Ep. 10: People Development: The Foundation of Your Success!
Creating the perfect company from the organizational experts MultiView Incorporated. This content is based on MBI's work with over 1,300 organizations extracting nine eighty nine data elements with nine twenty two cross calculations over twenty seven years on a monthly basis and then systematizing the operational success patterns of the ninetieth percentile. Our intent is to get beyond the brag and the boast and simply share insights from our experience without manipulation or coercion to sell anything except helpful ideas. These messages range from intimate recordings from the Awakened Forest to concerts, national conferences, and broadcasts.
Speaker 2:People development. Now with multi view, most people think about the economics that we produce, which are often hundreds of percent greater than the median. You know, just phenomenal in that area. But it's all based on what? Quality.
Speaker 2:Because if you're playing the long game, it's about quality. If you're playing the short game, just trying to run up your numbers, growth, but you have inferior product, that is not a good business plan, or at least something that we would want to be involved with. But it comes down to people. Therefore, people development is really the centerpiece, the center of the universe, you might even say, in any organization, because all of our quality comes from the quality of our people, or maybe I should say from the quality of our people systems. Now this podcast is an excerpt from a national broadcast to home care, hospice, home health CEOs and executives.
Speaker 2:There's a few 100 that were tuning in that day, but realize that these success patterns can be transposed to any business sector or domain, whether you're a software company, whether you're a music company, a data company like we have. Of course, MultiView, you know, we are a software company, we are a data company, so we know those things well. But it could also be retail, anything that involves service, you know, convenience stores, financial services, manufacturing. The thing is to recognize the patterns and then taking that higher level of consciousness or intelligence and being able to apply those patterns to whatever you're doing, just like Henry Ford did when he figured out that he had to do something to standardize the quality of his autos, and he learned from the meat packing industry really how to do it, and how do we make a very standardized product as they're getting, and can we apply that to making automobiles? Well, obviously that worked out very well for him.
Speaker 2:But you can go through just all these ultra successful companies and you'll see this same pattern. Now, people development is a deep, deep topic. And in the multi view world we've broken it down into four specific processes. That is our people attraction processes, our people selection processes, our people development processes, and our people retention processes. All those, again we go into great detail.
Speaker 2:I'll also say this, it's beyond the scope of really any podcast to go into all of that. But this podcast really sets up what it's all about and the utter importance of developing your people, loving your people enough to really mine their potentials and put them in conditions, these conditions for success, to help them evolve their personal power. So with that said, let's get into people development. Welcome everybody to Designing an Extraordinary People Development System. For those that are new, I'm Andrew Reed.
Speaker 2:I'll be guiding us through this adventure or journey today. And let me just tell you one thing. It will be life changing for those that are aligned with the vibration or whatever you want to call it, the consciousness of what this is all about. Now my job or my role today is to be as helpful as I can be. That is where I've set my intention because we all set our intention.
Speaker 2:And all I know is that if I try to impress you or I find that if I try to impress people, I don't. So the best thing I can do, the most integral thing I can do is just to be myself and present the material as best I know at this present time. I remember when we were putting together this program and this is my favorite program, let me just tell you that because it is so transformative. Now with that said, there's another one called the deep retreat, which I think has of equal value of personal exploration, especially those in leadership positions. Because obviously, what, our life flows out of us and the Kingdom of God is within.
Speaker 2:And so our internal work is the first work we always have to do. And I just think when we're keeping in mind that we're developing human beings, you're focusing on the inner core of human beings and realizing and when they come to the awakening that their life is flowing out of this that there's no one to blame. There's no victimhood. There's it's all coming out of our perception, projections of values about how we experience life and how we interpret it with these five senses that we have. That is where the work is.
Speaker 2:And to have the feeling of progress or advancement or awakening or whatever that it starts from us where we are. And I'll just say this, when we're developing human beings, people development, we want to be conscious, you know, of this is that we're shaping their perception of life, their view or multi view as the name implies. But all I know is that years ago yes, we have more data than anyone in the world on hospice operations. That is a fact. That is why we get to go, our our information has been used by obviously congress or med pack or those, you know, FIs sometimes because we have so much data even though obviously Medicare CMS is collecting all kinds of data than the cost reports.
Speaker 2:And of course, we do more cost reports than any other entity as well. So we have that, of course. But then we have our benchmarking applications. This little piece of software that we put on some of the largest health systems, not just hospices or home care, health systems in the country. Of the top 10, a great, you know, a number of them are obviously like clients.
Speaker 2:And of course, it's it's the most elite data gathering there is even in health care period. We know that from because that's what they tell us. Oh, we don't have anything like this for our hospitals, for example, or in a nursing home, or post acute or whatever. So we put our little piece of software, on their networks and it extracts what? 898 data elements with 922 cross calculations, which gives us this fantastic perspective of what the fiftieth percentile are, the tenth percentile, or those that are operating in the ninetieth percentile.
Speaker 2:And of course, our job is to quantify this and then systematize those practices and get it out to those that pay us every month or those that, you know, our network clients. That's the job. But with all this data, all those are just indications of what best known practice is. We don't like to say best practice, best known, because there's this element of humility in there. Because anyone says they have the answer, they have the whole deal, they have the whole enchilada, An answer is a dead stop.
Speaker 2:Where a quest, a question has life, has movement because all topics are infinite. So, as we were working with organizations to improve their economics or their quality, it became obvious that the only path to true excellence in quality, in economic performance is going to come through the development of human beings. Right? We are humans working in human organizations serving humans. Man, we better get human.
Speaker 2:And that means getting off of what the fiftieth percentile is doing and embracing what the most elite organizations and the best teachers that have ever walked on this planet. What do they do? How do they do it? And getting meticulously interested in the topic of human, this species. And I thought, we need to get more manuals on this.
Speaker 2:We need to really start studying this. This is years ago. And I thought I could probably put together a reasonable manual in about two months. Well, two years later was the first version of people development and I knew I had only scratched the surface. I remember I even flew to Bali to hang out with guru types and, you know, some folks that might have some higher consciousness or things that might be helpful.
Speaker 2:Again, we have to have this humility to go wherever. Then we also know that being in the presence of the teacher, we know that that calibrates at a higher level of vibration than not being a purpose, being a person. Now, with that said, we can get high, high value. I've redeemed high, high value in watching videos. And this is actually special because even though it's being recorded, you're here while it's happening live.
Speaker 2:And that introduces an element of drama, of non edit, and there's something to that. There's something to that energy. And we have guests here from the great Salt Lake City and, you know, great CEO and COO and all that. So there's something about your experience that's different. We will talk about that because again, we have to embrace all the realities.
Speaker 2:But the point is, is this is a huge topic and I fell in the same trap as most people that thinking that, hey, you know, we can just put this together. We can study some academic institutions and get there. Point is you can't. So what I'm gonna be speaking about is reality. Reality.
Speaker 2:And not just academic theories about how to do things. I think about all the CEOs I've hired from academia to run hospices that I've either own or had significant interest in thinking, oh, they know how to teach, they know how to lead, whatever. Just to watch these people run these organizations into the ground because it's one thing about to theorize about how to run an organization. Oh, Andrew, we're we're using the third wave concepts here and, you know, we've moved to this kind of society now and blah blah blah. It's another thing to go into an organization as a leader and spill blood.
Speaker 2:So lay people out that aren't doing the job. Big difference. And then those people that have to make the hard decisions which are privilege of rank to say that entire division needs to be eliminated or sold so that we can bring laser beam focus on what's important. A lot of what we're going to be talking about is quality. Well, where does quality come from?
Speaker 2:It comes from focus. And we realize we are living in a world that dissipates focus. We're constantly being bombarded with emails interruptions and personalities and texts. No wonder quality sucks in most organizations. And by contrast, those that have learned the discipline, or I should say skill, because skill calibrates at a higher language level than the word discipline.
Speaker 2:The word discipline is kind of a put off word, where a skill Oh, the skill of focus, which is something that is developed, is what leads to world class quality. So, quality comes from intention or focus. Say no to what? Distracting opportunities like Steve Jobs would say. And of course what did Steve Jobs?
Speaker 2:He only took a bankrupt apple and in about five years turned it into the most valuable company on the planet. So I would say that's probably a good testimony of what standards and focus when he said, hey, we're doing all this stuff. We got to stop doing all this stuff. We're going to take a 100 ideas and we're only going to pick three. So focus or I'll just say this, this improves quality as well, caring enough.
Speaker 2:Caring enough to do a good job. Throwing more money at things does not improve quality. I mean, ask the government how that's working. But people that care enough to do a good job, do a good job. And of course, quality comes from the underlying that it comes from human beings if in the context of serving other human beings in an organizational setting.
Speaker 2:So, all right. So let's get into it. And of course, some of you have the hard copy. Some of you had the PDF of workbook number nine. And I'll just say this, throughout this program there'll be tons of, I'll say, master class teaching practices.
Speaker 2:The main thing is that you kind of pay attention because we'll be doing a lot of those things and then I'll try to point them out. But for example, you take a look at this manual. What do you see? Well, probably the first thing you might see is what I'm sure, like, you know, in a pronounced way showing a big number. What does that indicate, Nancy?
Speaker 2:It indicates there are several manuals. Yes. That there's sequence. Because process and sequence very important for a world class organization. By the way Nancy is one of our truly outstanding magic implementers.
Speaker 2:MeoMagic is what? A lot of people subscribe to our services. There's others that say: Hey, can you help us put in our model ourselves? And we've got a good number of folks that go across the country, work with all sizes and varieties of organizations to really get the model going. And getting their model, not just the MBI model, but taking their vision and how do you transpose those patterns of success from the ninetieth percentile onto your organization.
Speaker 2:So, yes. So we have this manual sequence, all that. And though so many model topics are very simple because what do we know? Complicated breaks. So, for example, so simplicity, there's an elegance in simplicity.
Speaker 2:Simplicity is easier to teach. But Andrew, then why do you have all these manuals that we've written over time? Look at this. Look at this. Look at these manuals.
Speaker 2:Extraordinary Clinical Leader, Compensation, the model, deep retreat, board of directors, all staff manuals, CEO retreat, inpatient units, CFO program. That also signals that someone's put a tremendous amount of thought into this. But though so many of the concepts are simple, unless you provide roots or I'll say a philosophical explanation behind best known practices. Those best known practices will evaporate over time in an organizational context as new people with lower vibration, lower consciousness inherently come into the organization and say: No, we need to go back to doing budgets. That's an example because a budget is a lower consciousness idea.
Speaker 2:It went out of our world twenty years ago once we figured out, hell no, you could put together a model for ongoing operations. Building projects is different. That's where you set budgets something else. But you would never even you wouldn't operate an organization based on this. And there's I'm not going to be going into the financial domain that much.
Speaker 2:But unless we take the time to think through all of the topics, getting it down to simple, but be able to teach those concepts. Why are we doing this? How do we do this? Those practices will go away over time. It's just like unless your organization has written manuals like this, you're a joke.
Speaker 2:Your training is a joke. And I don't mean to belittle people. But if we're going to be making progress here, we got to be getting down to reality of where you are and where we own the results of the organizations. Do we own a 50% result? Yes, if that's where you are, wherever you are in the bell curve or in life.
Speaker 2:You've got to own it without blame of others or circumstances or conditions. That is the mature person. Oh my god. I almost sound like Ralph Waldo Emerson here and, self reliance. But there's a lot to being self reliant.
Speaker 2:As an individual, as an organization. I mean, however you wanna do it. Just like the Boy Scouts, high calibration organization at least before. I mean, obviously, a vibration or integrity and all that changes over time, and it doesn't always go up. I mean, no.
Speaker 2:But you think about that. What is the whole thing really behind, Boy Scouts? Be prepared. I mean, that's at least one major thing, which means self reliant. Because when you are strong, when you are prepared, you can actually have the capacity to help others, others in trouble, those in that burning building, those that are suffering from an accident.
Speaker 2:And that's so much about what people development is about. Now let's get to it. We've got a lot to cover here. I hope everyone has their coffee, their Java and all that. I've got an MBI cup here.
Speaker 2:It says, Is this half full or what? Okay. So, we're going be going into the deep and profound today. And some things I'm not going to be hitting just so I can manage some expectations. Not going to be going that heavy into the visit because we're going send you a link that you can watch a really, really deep dive into perfect visits with perfect documentation.
Speaker 2:And so, allows us to conserve time for master teaching methods and the things that we need to really consider when we're putting together our people systems. So, we're going to be going into the deep and profound because teaching is profound. And this involves having the humility to confront pragmatic reality with the question, how do people actually learn? Virtually all of our problems, issues, and challenges come from our people systems. They are quality issues.
Speaker 2:Quality coming from the quality of our people. I'm just going to tell you right now, if I'm being paid to design a building, which we actually get involved with because we've worked with around 200 constructions of inpatient units and all kinds of different administrative corporate buildings and things like that, just because I don't know. I just think that people sense they see the kind of that we've seen a lot, and we have. And so if you come into a multi view designed administrative building or training center, But usually it's the Admin Building. So you come in and it's usually beautiful because beauty is where you want to be.
Speaker 2:Right? You want something that looks just wonderful. You come in, you have this delightful, person that greets receptionist area. But then right on the wall behind the receptionist is what? Is a mirror like a one way mirror that goes into the teaching spaces and they're amazing.
Speaker 2:And you can even see into the synthetic training labs. And then there's a slogan or something above that that says that our quality is no more or less than the quality of our people. Period. Period. Period.
Speaker 2:What kind of impression would that send to somebody that's entering your property? They link what? Cause and effect which is one of the major aspects of teaching. The linkage of cause and effect. They go, I see how they can go thousands of visits or days or weeks without a single complaint, service failure or documentation issue.
Speaker 2:Because they have systematized us. They have thought this through. Somebody has taken the time and cared enough to put together systems and structures. And probably I'll say this, the belief in the potential of human beings. One of the things that is so striking when you took take the model and compare it with traditional management is that traditional management looks at human beings with huge skepticism.
Speaker 2:It says that people are inherently lazy. Non belief. Whereas the model does what? Liberates. Says, You can do this.
Speaker 2:We're only going to manage to a few numbers. We're going to trust you and liberate you to come up with whatever creative means you need to get that result. Like in the financial domain for a clinical site, it would be contribution margin. But we're not going to tell you exactly how many nurses, how many CNAs, how many physicians, how many whatever you're going to need. Or whether you want to use brand, pharmacy or generic.
Speaker 2:You can make that decision. Now, that said, if you overspend, you're paying for it. So there's immediate accountability, but you're managing to a result. But we're going to allow you the freedom of how you get there. And so how you do it in Dodge City, Kansas will be different than how we do it in LA or New York or Miami?
Speaker 2:And so that allows again the ability to even, get creativity, you know, to advance the organization, especially if everybody's numbers are side by side, they go, oh, man, what they're doing in Dodge City is pretty great. Think I'll copy that. Oh, Billy Bob's thing, in Miami is not working out. I don't think I'm gonna do the Billy Bob model. And so, but trusting in people.
Speaker 2:And high trust costs less than low trust. When you know that someone tells you something, they're going to follow through on it. Man, we can use that. And MultiView was built on that. I mean, I I will fire people that don't I mean, I'm willing to fire every single person if they're not doing the MBI thing.
Speaker 2:Now I know that is gonna happen. But people that think clearly, say what they mean, follow through. And obviously, the ability to communicate. All essential. Okay.
Speaker 2:Let's go. Let's keep it light. Okay. So recognize that virtually all of our problems, issues, and challenges come from our people systems. Okay.
Speaker 2:That's that's that's that's huge. So, let's go to work on our people systems. If your organization has issues hiring or retaining clinicians, This is directly linked to your people development system. You want to fix or improve, I'll say, your ability to hire people, attract people, work on your people systems. You want to retain those talented people, you work on your people systems.
Speaker 2:You want to get rid of the energy sucks, the people that don't follow through, the people that don't bring in the result, that comes out in your people system. So really this is the enchilada. Let's start with or let's hit another question. What are we? Hey, I actually changed it up a little bit here.
Speaker 2:No. No. That is the three questions. You're so right, Chris. You're so right.
Speaker 2:Yes. I we are all a feeling and and we're gonna hit that. That, you know, that is the the fundamental we're gonna the foundation of all memory and recall. We're gonna be talking about that. But let me just say this.
Speaker 2:This is so another what are we as a species. But really applies to every not just protoplasm or chlorophyll as in plants or anything like that, but every particle of dust and rock. This has been that my view is that everything is alive. I mean, I had a vision years ago that that it became obvious that everything has a vibration. Everything has, a consciousness.
Speaker 2:It may not be ours. And when I say we're going to get pretty deep, mean, we're going get pretty deep today because even if you don't agree, that's okay. Let me just say this. One thing we do have to do as we're going through this is we have to temporarily suspend or put this way, it's helpful to temporarily suspend our current beliefs or worldviews to make some room for alternative ways of perceiving things. That's something I think we always have to keep in mind because our beliefs often limit us, and that's probably the reason that sometimes people can't learn.
Speaker 2:I everybody knows that we say it say it most of you about smart people. Right? At MBI, we don't hire smart people. Why? Because they can't learn.
Speaker 2:There's a lot of truth in that. We would rather have something that's humble without intellectual pride. So, so what are we? We are a center experiencing life as a center in a multi centered universe without center and a universe that's infinite. Get your head around that.
Speaker 2:You're experiencing it from your perspective realizing that there are many other perspectives. And if the universe is infinite, it has no center. Let me say it another way. Probably all forms of life, all particles, everything feel they're human. I mean, the only way we just know it because we are a human.
Speaker 2:But, I mean, you know, the deer, the bear that came man, I've had bear confrontations a lot lately. I don't know what's going on with the bears, but, anyway, they're really liking Andrew. But they they have their, you know, they're hey. You know, like or or the black beetle. Man, my life's important too.
Speaker 2:You know? So yes. So what are we? Oh, okay. And let me just say this, we really don't as we're talking about learning and people development, we really don't know where our thoughts come from.
Speaker 2:We really don't know where our decisions come from when you think about it. And I'll just say this, we really don't know how we learn. We we have some things that through pattern recognition have shown us that these things are helpful and all that, but you cannot command people to be brilliant. You cannot command people to learn things. Heck, I mean, it seems to be beyond command.
Speaker 2:The best we can do is set up conditions for people normally because when we learn things, it's like a gift. It's like a Damascus or a Revelation experience of something, Oh, I got it. Or like if I'm playing guitar, you struggle with something and then it's like you sleep and then the next day it's like, Woah! Boom! Or you get how something's put together suddenly.
Speaker 2:So, it's beyond prediction on a certain level. But the point is life is spontaneous. It happens. The flower emerges. If we notice life, it emerges whenever it's supposed to.
Speaker 2:It breaks through. But you can't command that rose to be a prize winning rose. I mean, just doesn't happen like that. It might grow up. It might go to the left.
Speaker 2:It might only half open. But the best you can do is take that seed. And I'll just say this. I do like to look at human beings as seeds. None of us know what the potential of that seed is.
Speaker 2:So what is the best we can do? What is the best we can do? That's the leader of people development. We take our little unit of potential and we plant it in the very best ground we can. We make sure it's planted in the right time of the year with sunlight and great soil and we water it, but we have no control of what that becomes.
Speaker 2:We can help the likelihood but not the actual result. So the best thing we can do and this is a great relief to the teacher. The best you can do is set your intention. Do everything you can do to provide conditions or the garden for the people in your organization that you're going to be helping along. Do it and then trust God.
Speaker 2:We're the sovereign of this universe. That's as good as you can do. Okay. Just know this, we're going through this and it may seem, man, Andrew's a little floaty here, whatever, but that's fine. This is going get very pragmatic, especially around the midday part.
Speaker 2:Mean, there's just a complete structure. And this is where it's gonna hit all your areas from obviously HR, people development, IT, the CEO and all that. And it's laid out there. And thank God we have got a great manual to reference too. Okay.
Speaker 2:Let me just say this. Though we don't know how people really learn or or, if people can't learn and grow, then there's there's no hope for humanity, and we might as well call a day and go home right now. So are we gonna believe when people are not? I'm going to believe. And I'll just say anymore when I'm building a company, and obviously we build a lot of companies, a lot of world class organizations.
Speaker 2:I center the bulk of my efforts towards the intentional design of the culture, striving for one that provides conditions which elevate consciousness and thereby liberate human to potential and capacity. I'll just say this. I I I don't even wanna work with anybody that that isn't on this mission, anymore. It's not a it's not sexy enough. It's not exciting enough.
Speaker 2:It's not about the money. Once you have a certain amount of money, it, mean, you're to eat dollar bills? I don't think so. I live in my cabin. I love it.
Speaker 2:The compound. So what's the get off? What's the payoff? Well, the payoff is watching human beings go as far as they can in life. Even if they outgrow your organization, that's okay.
Speaker 2:So I'll just say that. Maybe that's actually a way good way of putting it. If you're the CEO of your organization or watching this, that should be your get off. With world class profits as a result of doing extraordinary quality, which is going to come from your people. Sometimes we get frustrated in organizations as we ask people to do what they often can't and expecting people to produce results in areas they haven't been trained on or in.
Speaker 2:And I think there's an awful lot of that, an awful lot of assumption where people, and we get frustrated because, again, all I know is that certain levels of consciousness and I'll I'll use this. We're actually gonna go in into this. And that's just all that is is language. Don't think I'm getting spooky, mystic, or anything like that. But a lower consciousness is not gonna be able to grasp a higher consciousness.
Speaker 2:And that it's not really intelligence either or goodness, you could even call it. Because, I mean, it's just like trying to do deals with some nations that, you know, where they do horrendous things. Well, can sign an agreement or treaty with them, but only a fool would believe that they're gonna honor They think that you're just a dope dope if you're going to live by an agreement. Okay, so the truth about quality is that a hospice or home health or software company or whatever we're running, music company, can have no more or less quality than the quality of its people system. So if our people system is here, where's our quality?
Speaker 2:Here. If we improve it and we adopt some things that the ninetieth percentile are doing, we move our people system up to here, where's our quality go? Here. If we grow, you know, suddenly we add a few thousand more patients a day, hire a bunch of folks, and we just start throwing warm bodies out, then we've devolved. Our people system's here.
Speaker 2:Where's our quality? Here. No more or less. It's always equal just like this fair world we live in. Oh my god.
Speaker 2:I just probably lost half of you. So you've gotta be kidding me, Andrew. I was in all this stuff. That really that just, again, has to do with the view. Once people start to go towards the state of unconditional love, awakening, all the criticalness, blame, victimhood just suddenly there's no more sacrifice.
Speaker 2:Things turn into a gift. We look at people's lessons, essential. Because and frankly, you know, unless as we're talking about consciousness, I mean, the point is we need all kinds of different levels to to make this thing go. Sometimes you need the aggressive leader. You know, sometimes, you know, the world needs a a more passive leader or whatever, but it's beyond our consciousness to really know what is needed.
Speaker 2:Oh my god. Anyway, that that kind of views, those kind of views help, I'll say, soften life up maybe a little bit and make us much more prejudiced. And, now with that said, we still have to have hard standards in a world class organization. So there's always that balance or that zen. Okay.
Speaker 2:So let's keep going. And sometimes, not all slides are like this. You'll see a little giveaway here as some master practice. Okay. To me, somebody comes into your training facility, for example.
Speaker 2:Well, a master teacher understands the value of first day signaling, for example. And this is what it would probably look like. We don't like to have the goofy name things or anything like that. We just give them a tent. There's some valuable real estate on the back of the tent.
Speaker 2:So we'd have some things that we would want to remind the student or candidate. You have, of course, your manual. This is one of our older ones. We'd have, in this case, a 200 question test that they know coming in that they have to get perfect. We will fail them if they miss one question Because all of our testing is binary.
Speaker 2:Either they know how to do the job or they don't. Got your number two pencils, one with an eraser. The point is is people notice that kind of intention in their setup. And here we're signaling, oh, test. Oh, I'm going to be held accountable.
Speaker 2:So I might have to put away my cosmo or my field and stream and actually pay attention. And let's just say this. This is another reality thing that you can kind of tell where you are in the scale. I said your trainings are a joke unless you have manuals. They don't know how to be 600 pages.
Speaker 2:I'm just anal retentive. And by the way, is that hyphenated? You're they're also a joke if you don't test. Written tests. And there's many other ways to evaluate student learning.
Speaker 2:But they're a joke, an utter joke. And that will become obvious. I mean, listen, if testing wasn't important, then basically most of our universities and academia are out to lunch. They should just get rid of tests. And some are trying to do that just as standards are lowered.
Speaker 2:Here's the cool thing. The higher you take your standards, the more attractive you are to who? The real players of this world. The people that can really get the higher. So there's an attraction factor.
Speaker 2:I remember I was sitting on a plane next to this one world class consultant one time and we were chatting. He said and and when he said that, I go, yeah. The higher you take your standards, the more attractive you are to really the talented of this world. And so that's where you wanna go. And you can do more with those fewer people.
Speaker 2:You can pay them more. You can do all these marvelous and get more done with fewer people that are talented. So, if we were at the mountaintop, which is where I'd prefer to be doing this in a live context, we'd have this beautiful place and you'd be taking the test. Don't have a good means for doing that right now. But testing is important.
Speaker 2:And then we even put out like if we're out at a hospital system or a health system or whatever, We even put out the grading tables. We have our graders shipped in. Everybody's tests are graded and, of course, put in some type of alphabetic where they can pick them up to work on. And they usually get two grading periods a day until they finish the program. All important.
Speaker 2:But this is all part of first day signaling. People see this.
Speaker 1:We hope you are having the best day of your life. If you need something further, just visit one of the Multiview Incorporated websites or contact us through social media. Smoke signals, carrier pigeons, telepathy have not proven reliable. All calls are answered within three rings by a competent real person. Thank you for listening.
