Welcome back. Let me go back to the system concept now. What is a system? It's a combination of things or processes, that work together to produce a more complex result. The solar system, your digestive system, your circulatory system, which we have a really cool picture of. My RA Catherine found that. I'm sorry but I think that's cool. Look at that heart. Okay? Kidneys. Yeah. All the blood and every, that system is working together, okay? Systems are common to engineering, biology, complexity theory and cyber-intelligence. I contend, okay, that a high performance business requires an internal growth system. You gotta get all the stuff working together. You gotta get all the parts, working together. Culture by itself won't work. If your not linking culture, leadership behavior, measurement and rewards and defining the behaviors that you need for your business model. What behaviors do you need to perform excellently? What behaviors do you need to meet customer needs? Maybe you're in a, a business were you've really got to have people who are empathetic and great listeners and listen to customers, because you're customizing. Instead of just selling the same generic product to everybody. It all depends on what your business is, and the key thing is, don't define 25 behaviors, start out and define three or four key ones, and work on them and then you can add as you go along. The system has to be aligned, you gotta send consistent self reinforcing messages. Will you ever get it perfect? No. I did a case on a public company, Cisco, Houston, Texas, the number one wholesale distributor of food in the United States. Great company, very employee centric, very customer centric. Their culture's built around I care, I care for the customer. Interesting story, enjoyed the time I spent with them. The CEO, he's been working on this system concept. And one day he said to me, he said Ed, I've been working at this over 20 years and I still don't have it right. I've gotta get it better. And there's a message in the reason I tell you that story. If you think you got it right, you're going be on the, on the, wrong side of the curve going down. You can always improve it. How do I get my message linked through culture, when you get big structure, leadership behaviors, HR policies, measurements, rewards. See this alignment, people are aligned, that's what you're trying to do. It's a constant work-in-process that's my Cisco example I just gave you. You constantly have to improve it. You have to be sensitive to mixed messages and unintended consequences. Sometimes you can do something with the right intent, and good intent, and it basically be inconsistent with the messages you're trying to, that you've sent previously, or the behaviors you want. You gotta be paranoid. And see, out of everything working in concert, and everything in the proper position. Aren't the images great? Love the images. Alright, time for quiz 3. I don't have to tell you again, they're for your benefit not my benefit, I'm not grading 'em. I just want to see if you're getting the concepts, are you getting the system concepts, are you getting the key parts of it? Do you understand the relationship between behaviors, measurements and rewards? Because I want this stuff to stick, because I want you to think about it. When you're starting a company, you're growing a company, or working even in a big company, the same rules apply. If you're running a team in a big company the same rules apply. Now I know you can't change salary in a big company, but you can give emotional rewards for the behaviors you're trying to do. Okay, quiz 3. That's a great quiz. Three's my lucky number. Have fun with it.