From Employee to Intrapreneur:
Developing Dynamic Leaders in Your Organization

Emily Smit

Awesome. So good morning, everybody. Thank you all so much for being here. It is just such a fun way to start the day. Everybody's energy and smiling faces are so fun to see. So welcome to culture community. Whether it's your first time here or your 20th time here, we are just so, so happy to see you all. So who are we? We are a group of people passionate about being great leaders, intentionally building great cultures and building community. So this is really a space to learn, to develop and grow, to connect with other people and be inspired and activated to make a positive change in the world. So when and where we meet, we meet online monthly. So we are able to have people here from the Midwest and the east coast and the west coast. Let me just say, if you're here from the west coast, good job. It's very early, but we love having so many people from all over join us for this conversation. And we like to cover topics that help us become better leaders and build the cultures that we love to see within organizations. So our topic next month is going to be so much fun.

Emily Smit

We have somebody, our amazing teammate from the perk, Jess Kent Johnson, and she's going to be talking about leading from the middle. So ways to trust builder, trust building behaviors for managing up and across in an organization. That's going to be an awesome conversation and we hope you can all join us for that as well. And now I'm going to turn things back over to Leah to introduce our amazing speakers today.

Leah Roe

Yay. I am super pumped to be here alongside Kylie Peters. And we are going to be diving into all things intrapreneurship. So some ground rules and expectations for our time together. Today we have a little over an hour together, and so first things first, I would love to invite you to be present, eliminate distractions as much as possible. I want you to give yourselves the gift of this time and space to learn and grow. Can we get behind that? Yesterday I did thumbs up on a call. Yeah, look at that. Isn't that cool? I know. I was on a random meeting with somebody I'd never met before and gave them a double thumbs up, and that happened. And I was like, this is my favorite thing ever. Okay, next, please ask questions. Engage, participate. This is not just a lecture. We don't want, you know, to just be hearing from Kylie and I. So please engage. Please participate. Please ask questions. There is no such thing as a stupid question in this space. Can we get behind that? All right. Please be open minded. Something we have borrowed from our great friend Michelle Venturini. I don't know if she's here today is that we enter all of our workshops with the same intention of everyone here has something to learn and everyone here has something to teach.

Leah Roe

So please, be open minded. Be open to learning new things from myself and Kylie. Be open to learning from everyone else on this call. And also be open to sharing your own ideas, your own suggestions, your own challenges and experiences with that intention to teach. Can we get behind that? All right. And last but not least, please, my friends, it's culture, community today. Can we please have fun? Thumbs up, some smiley faces. Awesome. So, now that we are all aligned, we're all clear on what our expectations for the day are. Let's talk about our why. Why are we here today? We are here today to talk all about intrapreneurship. We're going to talk about what it is. We're going to talk about why it's important. And Kylie is going to teach us the six choices of intrapreneurship, how you become an entrepreneur. Then after Kylie teaches us all about the what, the why, the how of intrapreneurship, I'm going to take back over and I'm going to talk about the PErc case study. Here at the PErc, we are a whole team of entrepreneurs. So I'm going to talk about why entrepreneurship is important from a perk perspective.

Leah Roe

We're going to interview two Rockstar perk intrapreneurs, and then I'm going to talk about the choices that I've made as a business owner and as an entrepreneur in order to cultivate an intrapreneurial culture here at the perk. So, with that, I am going to hand things over to Kylie Peters. But before I just give her the capabilities to present, I would like to introduce her. So, Kylie Peters. Kylie Peters is a key. Oh, can you see this on my screen? Can you still see my screen?

Emily Smit

Yeah. Looking good.

Leah Roe

Great. Okay, so Kylie Peters is a keynote speaker and international award winning serial entrepreneur and an executive leadership and business coach with over 20 years of entrepreneurial experience. That means she became an entrepreneur at the age of, what, two? You have 20 years, right, Kylie?

Leah Roe

She built and successfully exited her digital marketing agency to launch Rain nine, her executive consultancy where she helps women business owners leverage entrepreneurship to build the lives they want. She has helped hundreds of women launch, scale and exit their businesses in pursuit of greater autonomy, financial freedom, and ownership of their lives. She's also, in all of her spare time, the host of the welcome to Iloma and make business personal podcast for entrepreneurs, owners, and leaders who want to change the way we do business. So she's got a lot of experience when it comes to entrepreneurship, entrepreneurship. And also, the thing you need to know about Kylie is she is the most delightful human you will ever meet. She is so freaking quick. She is so smart and love, just loving everyone and everything is her superpower. So with that, I'm going to hand it over to Kylie.

Kiley Peters

Well, thank you. I think that's my favorite intro of all time. Leah, let's see here. Here we go. Give me just 1 second. And we're going. Let's get this fixed here. Hold on 1 second. There we go. Everybody can see good technology. We're still learning technology. Me still learning technology. All right. Okay. Well, thank you so much, Leah, for that amazing introduction. Hello to culture community. I have been here before. It's so fun to be on this side of things. And as Leah introduced, we're going to talk a little bit about intrapreneurship and what that means. And just for the record, as we're chatting for you right now, we're not saying entrepreneurship incorrectly. We're talking about intrapreneurship and the value of building the entrepreneurial minded folks within your organizations. And we're going to talk about why that's important. And we've got some stats behind why that's the case, et cetera. But as Leah mentioned, let me make sure my thing is clicking here. As I mentioned. Hello, I'm Kylie. She already gave you my bio, so I don't need to repeat any of that. As she mentioned, I am the founder of Rain Nine. We're an executive leadership consultancy.

Kiley Peters

We primarily work with women business owners, helping them leverage entrepreneurship to build the lives they want. And these are the two podcasts that I run. So if after today, you want to hear more of my voice on a regular basis, the good news is we can make that happen for you. Welcome to Loma is coming up on its two year anniversary as a podcast and make business personal is actually launching in the next couple of weeks on April 2. So that's a new podcast that we're getting out there because we believe that in order to build the lives that we want, we need to make business personal. We spend so much of our time and energy working to afford the lives that we want to live. We should be making sure that we do work that we love to do as well. All right, so with that being said, and as Leah mentioned, by all means, please go ahead and drop any questions in the chat. As we go through the next couple of slides, and we'll make sure that we address those as we go through. So my question to kick things off for everybody here, I just want you to think about this for a minute.

Kiley Peters

What would it look like if everyone within your organization thought like an owner, or they were more curious, they were more innovative, more collaborative, more influential or more progressive? What would that look like? We would probably think differently. Collectively, as individuals and as a collective unit, we would think differently if that was the case. And by thinking differently, we would therefore act differently. Right. Our thoughts influence our actions, and our actions influence our results. We would get different results. And if that was the case, the reality is we would all be entrepreneurs and intrapreneurs, because it would mean that we're taking ownership of our lives. As I teed up, we work so many hours in our lives, and it's up to us to take ownership of the work that we do, no matter if we own the organization or we work within the organization. And we at Ray nine believe that everyone should be an entrepreneur or an intrapreneur because of that. Right. It means that you're taking ownership of your life, not just your personal life. Right. You are a whole human being, and the work you do takes up a lot of the time that you are alive and breathing.

Kiley Peters

Right. So we believe that this is really important. So we're going to spend the next couple minutes talking a little bit about entrepreneurship and some of the choices we believe are important to facilitate an entrepreneurial culture. And I'm going to give a shout out to Leah because we've worked on collaborating on these ideas together. I'm just presenting this first half, and she's going to follow up with the second half here. So the six choices we believe to be necessary to build a culture of entrepreneurship is one ownership. We have to choose an owner's mindset. We have to choose to be owners. Right? We have to choose to be curious. We can't just sit there and continue to make judgments. We have to stay curious about things. We also need to foster an environment of innovation. We can't accept status quo because we will fall behind. We have to continue to innovate. We also have to collaborate. Oh, there we go. Collaborate and work on building things together. Collaboration over competition. So often we get into positions within organizations, and it's like this or that or he or she or whatever. It ends up looking like it's really an opportunity to collaborate.

Kiley Peters

We can build so much more when we create those environments of collaboration and community. And then we need to choose influence. This can show up as a lot of different ways. It can show up in a lot of different ways. One specifically that I hear from a lot of organizations is they want their team members to be more influential, specifically in a sales situation. How great would it be if your entire organization had the ability to influence upselling, had the ability to close new clients? It would increase a lot of different opportunities for the organization as a whole. And then lastly, we believe you need to choose progress over perfection. Right? We need to choose to continue to be working towards just increasing a little bit at a time, not waiting until things are perfect for the world to see it. Right. Okay. So now that we've laid the foundation, let's dive into things. All right? So number one, choose ownership. So that's cool. Kylie, what does that even mean? Right. The big question that we want to ask here is, if I were the owner, what would I do? Right. So if we're going to step into the shoes of being the owner of whatever organization, maybe it's your organization, maybe it's the organization that you work for, right?

Kiley Peters

What would that look like? If I were the owner, what would I do? And really thinking through that, right. And a few tactical things that that might show up as looking like. And the way that we would go about addressing that question is, first and foremost, we have to understand ourselves. Right? We have to understand our own strengths and our weaknesses. We have to understand how we can best show up and how we can better support ourselves and the organizations that we work for. Two, we're talking about accountability. I can't tell you how many times I've talked to leaders and owners. They're like, man, it would be so great if my team just took accountability for things. Yes, agreed. Across all organizations. Right? You have to be taking accountability for yourself. And that means asking questions. That means acting in a bit of humility. That means just like really taking ownership. And you don't have to have all of the answers, but you do have to take responsibility for yourself. And then third, you need to be optimizing your time, and you need to be practicing the art of delegation. So again, if you're stepping into the shoes of an owner, an owner can't do everything, right?

Kiley Peters

It's not possible. But the same is true for every single person within the organization. It's not your job to do everything because that's not your best use of time and talent. Right? So taking a look at how we continuously optimize our time and then delegate accordingly, and now for everybody who loves stats? We've got a couple of stats to back all these numbers up. It has been shown that high performers in highly complex roles can increase productivity over 800% when stepping into a role of ownership. So really taking a look at elevating, especially those people who are in those highly complex roles and high performers, we can really elevate them and look at the increase in productivity and how that affects the bottom line. So there's a lot of upside there. Number two, choose curiosity. There's a quote by Walt Whitman that I think was just surfaced through the TeD Lasso network, but he says, choose curiosity over judgment. Right. And I love that because nobody wants to be in a room with somebody who is constantly like, I have all the answers and I'm judging you because you don't. Right. We stay curious and we create conversations.

Kiley Peters

The big question that we want to be asking here is, what value do we create as an organization and even as an individual in your role? And who are we creating that value for, and then how can we potentially expand and improve? So, again, we're thinking like an owner, and we're continuously staying curious about the work that we do, the organization we work with and for, and how we continue to create additional value. So what does that look like? Well, first and foremost, should be no surprise here if my clicker will show things. There we go. Okay. Ask questions. Right? Again, staying away from casting judgment, staying curious. We have to ask questions, continuing to ask questions, even in situations. And I run into this a lot where people say, well, I feel like I'm always supposed to know all the answers. Sometimes it can be a really bold leadership move to ask more questions than to be the one that has to find all the answers, because it not only empowers your team, it empowers yourself, and it fosters that community of collaboration. Right. Try a new perspective. One of the coaching techniques that we're taught through training is a number of different skills to help you step into a new perspective, to try to see things from a different angle.

Kiley Peters

Right. So this might be specifically stepping into the shoes of your target audience. It could be stepping into the shoes of a leader in your organization or somebody who reports into you. You know, it could be a lot of different things. Like, if I was this person, what would this look like to me? How could I be addressing this, right? What new opportunities might we be able to create or address from this new perspective and get out of your own head? And then the third thing here is focus on purpose, people and problems solved. So when we get really curious, and we can really root down into the purpose of as to why we are here and what we are doing, who we are creating that value for, and how we can potentially make it better. Where, again, it's like a three for one, right? We're focusing on purpose. We're focusing on the people that we are here to serve, and we're focusing on the problems that we are solving. And when we get really clear on that and we act from a place of positive intention, we can really start to shift the needle and make big moves within our organizations.

Kiley Peters

One more stat for you guys here, for anybody who's like, sure, curiosity sounds nice, but how does that impact the bottom line? Well, according to some surveys and research, we've seen, 59% of managers surveyed believe that curiosity does have a business impact and that looks different across different organizations. But the fact that we're actually quantifying the fact that this does have an impact on the business is a pretty big step. Third is innovation. So as we move into the space of innovation, one of the big questions we want to ask here is what is possible, you know, continuously to stay curious, right? So what is possible? And then what is the impact of that? Like, what if that actually is possible? What changes does that make? What does that enable us to do? How can we actually move forward in this venture? Right? So a few of the things that we want to go about or the few of the things that we can tactically do to help move down that space is, number one, create psychological safety for everybody here who's working within an organization, leading within an organization of any kind, you know of, and the perk does a great job of speaking to.

Kiley Peters

This is trust is the number one important thing, right? Like, we have to build trust in order to build a culture of positive anything. And one of the foundational bedrocks of that is creating psychological safety. You can't be asking people to trust you if they don't feel safe in your presence. So really, really focusing on that and that has to be a bottom up, top down thing, right? Like, everybody has to be on the same page. We're not casting judgment. We're creating a place of psychological safety. Also, in order to facilitate innovation, we have to be able to create a culture that embraces risk and failure. We have to make sure that people don't feel like failure is a bad word, right. In order to create innovation and to continue to move forward, we have to take risks. Not everything is safe, right? Like, what if Steve Jobs never thought about, like, well, what would happen if we thought about putting a computer in the pilot or in the palm of somebody's hand? Like, we wouldn't have the smartphones we have today. Right. And I'm sure that he failed a million times before they actually got that.

Kiley Peters

Right. And we have all seen the iterations of that, and that story is true across many organizations. Right. But we have to embrace risk and failure and make it okay and use it as a learning lesson in order to facilitate a culture of innovation. And then lastly, we have to get, gosh, my clicker is just, like, really stuck or something. I don't know what's happening today, but we have to get comfortable being uncomfortable. And this kind of backs up both of these first two things, right. We have to get comfortable being uncomfortable because it's not comfortable. Change is not comfortable. I don't really know anybody who's like, yeah, yeah, I want more change in my life. This is great. Like, the only thing constant is change, and we have to learn to embrace that and get comfortable being uncomfortable. And, you know, I've got stats here for every single one of these. So for anybody who likes numbers, here you go. You're welcome. We've seen 49% of individuals say that they're more like their company's more likely to foster an innovation by adopting a growth mindset. So, really focusing on that growth mindset to facilitate an environment of culture, of innovative culture is also really important.

Kiley Peters

All right, number four is choose collaboration. So, again, we're choosing collaboration over competition, because when rising tides lift all boats, right? And that's within organizations, and that's also across organizations. Right? So, really taking that look of collaboration, the big question that we want to ask here is, who do I need to help me solve this? If we have any Dan Sullivan fans in the house. For anybody who doesn't know Dan Sullivan, definitely check him out. He's a great entrepreneurial coach, and he has written a number of books that I'm a big fan of, but one specifically is called who not how? And he has an entire book about the fact that it is not your job to figure out how to do everything. That's actually not the best use of your time and your energy. You are great at doing XYZ things, and somebody else is great at doing ABC things. So figuring out who you need to help you solve whatever problem is coming up is really what you need to do, like focusing on who you need to help you solve this problem. And again, that fosters an environment of collaboration. So a few things that we can go about doing in order to make this happen.

Kiley Peters

Come on, man. Here we go. Building trust and emotional intelligence. So we talked a little bit about trust just a moment ago, but as we are working on building those environments of collaboration, we have to be able to trust one another. We have to be able to trust that nobody's gonna stab us in the back. We have to be able to trust that we're going to have advocates where we need them. And we also have to look at building emotional intelligence to make sure that we're reading the room and we're able to. Okay, thanks, Seth, for that link to Dan Sullivan's book. There you go. I'm not getting paid to say this, I swear. I should, though. I should really be an affiliate for Dan Sullivan because I would be making a killing anyway. Building trust and building emotional intelligence. We have to be able to read the room, understand the people that we're working with, and navigate those situations delicately as they might arise. Okay, here we go. Embrace yes and. And I know that this is also part of the Perc's clear leadership methodology and for good reason. Right? Because embracing yes and is a key element in creating collaboration.

Kiley Peters

Now, slight tangent here. I have an improv background. And improv, the number one rule in improv is yes, and. And for anybody who might not know what that means, yes, and in an improv sense means essentially, like, whatever happens on stage, you get on stage and you say, yes, that is real. And here's another thing. So you can continue to keep the conversation going, right? So, for example, if you step on stage and somebody's like, oh, wow, look at this pink elephant that's in the room, your job is to say, I can't believe that it can roller skate. Oh, my gosh, where did that come from? Right? Because the moment that you say, that's not a pink elephant, it's a blue one, that's no and. Right. And then you're just like, you've killed all forward momentum, right? So no and or yes, but that kills all forward momentum, embracing yes and continues to help create collaboration and brainstorming and facilitate new ideas and helps to foster psychological safety, trust, and we're building those safe environments for people. Right, then third, if my clicker will work. Here we go. We're going to try this. Wow. We're just.

Kiley Peters

You guys, Google Slides has decided to just stop working today. It says, exercise effective feedback. So let's see if we can get that to show up. There we go. Okay. Exercise effective feedback. Anybody who's a Kim Scott fan, she wrote a great book called Radical Candor on this topic. So I'm not going to pretend to be the expert on this, but if you're looking for additional resources, that's a great book exercise. Effective feedback is super important for organizations to create that collaborative environment. Because if somebody's not doing something, and I'm sure you guys all already are aware of this, but if somebody is not doing something in the way that you want them to be doing, or they could be using this as an opportunity for improvement. If you're not giving them that feedback in real time, you're not giving them the opportunity to continue to learn and to level up. And same thing for you. Right. We need to create that two way dialog so that we all have those opportunities to level up and create those environments. All right. And more stats. Right? So we've seen that employees are four times more likely to be engaged when they believe that there is trust in the leadership of their organization, when they're trusting that their leadership is being transparent.

Kiley Peters

I see some head nods. Yeah, absolutely right. So we can see. We've seen this, we've experienced this ourselves. Creating trust. Again, back to the perks, fundamental here of, like, we must create trust in our organizations to create the cultures that we want. It's true. There's research and staff that back that up. All right, number five, influence. So as we talk about influence and building influence within the entrepreneurs of our organization, one of the big questions that we're asking here is, what are the pain points we're addressing now? For anybody who has a sales background, you're probably familiar with the fact that when you're on a sales call of any kind, a discovery call of any kind, you're asking what questions, what challenges they're running into? Because if you come in hot and heavy and you're just like, here's the thing that I have to sell, you're going to buy it now, right? No. A, nobody likes being sold to, and B, people just shut down. But the moment you start asking, like, what challenges are you running into? What are the pain points that you're really struggling with now? They're like, okay, thank you for giving me an opportunity to talk.

Kiley Peters

I'm going to now share everything with you. And then it's your job to actively listen, to be able to see, like, okay, well, can I solve these pain points? And if so, how? And let me tell them how. Right. But we have to open up that dialog for. So what are the pain points that we are addressing? So, first and foremost, one thing that we have to tackle here is imposter syndrome. So anybody who is experiencing imposter syndrome, and I run across this in a lot of different organizations where they're trying to elevate their level of influence. They're like, well, but why me? Like, I'm just me, whoever that is, right? Like, why me? We have to do some internal work and tackle imposter syndrome to overcome that and find that confidence to speak out on your behalf, find that confidence and knowledge so that you know that you are best representing yourself, your company, the opportunities at hand, and taking care of your clients, right? And like I mentioned, part of that is actively listening. So there's a real art to actively listening and trying to read between the lines, trying to hear what is not actually being said, and then taking the opportunities to reframe what you're hearing and reposition it to somebody, right?

Kiley Peters

So sometimes that's all that people need is for somebody to say, okay, well, I'm hearing you say XYZ. And is this also the right way to think about this? Or could this be an opportunity? And sometimes people just need to hear that flipped, right? Or could this also be considered ABC? Right? So taking the time to really digest it and then flip it back and reframe it in a way that's helpful for them, right? And then the biggest thing here in terms of building true influence is you have to set aside your own agenda and you really have to focus on solving other people's problems. Like, who's ever been in a conversation with somebody who's like, yep, I'm just going to bulldoze this sucker and I'm just going to talk everything about what I have to say. And I really don't care what you have to say. And then they're like, uh huh, yep, uh huh. And they just wait for you to stop talking. And then they're just like, boom, I'm coming in hot. Right? Nobody likes that conversation. You don't feel seen, you don't feel heard, you don't feel valued. And we know as human beings that's what really matters, right?

Kiley Peters

So we need to set aside our own agenda and just really be present with people just like Leah Ta, just up for right now to set aside those distractions so we can really be present and focus on serving the people we're here to serve. And more stats for you guys, as we've seen an increase in productivity in collaboration through active listing, and we've seen increases in sales through the art of active listing. So there's a lot of value in really just being present with people and showing up for them. And then lastly, choose progress. Choose progress over perfection. And the number one question we're asking here is borrowed from James clear's atomic habits as how could we make this 1% better, right? We're not trying to make it perfect because as we know, when we're innovating, we're creating anything, right? It's an art, you know, my heart goes out to all the, like, real artists out there. Like, paintings are never really done. Like a bouquet may never really be done. Anybody who's creating something, it's never really done. But if we're always working on making it just 1% better, that helps to. That's, that's the journey, right?

Kiley Peters

Is to continue to make it 1% better. So what are a few things that we can do to facilitate that one? We have to take action. I might. I love me a good brainstorm, but if all we're doing is ideating and we're like, just patting each other on the back, yeah, that's a good idea, that's a good idea, that's a good idea, that's a good idea, that's a good idea. And nobody does anything. Like, we're not going to make any. Nothing happens, right? So we have to start taking action. We have to make forward progress. And that comes from taking action. And that can also be facilitated by building. So we take that action, we build, and then we also have to make sure that we're measuring something tangible, right? So how are we defining success? And that's going to look different for every organization and every initiative, but making sure that we're measuring something tangible and then we're learning from that, right? Like what worked, what didn't work, how can we make this better? How can. What do we need to, like table and. Okay, we just pause on that. How do we continue that forward progress?

Kiley Peters

And then we need to create those clear KPI's so that we know what we're measuring against. And we also understand, like, what performance metrics are the most important things here. And then we hold people accountable to those, right? So that facilitates that positive feedback and clear, constructive feedback, and it loops us back to the number one thing, accountability, in the ownership mindset, right? So making sure that we're really clear on what we are measuring and our accountability. And then lastly, we've seen a lot of the innovations that we've been talking that we know in real life through the work of entrepreneurship within large organizations. So 80% of the things that we are actively engaging with in our daily lives are through those internal innovations. So again, fostering this environment of innovation and entrepreneurship within organizations is so key. Okay, so those are the six choices. But now there's twelve tactical things that I just want to run through and I'm just going to list them. I'm not going to dive into all of them, but I'm just going to list them for you guys because I think there's some actual tactical skill sets that we need to focus on as well to build entrepreneurs.

Kiley Peters

So tactical areas, tactical skills and areas of focus. So one at Ray nine, we believe that everybody needs to define success for themselves and then build their business or their work according to their personal definition of success. So I think everybody needs to define success for themselves. And this goes back to understanding yourself within an owner's mindset that we talked about. Now, as we talked about like tactical things, they have to understand numbers. Does not mean you have to be a CPA, does not mean that you have to be a CFO. But you have to understand the numbers that are relevant to the work that you're doing and understand how that impacts the business as a whole. I also think that everybody needs to start exercising the opportunities to think strategically because that gives us the opportunity to look and look for collaborations, look for those potential partnerships, look for the bigger picture and try to see the forest and the trees because that means we have to be able to implement tactically. Some people are great strategic thinkers, but they have no idea actually how to get anything done. And some people are great at task oriented things, but they can't see the forest right.

Kiley Peters

So trying to elevate and strengthen some of those skills. Time management, man. I mean, we all wish there was more time in the day. So getting really clear on how you actually manage your time and getting really effective with the way you go about that. And then as the perk does a beautiful job with this, helping people to lead others in building their entrepreneurial skills. You know, that's one of the things that I think is really important as we build this work. Managing imposter syndrome. We've talked about this a little bit, but really getting clear on how we manage imposter syndrome. I think brand positioning and reframing is also important for entrepreneurs to think through and figuring out how we can be talking about the brand in a way that best resonates with the individuals they're talking to. I think product launch is really important. Not that they have to be an expert in this, but understand what that process looks like, so that they can help facilitate those conversations where appropriate and where needed. We talked a little bit about sales and art upselling and the art of active listening. I just wanted to kind of double click on this one because this is so important.

Kiley Peters

Operational efficiency, you know, understanding how all these systems and processes work together is really important and trying to make sure we're reducing waste, because all of our time is super valuable. And so keeping that in mind as they help to build the organization as a whole. And then lastly, especially within small businesses, helping to make the owner replaceable should be a goal of anybody within a small business or a business of any kind. Right. The goal for an owner is ultimately to own the business, not be needed to operate within the business. So as we step into that ownership mindset, how can we continue to make the owner replaceable? Which is a good thing, right. That doesn't mean that they're feeling like they're being pushed out like that. That's a good thing. Right. All right, so that was a lot. The question that I'm going to leave with you is, what are you going to do about it? And I want you to think about how we revolutionize leadership and build teams of entrepreneurs. And that's all I have for you. And this QR code takes you to my LinkedIn. If you'd like to connect, I'd love to connect with you.

Kiley Peters

So. All right, that's all I have to say. Leah, back to you. Woohoo.

Leah Roe

Everyone give Kylie a round of applause. That was amazing. Entrepreneur, deep dive.

Kiley Peters

Oh, thank you.

Leah Roe

Hold on. We're getting there. Can everyone see this screen?

Emily Smit

Yeah.

Leah Roe

Great. All right, so Kylie just took us through, what is entrepreneurship, why is it important, and how do you become an entrepreneur? By making those six choices. Now, let's talk about the perk. Let's do a little case study on us. So what does it mean to be an entrepreneur? At the perk, we have a core behavior. Our core behaviors, they define our culture. This is a core behavior that we talk about very often. So what it means to be an entrepreneur? Here at the Perc, we really focus on choosing owner's mindset. So that means, regardless of what your actual role or title in the organization is, choose to behave as if at the end of the day, you are responsible for the success of the team and the company. So that means take ownership over what you see here and do. This includes projects, objectives, client satisfaction, team happiness, everything. Get in the habit of asking yourself, knowing what I know. Now, if I were the owner, what would I do. And then you let that answer guide your actions. So as an entrepreneur, you understand what the vision, mission and values of the organization are.

Leah Roe

You understand what success looks like for the company as well as the stakeholders. So you need to know, what does success look like for the employees here, each individual and us as a collective? What does success look like for our clients? What does success look like for the CEO? What does success look like for the board of directors? You need to understand how the business is run. You need to understand how does this business make money and how does this business lose money. And ultimately, you need to understand how the business creates value in the world and find opportunity areas within the business to maximize that value. And so when you are an entrepreneur, you look at the company holistically. That is how you can truly think and act like an owner when you can see the whole thing and understand how it all works together. So why does this matter? Why does entrepreneurship matter? Let me take you on a little bit of a background of my personal journey. So I truly believe the reason why I have been successful in my career thus far is because I chose to be an entrepreneur. So I took the time.

Leah Roe

I worked at a company called Fine Point Consulting. Shout out to FPC. Love all my, all my people at fine point at this business. That's really where I chose to be an entrepreneur. And I took time to understand the business and what success really looked like there for our clients, for the owner, and also for everyone who worked there. And one thing that I want to note is that the owner was willing to help me understand. She was willing to be transparent with me. She was willing to share her vision with me. She was willing to answer my questions that I had to really fully understand holistically how I should look at this business when I was there as proactive and I found new ways to create value and I cared about the future. I cared so much about the future of the business and the impact that we were making. And because of that, because I chose to be an entrepreneur, because I chose to do these things, not only was I successful, but it made my job way more fun. It was so much more meaningful to show up every day and feel so much more connected to my team, to my clients, to the vision, to the mission of the organization.

Leah Roe

And so because of that, because of my owner's mindset, and because I chose to have an owner's mindset with all of my clients, I was actually poached by a client. Shout out to health. Inch shouldn't poach people, but they did and everything's fine. All good. But I had such an owner's mindset with them that they were like, okay, we want you to come on full time. And it was a great opportunity. My boss at fine point, she's amazing. She supported it. And so having an owner's mindset, then at health Finch full time, it allowed me to further accelerate my career. And that is why I've stayed at health Finch to this day. Just kidding. For those of you who know my story, I was laid off from that job, but that's okay, because when I was laid off, it made it easier for me to become an entrepreneur. I had been thinking and acting like an owner for so long that the transition to then be an owner was a lot easier. I'm never going to say it's easy to be an entrepreneur, easy to run a business or be a business owner, but it made the transition easier.

Leah Roe

I understood how a business operated. I understood how revenue was made, how expenses were incurred. I understood all of that stuff. So becoming an entrepreneur and really being an owner, it made it a much easier transition for me. So now I am no longer technically an intrapreneur. I am an entrepreneur, but I still get to be an entrepreneur for my clients. We choose an owner's mindset with every single one of our clients. And also from the get go, I started the perk and said, I'm going to bring on the team. I'm going to cultivate a team of entrepreneurs. I'm going to cultivate a team who chooses to have owner's mindset here at the perk, but also with all of our clients. And it is because of that. It is because of that choice to create an entrepreneurial culture. I truly believe this is the reason why we are so successful. We have a 9.7 client satisfaction score. We have a 90 plus percent client retention rate. We've had 95% plus revenue growth year over year. And we have strong team retention engagement. I literally cannot get these people to leave. I've asked my team, does anyone want to turn over?

Leah Roe

They don't. They're very engaged. They're retained. They're amazing. And so with that, I could sit here and talk all day long about how great the entrepreneurs at the perk are and how they do what they do, but I don't think I should be the one to speak to that. I think that we should bring up two of our rockstar perk intrapreneurs, Steph and Emily, to answer some questions on what it means to them to be an entrepreneur. So, Steph and Emily, come on down. Are you ready?

Steph Llano

Running down. I love the pictures that you chose, by the way. Those are fun.

Leah Roe

Yeah, I thought you would.

Steph Llano

Yeah.

Leah Roe

All right, so, question number one. For our rockstar intrapreneurs today, I want to know. We've discussed that being an entrepreneur is a choice. Why do you choose it? Steph do you want to kick us off?

Steph Llano

Yeah, sure. So, yes, it is a choice. It's a choice that we make every day. And for me, I'm really living in alignment. I'm living in alignment with my personal mission, my personal values. Those are all in alignment with what we're doing here at the Perc. And so being able to choose it is a little bit easier because of that alignment. And, honestly, I have a lot more fun being an intrapreneur. I haven't been an intrapreneur always. I've been at other companies where I definitely did not choose intrapreneurship, didn't choose this mindset, and I'm having a lot more fun being able to make that choice here. So those are a couple of reasons. Why I choose it. Emily.

Emily Smit

Yeah. That was the same thing that was coming up for me, that it's fun. I think it's really exhausting to be in a position where you feel like you don't have any power over the work that you're doing or you have so much more to offer, but, like, your ideas are not ever, like, put into action, and so it feels really fulfilling to take control over that or, like, have control over that and focus on the things you do have control over and then, like, do it. See the impact that it's making with the clients. See, like, the idea generation. When we have conversations with the team, it just. It feels awesome, and it feels really good to be putting some of, um, my strengths, um, like, bringing them that to the team and seeing that kind of live out with the work that we do.

Leah Roe

So, Steph, something you said is, like, alignment. It's easy, like, you choose to be an entrepreneur because you're in alignment with your personal vision. Like, how do you know? Like, how do you know you're in alignment?

Steph Llano

Um, that's a good question. I think, honestly, through. Through the coaching that I did with you years ago is when I figured out what my personal values were and my why and why I wanted to be showing up and doing the work that we're ultimately doing now every day. And so getting really clear first on what those values and what my why is has kind of helped me then understand? Okay. I'm choosing to be here at the Perc, to be leading, to be coaching, to be doing all the things that we do, and without the clarity on my side, like, I wouldn't know that I'm living in alignment. So it was a lot of personal, like, reflection work so that I could say, okay, yep, this is. This feels better. This feels like where I'm supposed to be. I can make the impact that I want to, but without that reflection on the front end, I probably wouldn't know if I'm living in alignment or not. So that was really helpful for me.

Leah Roe

So you got clear on your values and your mission, then? How did you know. How did you know what the company's values and mission and vision were? We just.

Steph Llano

We set them, Emily and I and you, we were able to be part of setting our culture, setting our core behaviors, so being able to live those out every day, have them really codified, and having the definitions of how we do what we do and how we. What our expectations are of each other every day. So having our core behaviors is really helpful for me to know if I'm in alignment or not. And then our vision. Having our vision and talking about it every day, every week, those are two big things for me that allow me to know that I'm in alignment with it. So having a clear, clear vision, clear culture, and then having clear personal values mission for myself, too.

Leah Roe

Got it. So what I'm hearing. So it's your clear vision mission, all that. But then having the transparency, understanding the companies. Yeah. Then be able to connect. This is by living out the company's vision and values. I'm living out my personal vision and values. Yep.

Steph Llano

And not just having them defined. Right. But, like, they're actually what we do. Like, we actually. The core behaviors that we have, we're actually doing those. Right. So I've been at companies, or maybe you do have a defined culture, and you think that you're in alignment with your personal values, but once you start interacting with people, you're like, oh, this is just kind of what we say it is, but not actually how we show up every day. So not only having it defined, but then, like, seeing it and living. Living it out every day with the team.

Leah Roe

Yeah. Question two. What have we done at the perk to cultivate a culture where it makes it easier for you to be an intrapreneur? There's only one right answer to this, so you better get it right.

Emily Smit

I would say the first thing that was coming up for me is, like, one the expectation was set. It was like, communicate that this is how we show up here. This is how we work here with our clients and with one another. And then this is really broad. But every single day, every action that our teammates take backs up that expectation. And what I mean when I say that is like, yes, it was saying, like, leah, you were saying, like, we, like, choose owner's mindset here. Like, you are an entrepreneur here. And then as I made decisions, like, you backed those up, and whether, like, you, like, believed them or like, that we should do a different way, like, it was a learning opportunity, but you always backed me up. You asked me questions like, that was, like, kind of getting curious, like, with what kylie said, like, what was your thought process behind this? Or let me kind of think through things before you offered your two cent. And so I always felt like every. Like, every action that our teammates took, like, back up, backed up that expectation that we set to be an intrapreneur.

Steph Llano

Yeah. I think for me, it's kind of what I shared with the first question of having a really clear vision, communicating it, making it part of our language. We talk about it as a team at least weekly in our weekly team meeting that we have on Mondays. So that makes it easier to make the choice, to be able to be in that owner's mindset, because we know where we're trying to get to and then our core behaviors and living them out. So, Leah, you shared the choose owners mindset. That's a big core behavior that I think allows us to be an intrapreneur, and we have the culture that allows for that. Another one that was coming up for me as I was thinking through this, was just being able to commit to wild success. That's one of our core behaviors. Right? So, like, living, breathing the vision and the mission and really being all in and for our clients and for each other. And so just committing to that wild success and knowing what success looks like. So those are two core behaviors for me that I think really hit this home of having a culture of entrepreneurship.

Leah Roe

Okay, so Kylie shared the six choices of being an entrepreneur. And I want to know, from your perspective, which of these six choices is easiest for you to make on a daily basis and which one is most difficult for you to make on a daily basis?

Emily Smit

Oh, they're all so good. I would say, for me, collaboration comes very naturally, and I love collaboration. I love working with other people and getting their thoughts and making my ideas even better. So that's one that I would say is easy for me personally and one that I find challenging sometimes is influence, and not everything of influence that Kylie talked about. But the one thing is the imposter syndrome. You do have to have confidence in yourself, and you have to trust the decisions that you're making, um, to be able to, like, completely own intrapreneurship and make decisions, um, quickly and stand behind them and move. Move things forward.

Steph Llano

Yep. Emily, we are the same person. Um, but I will choose different ones. So I was going to say pretty much the same thing. But for me, the other one, besides collaboration, that I was, like, on the fence of. Of which one is the easiest for me to make, is also ownership. Um, I think just being. Just being in owner's mindset all the time and kind of getting to practice it, that one just comes easier. The more that you do it and the more that you're kind of in that mindset, I just think it. It is easy to make that choice on a day to day basis, because with the team, with clients, you're just constantly thinking about that. So it feels just kind of like second nature at this point, if you've been exercising that. That choice for a while. Imposter syndrome was the main thing that I wrote down from Kylie's presentation, too, of, like, that was the one that I've had to get over the most, and that goes with influence. And then I think the other part, too, is the perfectionism that comes along with progress.

Steph Llano

Right. So not needing everything to be 100% perfect before it goes out the door, that can just stifle the progress. And so I've had to learn a lot around imposter syndrome and perfectionism in order to be an intrapreneur.

Leah Roe

Okay, last two questions. What is one piece of advice that you would give to everyone today if, like, they're leaving today and you want to help them be a successful entrepreneur, what is your one piece of advice?

Steph Llano

So, mine would be getting comfortable, being uncomfortable, or just getting out of your own way and putting yourself in an opportunity where you can build on the skills that you have and you can show that you can do this stuff and kind of get that imposter syndrome to quiet. The amount of growth and confidence that I've gotten has only come outside of my comfort zone and pushing myself to be outside of the comfort zone. And so as much as I would love to say no, you don't have.

Leah Roe

To be outside of your comfort zone.

Steph Llano

Because sometimes it's not super fun to be there. That is where I've grown as an intrapreneur and grown in my confidence. So that would be my one piece of advice.

Emily Smit

Oh, I love that. One thing I was thinking of is asking yourself, if I was going to do one thing today to move the business forward, what would it be? Kylie asked a similar question to this. Um, but I like that a lot. I think it's really. It's easy to look at our to do list and get very overwhelmed. Um, and so, like, when you ask yourself that question, it's like, okay, like, this is me thinking like an owner. This is me, like, making an impact for the business and moving the business forward. Um, and, like, starting with that one thing, and then it kind of trickles from there. So I love asking myself that question.

Leah Roe

Love that. And then the last one. If everyone is going to leave here today and they're going to go do something to create an entrepreneurial culture, what's your one piece of advice.

Emily Smit

For me? Go ahead. No, go for it.

Steph Llano

Mine kind of goes with my last piece of advice to be an entrepreneur. So in order to create an entrepreneurial culture, you have to give your team the opportunity to step up and kind of not be the one to do everything. So you have to kind of get out of the way so that they can have the opportunity to step up. And that might feel scary or risky, but that's really where your team is going to be able to grow together. So you just have to create those opportunities so that they can step up and crush it.

Emily Smit

Yeah, I was going to say go back and share this idea and share what you've learned, and then it all comes back to trust. Like, you have to trust your team so much. And so make the choice every day to intentionally build that trust with your team and let them know that you trust them and you're empowering them to make these decisions, to live in alignment with the vision and mission of your culture and your organization.

Leah Roe

Thanks, Steph and Emily, everyone. Give them a round of applause. Okay, so then, to end this part of entrepreneurship, I just want to talk about some of the choices that I made as a business owner, as a leader of this company in order to build an entrepreneurial culture. Number one, I made choose owner's mindset, one of our core behaviors. This is a foundational element of our culture. We have a core behavior of the week. We talk about this core behavior super often. Also, it's easy to tell your team to have an owner's mindset, but you as an owner or you as a leader, you have to get vulnerable and share what is your owner's mindset. How are you thinking about things? What ideas do you have? What are your fears? What is your thought process? You need to be able to share that so that your team can take on that owner's mindset. Another choice we've made to we're transparent. We share our financials, we share our revenue, we share our expenses. We talk about these things on a weekly basis at our team meeting. So being transparent and showing how the company is actually run, another choice I've made is to truly, firmly believe that I do not have all of the answers and be okay with it.

Leah Roe

That's not a hard choice for me to make because I really don't know much about anything. So I say, I don't know all the time. I'm always like, I don't know. I don't know what the best answer is for this. I don't know what the best idea is. I don't know exactly what we should do here. What ideas do you have? So as a leader, as an owner, say, I don't know a lot, be okay with it. Invite your team in to collaborate. Let them be able to come up with those ideas and truly be the owners of the process. Take time off. I take time off and I let my team run the company. What better way to test to see if your team can truly act like owners than to take time off and not check in with them. Not still be running the business while you're actually trying to vacation. Let them run it. Other choices I've made allow my employees to make decisions. If you want your team to act like entrepreneurs, if you want them to have owners mindset, you have to let them m ake decisions, even if they're decisions that are different than the ones that you would have made.

Leah Roe

And often when my team makes decisions and I'm like, I would have done something differently, their decisions were the right one. And it creates something that I never could have imagined. You need to allow your employees to fail, and not because you want them to fail, or you feel happy when you see them failing, but because we learn so much from our failures. You need to let them take risks on their own. Innovate, try some new things. And then if they do fail, it's not yelling at them, being like, how did this, like, how could you let this happen? It's asking, what happened? What did you learn from this? Okay, if we do this again, what are you going to do differently next time? And what are you going to do the same? Allowing your employees to try new ideas Kylie talked about?

Emily Smit

Yes.

Leah Roe

And when your employee when your teammates have ideas, they want to try something. Don't just be like, no, we've never done that before. No, that's a bad idea. Yes. And them. Ooh, what I like about that idea is this. And what if you did this? Support them. Get out of their way. Let them try it. Also, you need to recognize when your team does have owner's mindset, what are the behaviors they're doing to demonstrate their owner's mindset. I have an example I have is Steph messaged me a couple of weeks ago, and she's like, hey, just so you know, the LinkedIn image that was posted was blurry. I took it down, I'm re uploading it so it's clear. And it was, like, on my page, like, I'm the one that uploaded the blurry image. But it was just, she knew I was in the middle of meetings. She went in, she took it down, she re uploaded it. That was owner's mindset. And I could have just been like, good as an employee. You should be doing that. No, we have a confetti channel in slack. We recognize each other. Say Steph showed incredible owner's mindset today when she did this thing with the LinkedIn image.

Leah Roe

So when you see your team demonstrating those behaviors of an entrepreneur, recognize them. Some other choices I've made. Setting up incentives so everyone wins. Everyone at the perk sells. That is a common thing in our culture. We all sell here, and we all win when one of us or all of us win. So we have revenue share with commission plans set up so that when we do make a sale, everyone here wins. We're kind of big on trust here at the perk, and trust is really at the core of creating an entrepreneurial culture. So focusing on our five core trust behaviors on a daily basis, and then at the end of the day, we, like Steph, kind of alluded to or talked about, in order to have your team thinking like owners and being entrepreneurs, everyone needs to be personally connected to the mission and the vision of the organization. And so we talk about the vision a lot. We talk about it on a weekly basis. And at the perc, we don't just have a vision statement. We have a vision board, which you can see here. And in addition to our company's vision, you can notice at the bottom, we each have our own individual images that represent our personal someday goals, our personal visions.

Leah Roe

And so we talk about the link from the perks vision to our personal vision on a weekly basis. And at the top, you can see this wheel. We spin this wheel. So every week, somebody new talks about the vision of the perk, and they talk about their personal vision, and they talk about how they are interconnected. So that's what I got. Friends, team, on being an entrepreneur. So I want to open up the floor, put it out to you. This is the Q and a portion. What's coming up for you as you're learning about and thinking about entrepreneurship? What's coming up?

Kiley Peters

Thea, can I chime in for just a second?

Leah Roe

Yeah, totally.

Kiley Peters

I will say, as I've focused more on this term of entrepreneurship and kind of, like, digesting it and analyzing it, one, I will say, I'm super impressed and inspired by the team at the Perc because I think you've all done so, Emily and Stefan, the entire team, you've all done a beautiful job of stepping up and taking action on being an owner and really stepping into the role of entrepreneurship. But I will also say that by just having a greater awareness, it's also allowed me to do the same thing with my team and to be able to more consciously recognize all the opportunities when they've stepped up as owners and making sure that I'm making a bigger emphasis to celebrate them and helping them acknowledge that what they're doing is an intrapreneurial move so that they can start to, like, understand that behavior and start to repeat it more. So I think just having that awareness is helpful sometimes.

Leah Roe

I love that you're recognizing and celebrating them.

Participant

Yeah. Can I chime in? I love the. The presentation today was great and how it connected together. So Kylie built that foundation, and, kylie, you did an amazing job. I really enjoyed it a lot. And then, leah, you and your team brought that all together in a practical sense for us to learn from. And I really like how you did that. And, you know, I celebrate the perk, and you guys are freaking amazing. But it was a great demonstration today of how Kylie's presentation, you know, with entrepreneurship tied into practical applications. So good job.

Leah Roe

Thanks, Troy.

Participant

Something that I thought was really cool about today is, like, putting words to actions that I know I see in myself and people around me, and, like, why have I found success? I made a career change and, you know, have been looking at just how I approach things, and it really helped me think a lot about my own actions, but actually put words to it. And say, okay, this is cool. So, how can, in my current role, like, help encourage that in other ways? But I just didn't really have the words to put to it, so that was really cool.

Leah Roe

Well, thanks for sharing, Kate. I guess I'm curious. Oh, yeah. Go ahead, Jake.

Participant

Yeah, I was just gonna say, I think for me, like, I'm, um. This was extremely interesting, helpful, and I. My biggest challenge is gonna be, like, where to move first, in the sense of, like, I feel like there's a lot of areas of my life that this all comes into play with. So I can sense some time audits and things in the coming weeks as I start to wrestle through some of this stuff. So I just appreciate the push.

Leah Roe

Absolutely.

Participant

I was just going to say, we at flexion use self organizing teams. We really want the teams to figure out how to do the job that they're doing for our clients, because they're doing it, so they should make those choices. But I think the entrepreneur lens might help us even amplify engagement and accountability there. So I'm hoping to take some thoughts from that and apply that. So I'm looking forward to it. So thank you all for the presentation and ideas today.

Leah Roe

Absolutely. What else is coming up? Does anyone have any, you know, is there a question that's just rolling around in your mind?

Participant

I have a question, Leah. So I have gone recently from, like, a client service seat to a director seat with my company. And I think where I would love some guidance is, you know, I don't think I could articulate how our company makes money, like, the process of which that happens. So I'd love, like, how should I go about having that conversation with our owner? Or, you know, what. What advice would you give someone who sort of just made that change? And what can I do to get into that ownership mindset a little bit better?

Leah Roe

Yeah, I'll go first, and I'll let Kylie jump in. I would just go into an office, go into her office and say, yo, how do we make money here? I'm just kidding. Kylie, your eyes got really big, so I'm assuming you have something to say on this.

Kiley Peters

No, I'm just going to back up Leah on that one. No. Well, when is it, Corinne? Is that how you pronounce your name? Yep, that's correct. First and foremost, I would say, like, that's just kudos to you, and pat yourself on the back for even asking that question. As an owner, myself, like, if anybody on my team ever felt that way, I would, a, want to, like, reevaluate how I'm approaching things, but, b, be so thrilled that they have the audacity to come and ask me. Audacity might not be the right word, but I would be thrilled that they. They are curious to come and ask me because that shows me that they are invested in the company and they want to help move the company forward. So I would just. I would open the conversation up with whoever you report into and just say, you know, have you been with this company for a while and this is an internal move, or are you transitioning? What is the move?

Participant

I'm kind of a boomerang. So I was with the company for a year and a half. I left for about a year, and now I am back in a role, and I've been in this role for about two months. So it's new to me, but, yeah, perfect. I think that's a great opportunity. You know, you could say, like, hey, I know what. How things are running when I was here, but I'm sure things have changed, and I want to make sure that I'm up to date on everything that the company is, like, working towards and working with, you know, could you just give me a little bit of a rundown on where we're going as an organization and some of our major revenue streams so I can be a better support system to help facilitate those, something along those lines.

Participant

Corinne? I have a new staff member, and I'm in charge of our overall operating budget. And they came in and said, can we look at the budget and look at the both the revenue stream of expenses and income and, like, how can I help be a responsible team member here? So I loved that approach. We literally sat down for an hour, looked at our overall operating budget and what, you know, what revenue streams we have coming in. But then also, I love that she wanted to know how our expenditures are working and how we are responsibly spending the money that we bring in. So I loved that approach. It felt really good.

Participant

Thanks, Troy. And thanks, Kylie, that your advice is helpful as well. Sure.

Leah Roe

Yeah. Just being. Just letting them know your why, your purpose for wanting, understanding that. It's not like I want to audit the book, so I need to know how revenue hears me. It's like, you know, I want to help this company succeed. So I'd love to understand how we're making revenue so I can help us make more of it.

Participant

Corrine. I'll even jump in one of the amazing opportunities there is to highlight where even the team can be communicating more strongly, like, what is the vision or the mission to new folks or folks that have, you know, returned? How has that changed over the last few years? So by being the one that comes in and gets really clear on that, you can actually highlight ways to strengthen that message as well. Thanks, Jess.

Leah Roe

All right, give yourselves a round of applause. You've made it through intrapreneurship masterclass. Now, as we leave all of our culture communities, we want you to make a commitment. You've just learned a bunch of new stuff. What is one thing you are going to take from today and commit to putting into action, to positively change your life, your company, your culture, your team, something you want to put into action and who wants to share out loud? I know one person does. Kate does. She came off mute. I did.

Participant

So I am a trainer that gets to meet with all of the new staff on the first face that they meet, besides it, setting up their computer, and they spend usually about a week with me. And I think that I have really set up. I created the training program within my company, but I've set up already kind of that sense of, let me make sure you understand the company and what we do. And even though you're this one little piece, let's talk about the other pieces so that you understand how you all fit together, which is something that when I went to the current staff, they were like, I wish I knew more about the rest of the company, but I think that I'm excited. Like I said, putting the words to it was really helpful to me with my new starters, being able to say, and this is a way to think about it and here's why. We talk about the other departments and how they do the things they do to help us understand so that we really can take ownership in what we're doing. So I'm excited to add that in as just something a little bit more concrete when I'm, you know, working with new people within the company.

Leah Roe

Yay. Thanks for sharing, Kate. Anyone else want to share?Okay. Thank you. Thank you, everyone, for showing up, for participating, for engaging today. Kate, I'm so glad that you said, you know, this gave you language to a lot of the things that you've been doing and language to use with your team doing. So. If you want that exact language, if you want the slides, please, you can all go to this link. If somebody from the Perc team could put this in the chat. But if you want the slides from today's presentation, you will get the recording. If you've RSVP'd, you'll get the recording from today. But if you would like the slides we will use with your team, please just sign up here. We will send them to you. And then we have some QR codes, but below my picture and Kylie's picture in case you want to be friends with us on LinkedIn. I always tell people I am cooler on LinkedIn than I am in real life, so if you do end up meeting me in real life, don't be too disappointed. But I would love to connect with all of you and I'm sure Kylie would as well. And we have probably 30 seconds left, so if anyone has any final questions, comments, celebrations that you want to throw out to the group.

Kiley Peters

I'll just say thanks for having me. Thank you guys for the opportunity and thank you everybody for your engagement today. Yay.

Leah Roe

Thanks, Kylie. The link for the slides will also.

Participant

Be in a follow up email, so. If you don't get it now, you. Can have an opportunity to get it later.

Leah Roe

All right team, have a great Thursday, have a great rest of your week.

Emily Smit

Thank you so much.

Steph Llano

Thanks.

Emily Smit

Bye guys.