second thing is, we'd encourage you to sign up for the next two webinars. Same time Thursday and Friday and I'll be back tomorrow with a different set of colleagues talking about how you can shape your future workforce.
As we said earlier the slides and the webinar recording. Once you've downloaded will also be emailed to you.
And finally, I'd like to restate reiterate one thing to you go where the energy is your people know instinctively what the right thing to do is our role as leaders is to create the conditions that allow that to flourish. Thank you.