Jeff Fettig Keynote Speech 2012

Well, good afternoon everyone. It's really a great pleasure for me to be here and to be with this group of brothers that are beginning an important journey in certainly your college career. You know, as I thought about it, 34 years ago I was not here but I was in the same position that you are in, and that's assuming the presidency in my case, and in many of your cases, an officer in leading your fraternity. Now, we didn't have any forums like this then. It was kind of, you know, you looked around and you learned from the guy before you and you asked the questions, but mostly, and you know, I'll just be very, we had no clue what we were supposed to do, and you know, you just did it. So first and foremost, to the fraternity, the national fraternity, I really applaud you for building this kind of program because training and education is true throughout your life, and having something like this for all of you as you get started in this important role, I think is very important. The introducer gave a more than necessary introduction, but let me kind of summarize, give you a little bit of my background in a simpler way. I grew up in a small farm town in Tipton, Indiana. I went to Indiana University, I graduated there, I went to Whirlpool, well first I got married, then I went to Whirlpool, and I've been there ever since. That's my history. So I'm 54 years old, I've been married for 31 years, I've been at Whirlpool for 30 years, I've been chairman and CEO for 8 years, but I've been a Theta Chi for 36 years. So I guess in terms of my affiliations, other than being alive and part of my family, there's nothing that I've been affiliated with longer. You know, I know we've got all the different unities and chapters represented here, and I thought about how to, you know, I think the topic, leading with courage, is a terrific way to express it, particularly in this environment. And when I mean environment, I don't mean right now, I mean the last five years and the next five years, because you all at your age are in what I think 10 or 20 or 30 years from now you'll look back in time and it will be a period where writers and historians and scholars and so on say, you know, that decade where we're kind of right in the middle of it, five years before and five years after, was one of the most traumatic periods in a 50 or 100 year period, because I think that's kind of the world we live in today. And it's true at every level, it's economic level, governmental level, educational level, societal level with the things that are going on with technology. The other thing I was thinking about is the way you all communicate today is so radically different. Have any of you ever actually written a letter to your girlfriend? Anybody? You're a romantic, aren't you? Yeah. Was it a poem? Was it a poem? Okay, well, I'd send flowers next time. You know, I've used email for about, oh wow, let me back up. I was the third person in 1981, I was the third person at Whirlpool to ever use a personal computer. Okay, and then I kind of went dormant for most of my career and I only started emailing about five years ago. Okay, I know this sounds crazy to you all. The only reason today that I text, I have children, they're young adults, 25 and 27, and I noticed about two years ago that I knew they were home and I knew they had their phone with them, and I knew, but I always wondered why they never answered when I called them. And then I did learn because my wife taught me that if I texted them, I'd probably get a response, and sure enough, like it's immediate. And I know you tweet and we do all these things, but I bring all those things up only because you know you're in the midst of an incredible economic, societal, technology period in time, trust me. And you, and I'm sure you don't see it today, but over time you will. And I bring that up because leading with courage is really relevant. Everybody can lead in good times. Your true leaders you find in difficult times or volatile or rapidly changing times. So you know, I have a question for you all. How many of you, either in a sports team or in a job or in another organization, church organization or university organization, how many of you led more than 10 people before, been responsible? That's great. How many of you led more than 25 people before? That's really good. You guys are surprising me. You're going to ruin my punch line. How many of you guys have led more than 50 people before? How many of you led more than 100 people before? That's the reason I bring that up is when I meet with folks, and I do mentor a lot of people at all different points in their career in our organization, particularly the young people, people 25, 28, 30 years old, and one of the first things, and almost inevitably when we start talking about jobs and scope and leadership, is what I call the X Factor of leadership. And it's kind of like in my mind, it's 1, 10, 100, 1,000, 10,000, 100,000. And what that simply means is, as an individual, what makes you great as an individual contributor yourself is simply, it's all up to you. If you work hard, if you work harder, if you're smarter, whatever, the outcome is 100% based on you, right? The next job of leadership a person usually gets is leading five people or 10 people, and that's generally the first test of people leadership that people have, and some pass and some fail. We have a lot of engineers in our company, and I don't pick on engineers at all, but being a great engineer does not mean you're a great manager of engineers. Okay, and because if you keep doing the same thing that you did as a 1x person with 10 people, then basically you're going to struggle. And I did, and most people I know do when they go from that individual contributor counting on themselves to managing 10 people. Then I go to the next level. Actually, it's easier to go from 1 to 100 than 1 to 10, because when you're managing or leading 100 people, there is no chance in the world that you can succeed by doing the same thing you did as a 1x person. And if you're smart, and I know you all are, you figure out fairly quickly that through my own efforts and intelligence and smarts, it's just too big for me to be effective. And the light bulb that goes on is I can only succeed through succeeding with my people. And so how you think about your job, how you think about how you spend your time and so on, really does begin to change. And then I could take from 100 to 1,000 and 1,000 to 10,000, in my case to almost 100,000. The levers I have to work with and the way I now think is completely different today as a leader than it was when I managed 10 people or 25 people or 100 people. And I only bring that up to you is because I know the chapters here probably represent 30 to over 100 people, I would guess. And so your role as a leader, likely, and maybe not in this case because I saw so many hands up of people who managed large groups before, is the first thing you got to think is how do I get the job done through others. So anyway, my first chart I'll show here is really, so you have a new job, and how many of you have felt this way? Anybody? For all the rest, you should raise your hand, you probably should. Okay, at some point in time you will. And you know, it's something, as I said, my own personal experience 30 some years ago is, you know, we just started doing it, and in a lot of cases that works. But I think you learn over time getting things done through others, there's a lot of important lessons. You know, talking about leadership and courage, everybody, I mean, in fact, you guys have got it. I saw your curriculum here, you've got some great material in terms of how to think about leadership, what is leadership. You know, and my kind of job, and you know, I get asked all the time, how would you define leadership? And I hear great quotes from famous business leaders and great, I have a book on my desk that I've had for 20 years that says great leadership quotes and so on and so forth. And you know, early on I said, geez, I wish I was smart enough to think of a great new thing, that I wish I would have been one of the guys who said those great quotes that just the light bulb went on and everybody thought you're a genius, but I wasn't. So I have a real pragmatic view about leadership, and it's kind of my words. And so, you know, people say, give me your definition of leadership. You know, it's very simply is, for me, leadership is a positive catalyst for change. And the words are important. The first word I start with is catalyst. You got to be the person who makes something happen that probably wouldn't on its own happen. Positive, I don't believe, first of all, why change something if it isn't positive? Second of all, I don't believe in, and some people do, I just don't, that fear or intimidation or leading because you got the big job is a positive catalyst for change. I think when you lead, you need to be leading both in a positive way and to a positive result. And then the last word, change, you got to change something. You know, some of you, and I know the chapters, every, you know, the universities are different, your issues are different, your size, your age are different. But you know, you can go into here and say, well, I'm just going to run chapter meetings and, you know, whatever comes up we'll deal with. That could work. You could say, hey, we're doing pretty well, let's just keep it going, status quo, don't mess it up. That's not a bad strategy if that's where you want to be. Or you can say, what are the one, two, or three things we really want to achieve and do differently, and that requires change. And then you go into a whole process, how do I change something? Well, first of all, and I'll get into this in a moment, so the question becomes, how does the chapter change something? So that's my definition. A couple of points I make, and again, I'm a big believer in simple, clear, common sense. Providing clear direction sounds simple, a lot of people don't do it. And clear direction is what do you want to do, why do you want to do it, how should we go about it, and is it absolutely clear? Sounds like common sense, you guys, that's a big part of leadership is just setting direction. But it's amazing to me in business, in society, I work with a lot of charitable, nonprofit organizations, it's incredible how many times that doesn't happen. A lot of people like to talk, but getting to the point of what do we want to do, how we want to do it, why we want to do it, is very important. The other thing is, I think a sign of great leaders is being clear and transparent. It is amazing to me, well, and I do think it's really true, business people certainly, and I think it's also true with leaders, make complex things simple. Because generally, problems are, when you get to the real root cause, they are simple. A lot of times people are very vague about what they want. You may think you're telling people where we're going or what we want to do, but they don't understand, it's too vague. Just be concise, precise. The second thing or point I would make relevant to this is, to be a leader, you got to have followers. Think about that for a minute. It's absolutely true. It's true in my job every day, and I think about that every day. Yes, I'm the CEO of a major company. I'm only a leader of the company if people follow the direction and the that I try to set. And to do that, you got to get buy-in from the organization. Buy-in means people understand the what, why, and how, and it's clear to them. You get alignment, that means you get it deep in the organization. In your case, you get it in every class throughout to every brother. But ultimately, you also need inspiration. People love to be inspired. They do. And I don't care who you are, it's better to feel good than bad. It's better to be inspired and motivated than, oh, I guess we got to do this. It's just human nature. And so, you know, probably everything I could tell you about leadership is contained here. Now, applying that leadership is the art of what you learn as a person over time. The last thought I would leave you here, and it's perhaps the most important one, and I guess if I had one piece of advice, which I give myself, I give it to others, I give it to my kids, I give it to you, leadership is a privilege. It is earned. It is not entitled. And if whenever you forget that, or whenever a leader forgets that, that's probably when they go down a path that they shouldn't. You got to earn it every day, and people measure you and judge you every day. It's not something to be afraid of, it's just something to acknowledge that for every action there's a reaction. But I think that privilege of leadership is an exciting thing. So next, let me talk about a couple of things. Leadership, I'll break it into two things: leadership and courage. Leadership requires, you need to have a plan. The brothers need to support the plan, whatever your plan is. You and the other leaders within your cabinet, I would argue the plan ought to be worth achieving. Why do it if it's not? Why put in the effort if you don't have a positive output? And then your job is to enable others to succeed in doing it. To me, that's kind of the nuts and bolts of leadership. Courage is interesting. You know, my thoughts around courage, you know, people may comment to you for some decision you make or something your house or your chapter does, they say that was a courageous thing to do. I've had, I thought about this probably a half a dozen to a dozen times in my career, that comment made to me about the company or something I had done, and so on and so forth. And the first couple times I kind of shook my head and said, what are they talking about? I mean, you know, I didn't save anybody's life, I didn't put my own life at risk, because that's kind of my initial thinking of courageous. But over time, you know, the more I think about it, it's really doing something that most people generally would not have done. And if it's a positive thing, people tend to think that to be courageous. So as I think about courage and leadership, there's a couple of things that really in my mind enable that. One is, as you all are leaders of the fraternity and of your chapter and house, you've got to take personal responsibility. You are responsible. You know, if you're the president of the house, whatever happens in the house, good or bad, ultimately is your responsibility. You know, sometimes bad things happen, you say, oh, I wish so and so hadn't have done that, that's true, but you're still responsible. So you need to just, and responsibility isn't overbearing, it's just an awareness and acceptance, yes, I am responsible. The second thing is you got to be accountable. Accountable means you have to live with the results personally, you and your cabinet. And again, if you have those two things, you accept responsibility, say, yep, I'm accountable for all the good or bad outcomes of the chapter, then you probably have the opportunity to be courageous. Because courageous then for me is very simply always doing the right thing, whatever it is. A lot of times people think something's courageous because it was tough or hard, it had risk to it, if you didn't succeed. But at the end of the day, they would all acknowledge, yeah, that was the right thing to do at the right time. And decisions, courageous decisions, are the same way. And you know what I say, in the times in my career where people said that was, you've done a courageous thing or the company has, you know, I did accept responsibility, I am accountable, you know, I understood the situation, but for me, you know, it took me a long time to realize that for me, I didn't view it as courageous, I just thought it was the right thing to do. And if you always do the right thing, sometimes those will be courageous decisions. The other piece of that I would say is always, and this is important given all the constituencies that you all serve in your new roles, you know, with the university and all that, I'll talk about constituents in a moment, you know, the other great test of leadership, because this is something nobody can do for you, you have to do it every day, is I'd say you got to pass the mirror test. Look in the mirror every morning and say, was that the right thing to do? If the answer's yes, then you're probably doing the right thing. If the answer is no, there probably wasn't the right thing. But that's where if you take that individual personal accountability, you know, your barometer is always going to take you the right way. And I think in tough times will help you easily, because I think the most courageous decisions are the easiest decisions because they're the right thing to do. Now, you may never have an event or an opportunity or something around you that even has you make a courageous decision, because it usually has to do with something good or bad changing or a direction that you choose to take. But those are kind of, you know, when I think about this, the title of the theme of this conference, leading with courage, to me, breaking it down, this is what it's all about. A couple other areas, and again, let me say, be the first to admit I didn't do this when I was in your shoes, okay? I mean, we just started and basically didn't have a lot of clue. You know, my personal story becoming president was, you know, I was fortunate, the house was doing well, you know, we had, my class was a good class, the house was in good shape, we had a good support with our house corporation, no really big issues. But one other thing, I had a great guy that I followed. Actually, the three previous presidents were all in my mind really great presidents. They're all three very different, but they're all great. And I spent probably the only preparation I did do, and it wasn't my, it was just by chance, was spent a little bit, an hour, with those three guys, said, tell me what you did, tell me what the issues are, and by the way, if I have a problem, can I call you? That was the preparation I basically had. And so, but guys, as I think about it, I mean, it does start with the values of the fraternity. Theta Chi is 163 years old. The values are 163 years old. They've withstood the test of time. They're values we can live by during your college years and after: friendship, knowledge, morality, excellence, service. Your challenge is how do you apply them consistently to brotherhood, academics, intramurals, campus activities, service, because that's what the fraternity does. So if whatever your plan is built around, if your values are always there, how you apply them will probably lead to a good plan. So you know, I guess my first piece of advice about starting your new job and from a leadership perspective, build an agenda with your team around your values and the ambition of the chapter. What do you want to do? And again, I'm sure there's some similarities between the chapters, but there's probably some big differences, and I couldn't begin to offer you what those are. But I think if you get the right input from your team and from your chapter, that's basically how you go about building a plan. The next thing I would just, and this is more I guess personal, but I also think is very in line with the fraternity values, is excellence. And you know, again, it probably depends on your personality, it depends on how the chapter feels and so on. But my point was, do something of value. At minimum, I would start with, I want to leave the house better than it was when I started. Okay, I certainly don't want to go backwards. I guess I'd hate to look back a year from now and say, well, it's not any better, but it's not any worse. That's kind of, I don't say a waste of time, but it probably is. So you know, my simple thing is, why do something if you don't do it well? I would say, and these are some not my lines, but they're good ones, the expectation of success usually precedes success. You got to expect to succeed if you really want to succeed. Being lucky, you know, when really young people ask me how did I get to be CEO, I said I was lucky, and they laugh and so on and so forth. And there's truth in it, by the way. But partly depends about the definition of luck. And this isn't my line either, but it's one I learned a long time ago, I thought it's absolutely the best definition of being lucky I've ever seen, is that's when preparation meets opportunity. And so in my lucky equation, my job was preparation academically, and I'll talk about my experience with the fraternity and so on and so forth. And I was fortunate, I found a company and I was in a time and place where there was the opportunity, and for me, that's the lucky reason why I got to have the job that I have today. Now, the corollary to this saying is, it is funny that the harder I work, the luckier I get. And so, you know, my point I would make out of all of this is set a high bar for success. If you really don't believe it, don't do it. If you don't have buy-in, and then if you work hard enough, you'll probably achieve it, and that's true a lot of the time. A couple other thoughts for you before I open up for Q&A here. Talent, I know, I actually, we walked into a recruitment session that you were having. You know, and again, I think it's true across the chapters of the country, I certainly know it is from my alma mater, that the strength of our fraternity is a lot of things, but the continuation of success begins with rush, pure and simple. You know, everything starts, and by the way, I mean, this ought to be easy for you all to remember, how many of you like sports? Anybody like sports? Okay, does good talent usually beat bad talent? Usually, most of the time. Good talent with good values with good coaching almost always beats mediocre or bad talent. But the point is, it starts with talent, and that's what rush starts with. You know, I think, and I've known quite a few chapters and people from different chapters, and I know in my personal case at Indiana, great rush and a great rush and pledge process almost always is correlated to having a great house, almost always. Now, you can mess it up, but if they have a great rush process and do it year in, year out, year in, year out, set the standards high, the brothers pay, they know. I mean, I knew when I rushed at our school and our chapter, this was a big deal in all four years. During that, I mean, you know, some of us, I did, you know, you like to do other things, you get lazy sometimes, you don't always want to do all the fraternity activities. In my four years, the one thing nobody ever bitched about, or I mean, you knew when it was rush time, it was rush time, and there was no doubt about it. And just intuitively over time, you knew if you didn't do that well, something good or something bad would happen over time. It doesn't happen by chance. You know, my view is learn from the best, and I know you share best practices here, learn from other chapters, take the best practices you can find and implement them, and then make them better. My other view is once you have talent, keep it, and once you make sure you've kept it, make sure you use it, because that is how you can advance the activities of the chapter for success. I would argue that over time, and it's interesting because during your one year or so in your role as a cabinet and as presidents, there's a lot of things you can tick off that I did or I didn't do and so on and so forth. And probably a great area is how well did you rush that year, because time tells. Let me tell you right now, at two years from now, five years from now, 10 years from now, 20 years from now, you'll all say, first of all, then you'll know how well you did it, is your most important responsibility. And so I would tell you, I mean, I know a lot of you do it really well, keep doing it, it makes a difference. But and by the way, the same thing in my job, I spend, when my first 10 years in the company, I'll bet I didn't spend 5% of my time on recruiting and talent, partly was the job, partly was I was too busy worrying about getting my job done and so on and so forth. I spend close to 50% of my time on it now. It's the, you know, there's a lot of things I could do, but if I don't do that one well, all the other things I do don't really matter that much. A couple final thoughts, maybe just to summarize, if I had the wisdom 30 years ago that you all had today, I would do these things. I would create an agenda and try to gain support of all the brothers because you need buy-in. I'd set the bar high on whatever your goals are and really strive for excellence. I would always, always, always make sure that we did the right thing. The right thing, by the way, isn't the safe thing all the time. The right thing is the right thing, whatever it is, however hard it is. Lead by example. Again, you were elected, you weren't anointed, okay? Don't ever forget that. And again, leadership is a privilege. Stay true to your values. And again, people like to talk about legacies. Trust me, you can't create a legacy in one year. But I would just say this, if you had set a simple goal and said the chapter will be better a year from now than it is today, then you're probably going to do a pretty good job. So to conclude this, I would just say, I changed the slide a little, leading with courage, but have fun doing it. With all those things I just said, I would just say it is an awesome experience and opportunity to lead brothers, it really is. You know, people at different times ask me what helped you prepare for the job that you have, and you know, I'd say this or that, school, academics, so on and so forth, experiences. But you know, over the last 10 years or so, I got the question so often it actually at times made me think and put my thoughts together. And now there's three things. It is the family environment and work ethic I had as growing up that I got from my parents and friends and relatives. It was the competitive spirit and teamwork understanding I got from sports growing up. And it was the leadership experiences I got the great privilege to have at the Zeta chapter at Indiana University. And those are the three things I think that prepared me to do, which I'm still doing and hope to do for a while, the kind of things that I've been able to do through life. The last one was probably being a leader of Phi Gamma Delta was probably the most extraordinary of the three. I think the first two, I mean, I was either going to get or not. The second one, the third one was just the fortunate luck that I had to be at the right place at the right time. I didn't even plan ever on running or anything else, but it turned out to be the most beneficial thing I think that's helped me over the last 30 years. The last thing, truly, Fiji is not for college days alone. I think, you know, you're too young to know that, that's not just a statement. I can just say from my particular life, my best friends in life are guys from that I went to school with and that were Indiana Fiji's. Just thinking here, I've just randomly spoken to three or four of them in the last two days, nothing, all different topics. You know, we get together, we've had a group of brothers who for the last 35 years, the last weekend in July, 30 to 40 of us gather for what we call the Dick the Dog golf tournament in Bloomington, Indiana. And it's actually sad to see because everybody still thinks they're 20, and their golf's not getting better, it's getting worse. And you know, in my case, this statement is absolutely true, and I'm sure it will be for many of you. So I'm going to stop there, and those were kind of my high-level thoughts in terms of leading with courage and starting out your new roles. But I will stop there and love to have any questions, comments, anything that's on your mind that I could answer, or you can eat dessert.

All right, who's got a question? All right, coming. Excuse me. Stand up, introduce your name and your school.

Yeah, from personal experience, you know, when I first managed, I don't know if it was 10, it was like six, seven, eight, or nine, or 10 people, you know, you basically, because you don't know any better usually, is yes, you try to manage and do all those things, but at the end of the day, you still say, you know what, through my own smarts, through my own effort, whatever, I can still make sure no matter how well my team performs, I can get the job done. I remember in my own case, there were probably of those 10 people, there's two or three people who weren't bad people, they weren't good people, they were kind of cogs in the wheel, if you will, you know, they came in at X and they left at Y and they were mildly productive in between. And they've been there for a long time, and so on and so forth. And I was a young whippersnapper, and by the way, I'm sure you too, I mean, for most, well, it's changed a lot in the last five years, but for most of my career, I was the young, I always managed people older than me, and that was also a learning experience. But now I'm the oldest person, so it changes real fast. But in any event, with 10 people, through your own perseverance, push comes to shove, most people still, at least in their first year or so, try to do it through the things that got them good results as an individual contributor. Some are smarter than that and don't. With 100 people, it's impossible. So it's just, you know, the question is when does the light bulb come on? And I'm just saying, it comes on when it's so big that you just finally figure out, I got to do something different, I got to lead different, I got to manage different, I got to, in my words, I got to turn different knobs to get outputs through others as opposed to amp up my knob and just do more. And that's why I think it's because 100 people have tried to do their job, it'll kill you.

No, I think the probability that you'll move, first of all, I don't, I mean, are they counting like people who work at McDonald's? I don't believe those statistics, by the way, 14 to 18 by the time they're 38, these are college graduates? No, no way. It's just, I'm just saying, first of all, your data, 14, well, and plus it's from the government, so what do you expect? But the essence of your question is, but I'm 37 and since grad school I've worked at five different institutions. But that's not 14 to 18. So you're going to have a lot of jobs in the next year to be average, a current college student, either. Okay, five to seven actually sounds more realistic. But I don't think you have to change companies necessarily. Can you go out and have a 30-year career? Absolutely. I mean, there's 150 companies in the United States, if that's what you want to do. You know, at Whirlpool, we do hire now, we know we'm going to lose people, we hire people with the expectation that they're going to be there for a career. We still do. Procter & Gamble does the same thing, IBM does the same thing, etc., etc., etc. Now, when I started at Whirlpool, they never hired from the outside, ever. So if you didn't start as a college graduate, you probably weren't ever going to get a job. So that's different for a whole bunch of reasons. One is, you know, we outgrew our talent, so we had to acquire. So in our mind, you know, we're kind of like an 80 to 85 internal versus external. But external, I mean, we need multiple sources of talent and skills, that's one. Two, you know, I think the job composition of companies is changing too. I mean, if you start out with a tech company, the odds are that tech company will be around in five years is low, okay? Get bought out or go bankrupt or become part of whatever. So that's changing jobs. I think it's a lot easier to change jobs, you know, everything from just the mobility of people. You know, people getting different experiences in different industries is a positive, but it's not as big a positive as people play up, in my opinion. I mean, you know, we have about a 60% success rate from bringing people from the outside in, which means we have a 40% failure rate too, because some people can't make the adjustment. Okay, so I, you know, it's a toss-up whether the company and industry experience built up over time probably is usually more valuable than cross-industry experience, at least in our world. But you know, having said all that, here's why I think, you know, you get taking a job, and you guys are 20 years old, so for the next 40 plus years, your biggest investment in your life is going to be how you invest your time, and that's going to be working, whether it's doctor, lawyer, business, etc., etc. So whatever you do and wherever you do it, for me, there's only two good reasons to do it: you like what you're doing and you like the people you're working with. And everything else then is after that. Because you know, as I said, why do I get up at 4:30 or 5:00 every morning every day for most of my life? Because I want to. And why do I want to? It's because I like what I'm doing and I like the people I'm doing it with. And I think that's true with most people. The barriers of switching are a lot easier and so on. So I'm not so hung up. Yes, you can have a 30-year career if you choose the right company. Is it probable? It's less probable today than when I did it. I would say, you know, my son and daughter both will be starting with their second, because they did the, you know, get a job after college, go to graduate school and so on. What they do, I don't know what they'll do. But yeah, it is normal that people change jobs more often, but I don't think it's a requirement. I think it's just a reality of the changing business opportunities that there are.

Nothing. True business, nonprofits, I wish it applied to government, but I'd like to see it apply to government, I'll put it that way. You know, I think in my mind, because the only reason I say that, I mean, obviously my background is the private sector, but I'm involved in community work, I'm involved in the national Boys and Girls Club, I'm involved in a lot of different constituencies. Actually, I think I missed that one up there. And I would say that it's true in all, it's more predominant, you know, the more business professional you are, the more predominant it is, but it's needed in all, no doubt about it in my mind. And I think if you ask leaders in any walk, you know, hospitals, doctors, whatever, and they may use different words, but I think the successful ones would tell you the same thing. Well, listen, man, it's again, it's been a great pleasure for me to be invited here. I appreciate it. I wish you, don't forget the last part, leading with courage, but have fun doing it. This is a tremendous opportunity. I'm sure you'll make the most out of it, and I think our fraternities across the nation will benefit from it. So good luck. Thank you.