1
00:00:00,000 --> 00:00:04,920
Hi and welcome to Be the Flagship with our podcast host Jeff Parsons. This is

2
00:00:04,920 --> 00:00:07,920
where we tackle the day-to-day talent management challenges you face,

3
00:00:07,920 --> 00:00:12,640
particularly in hospice and small health care organizations. And now over to our

4
00:00:12,640 --> 00:00:18,980
host. Take it away Jeff. Hello and thank you. I'm Jeff Parsons, host of Be the

5
00:00:18,980 --> 00:00:24,240
Flagship where our focus is on talent in the hospice and small health care space.

6
00:00:24,240 --> 00:00:31,320
Today our topic is financial metrics and the importance of having the right

7
00:00:31,320 --> 00:00:35,480
metrics for your small health care business. And joining us today we have

8
00:00:35,480 --> 00:00:41,760
Jeff Smith, an expert in the subject. Jeff has joined us in a previous episode

9
00:00:41,760 --> 00:00:48,560
along with his dear wife. The episode I believe was when purpose meets

10
00:00:48,560 --> 00:00:54,600
performance or when performance and purpose meet. But today he's joining us

11
00:00:54,600 --> 00:01:01,600
and he's running solo. And Jeff is a CPA. He's been in finance for quite a while.

12
00:01:01,600 --> 00:01:06,360
Quite a while. How long have you been in finance Jeff? Well I've been working as

13
00:01:06,360 --> 00:01:17,200
an accountant for over 30 years. Just one point of clarification. I'm a CPA but my

14
00:01:17,200 --> 00:01:21,840
designation is a chartered professional accountant. It's a Canadian designation.

15
00:01:21,840 --> 00:01:29,640
So just to make sure everyone's clear on that. Oh I got you. You have a special

16
00:01:29,640 --> 00:01:39,040
Canadian certification. That's right. Yeah. And you're also founder of a consulting

17
00:01:39,040 --> 00:01:46,720
business called Dynamic Strategy LLC. Correct. And how long has that business

18
00:01:46,720 --> 00:01:55,640
been in place? I started it in June and I decided to parlay my 30 plus years of

19
00:01:55,640 --> 00:02:01,600
accounting experience into helping other businesses with their strategy and

20
00:02:01,600 --> 00:02:09,760
operational planning. Gotcha. Gotcha. And so that today's episode is titled

21
00:02:09,760 --> 00:02:15,280
What's Your Number? And so some of the things we'll talk about today and the

22
00:02:15,280 --> 00:02:20,440
focus of our discussion will be you know why it's important to measure and report

23
00:02:20,440 --> 00:02:26,680
on activity. You know how metrics drive behavior. How to choose the right measure.

24
00:02:26,680 --> 00:02:33,280
Balance scorecards and things like that. Is that correct? That is correct. All right.

25
00:02:33,280 --> 00:02:38,520
Well I can't wait to get started. So first question. What do you mean when you

26
00:02:38,520 --> 00:02:45,600
ask what is your number? Well Jeff every business is unique and analysts group

27
00:02:45,600 --> 00:02:51,200
businesses into what they call peer groups for ease of comparison.

28
00:02:51,200 --> 00:02:59,960
However each business has unique factors that are key to their success.

29
00:02:59,960 --> 00:03:06,260
For an example United Airlines and Southwest Airlines are both in the

30
00:03:06,260 --> 00:03:14,280
same peer group for stock market measuring. But it would be reasonable for

31
00:03:14,280 --> 00:03:20,240
financial analysts to provide comparisons for their results and their

32
00:03:20,240 --> 00:03:27,280
strength of their investment quality for the two companies. But the specific

33
00:03:27,280 --> 00:03:33,200
factors that make those two airlines successful are drastically different.

34
00:03:33,200 --> 00:03:39,760
Southwest Airlines is a discount airline and they control costs by standardizing

35
00:03:39,760 --> 00:03:45,160
their planes, limiting the number of destinations that they fly to, and

36
00:03:45,160 --> 00:03:51,360
limiting it amenities. When I was flying with three young children Southwest was

37
00:03:51,360 --> 00:03:57,180
definitely my airline of choice because I valued cost over amenities. Fast

38
00:03:57,180 --> 00:04:07,320
forward to when I'm traveling as a business consultant. United is a full

39
00:04:07,320 --> 00:04:15,120
service airline and though many love to hate United they are one of the largest

40
00:04:15,120 --> 00:04:19,400
airlines in North America. They are they're more expensive to fly than

41
00:04:19,400 --> 00:04:24,640
Southwest in many instances but customers have more options, more

42
00:04:24,640 --> 00:04:31,080
amenities, and they have a loyalty program. So as a business traveler I fly

43
00:04:31,080 --> 00:04:36,820
almost exclusively with United because I value those amenities and the

44
00:04:36,820 --> 00:04:42,440
convenience more than the cost savings. So when I'm upgraded I have more space

45
00:04:42,440 --> 00:04:48,440
to work and rest and I arrive at my destination better prepared to do the

46
00:04:48,440 --> 00:04:57,720
business that I'm traveling for. Okay, all right, fair enough. So why is it

47
00:04:57,720 --> 00:05:02,040
important to measure and report on activities Jeff? So in simple terms you

48
00:05:02,040 --> 00:05:08,200
get what you're measuring. So when you have clearly articulated mission,

49
00:05:08,200 --> 00:05:13,200
understand what your factors that drive success are, and you communicate

50
00:05:13,200 --> 00:05:20,280
clearly what those what targets your organization has, and you have a system

51
00:05:20,280 --> 00:05:28,080
of reporting, then you have clarity of focus. You can measure your progress, you

52
00:05:28,080 --> 00:05:36,080
can align with bigger goals, and you can find guidance for decision-making based

53
00:05:36,080 --> 00:05:43,240
on those metrics. So when done consistently you can achieve increased

54
00:05:43,240 --> 00:05:52,000
productivity, motivation, and commitment in adaptation and resilience. So for

55
00:05:52,000 --> 00:05:58,800
example when I when I worked at a company that had a critical release they

56
00:05:58,800 --> 00:06:05,000
needed to send the first shipment of the by the end of the day for product launch

57
00:06:05,000 --> 00:06:11,720
success. Employees in different departments, the the accounting department,

58
00:06:11,720 --> 00:06:15,360
the purchasing department, the engineering department, we all left our

59
00:06:15,360 --> 00:06:21,320
normal daily tasks to support the production team in finishing that

60
00:06:21,320 --> 00:06:27,480
important first shipment because there was that clarity and urgency of that

61
00:06:27,480 --> 00:06:34,720
was generated by that target. And because the organization was clear on the

62
00:06:34,720 --> 00:06:39,640
objective and why it was so important, everyone really went to extraordinary

63
00:06:39,640 --> 00:06:45,640
measures to ensure the success of it. Gotcha. So how do you know what to

64
00:06:45,640 --> 00:06:53,680
measure Jeff? Well there is a difference between leading indicators and

65
00:06:53,680 --> 00:06:59,280
trailing indicators. That's important to really understand because leading

66
00:06:59,280 --> 00:07:05,800
indicators are predictive. They measure the activity that drives results.

67
00:07:05,800 --> 00:07:13,920
By contrast, lagging indicators measure historical results. For example a leading

68
00:07:13,920 --> 00:07:18,640
indicator might be the number of potential client conversations per day.

69
00:07:18,640 --> 00:07:26,160
You know that the number of clients you talk to will eventually turn into new

70
00:07:26,160 --> 00:07:34,400
clients that are engaged. Well the trailing indicator is that number

71
00:07:34,400 --> 00:07:40,760
of new clients. So as much as possible it's important to measure your leading

72
00:07:40,760 --> 00:07:47,560
indicators because they tend to be activity focused and within the control

73
00:07:47,560 --> 00:07:53,800
of whatever group is performing them. Whereas trailing indicators are an

74
00:07:53,800 --> 00:08:01,920
indicator of the results that are gained from it. I see. You know and as I'm

75
00:08:01,920 --> 00:08:06,760
listening to you Jeff, you know I'm wondering how do you know if I'm if

76
00:08:06,760 --> 00:08:12,200
you're measuring the right activities? That's a great question Jeff because

77
00:08:12,200 --> 00:08:19,400
you know you need to be careful what you measure. That the

78
00:08:19,400 --> 00:08:24,760
metrics in an organization really should support the purpose of the

79
00:08:24,760 --> 00:08:29,760
organization. Last time we talked about where purpose and performance

80
00:08:29,760 --> 00:08:34,880
meet this is really an extension of that conversation. For example it would be

81
00:08:34,880 --> 00:08:41,880
incongruous to have a metric that emphasized maximizing the number of

82
00:08:41,880 --> 00:08:46,840
patients seen if the mission of the organization was to take the time

83
00:08:46,840 --> 00:08:52,880
necessary for the patient to not feel rushed in an appointment.

84
00:08:52,880 --> 00:09:00,720
And so making sure that they match is really important. I see okay.

85
00:09:00,720 --> 00:09:09,200
You can assess whether you're measuring the right

86
00:09:09,200 --> 00:09:14,280
activities if they're aligned with your mission, your vision, and your purpose of

87
00:09:14,280 --> 00:09:22,800
course. And whether they contribute to the organization's objectives. You can

88
00:09:22,800 --> 00:09:26,200
measure whether they have a substantial impact on the outcome of the

89
00:09:26,200 --> 00:09:31,040
organization. You know it doesn't make sense to measure the finest little

90
00:09:31,040 --> 00:09:36,280
details. Measure the big things that are going to have an impact on the

91
00:09:36,280 --> 00:09:41,560
organization. And you can tell if you're measuring the right things if you have

92
00:09:41,560 --> 00:09:47,440
buy-in from your stakeholders. So a lot of it is spending the time up front

93
00:09:47,440 --> 00:09:53,080
talking to your employees, talking to your investors, talking to your

94
00:09:53,080 --> 00:09:58,880
stakeholders to make sure that you're measuring the right activities. Okay well

95
00:09:58,880 --> 00:10:04,760
that makes sense and it seems to me that this would be a bit of a continuous

96
00:10:04,760 --> 00:10:10,360
cycle of review to make sure that you know you would review it occasionally

97
00:10:10,360 --> 00:10:15,640
your metrics to make sure that you are measuring the right things and that they

98
00:10:15,640 --> 00:10:19,280
are still aligned with your mission and vision and purpose and those types of

99
00:10:19,280 --> 00:10:26,920
things. Is that right? Absolutely. There's a design thinking quote that I absolutely

100
00:10:26,920 --> 00:10:33,320
love. They say fail fast and cheap. So you really should be constantly

101
00:10:33,320 --> 00:10:39,760
analyzing what you're measuring. And if it's not serving its purpose then don't

102
00:10:39,760 --> 00:10:47,480
continue just because it's a metric. Change what you do. Got it. Got it. So once

103
00:10:47,480 --> 00:10:52,920
you know what you're going to measure how do you go about setting targets? So

104
00:10:52,920 --> 00:11:03,760
I'm sure you've heard of the good metrics being smart. Yeah.

105
00:11:03,760 --> 00:11:13,240
Good metrics drive behavior and so smart is an acronym for specific,

106
00:11:13,240 --> 00:11:24,960
measurable, achievable, relevant, and time-bound. So a specific goal is

107
00:11:24,960 --> 00:11:32,080
clear and well defined. A measurable goal is quantifiable. That the

108
00:11:32,080 --> 00:11:36,680
responsible party needs to be able to measure whether they are achieving that

109
00:11:36,680 --> 00:11:46,400
goal or not. Whereas achievable is goals that are realistic and attainable so

110
00:11:46,400 --> 00:11:51,440
that they'll be motivating. They'll need to be challenging enough

111
00:11:51,440 --> 00:11:58,800
to generate a stretch but not so challenging that they become demotivating

112
00:11:58,800 --> 00:12:06,240
to the person who's responsible. Right. A relevant goal is it should align with

113
00:12:06,240 --> 00:12:13,320
the objectives of the organization and make sense to both the individual and

114
00:12:13,320 --> 00:12:19,360
the organization. And of course there should be a time limit on them. Like

115
00:12:19,360 --> 00:12:25,840
just to say I'm going to generate a hundred referral partners doesn't mean

116
00:12:25,840 --> 00:12:31,080
anything unless you put a time frame on that and say I'm going to generate a

117
00:12:31,080 --> 00:12:37,360
hundred referral partners per month or per quarter or per year. Right. Right.

118
00:12:37,360 --> 00:12:42,280
Well that makes sense. You know it's interesting to think of smart goals in

119
00:12:42,280 --> 00:12:49,040
this context. You know being in HR for over 30 years I've often taught people

120
00:12:49,040 --> 00:12:53,240
to use smart goals with performance management for employees to measure

121
00:12:53,240 --> 00:12:58,320
their performance. What you're doing is taking that same concept and saying we

122
00:12:58,320 --> 00:13:04,920
can use this to make sure we're aligned and determine what the correct metrics

123
00:13:04,920 --> 00:13:11,080
are for our overall business goals. Correct. Good. Well can you recommend any

124
00:13:11,080 --> 00:13:16,280
tools that would help in setting up metrics? So the one that I really love is

125
00:13:16,280 --> 00:13:24,080
is the balance scorecard. There's many goal setting tools out there. The

126
00:13:24,080 --> 00:13:33,080
balance scorecard was developed by two people way smarter than me. In the 1990s

127
00:13:33,080 --> 00:13:38,960
Dr. Robert Kaplan and Dr. David Norton developed something that they called the

128
00:13:38,960 --> 00:13:44,720
the balance scorecard. And it's designed to help businesses avoid becoming

129
00:13:44,720 --> 00:13:50,840
too focused on one area of the business. It's really easy especially in a

130
00:13:50,840 --> 00:14:01,280
for-profit business to become ultra focused on the financial aspects. But

131
00:14:01,280 --> 00:14:09,600
right we as individuals tend to be ultra focused. We get an out of balance in all

132
00:14:09,600 --> 00:14:14,960
aspects of goal setting. And one example is you know weight loss. You see all

133
00:14:14,960 --> 00:14:20,360
kinds of especially coming up to Thanksgiving you see lots of weight

134
00:14:20,360 --> 00:14:28,400
loss programs. But when you get so focused on the goal of losing weight

135
00:14:28,400 --> 00:14:34,640
it's easy to focus just on the number of the scale. Maybe to the detriment of your

136
00:14:34,640 --> 00:14:39,800
physical fitness or your health healthy diet or or the sustainability of the

137
00:14:39,800 --> 00:14:46,800
weight loss. And so the same is true for organizations. When they become overly

138
00:14:46,800 --> 00:14:52,480
focused on one aspect of their performance they can lose sight of the

139
00:14:52,480 --> 00:14:59,840
other aspects that affect the organization's health. So balance scorecard

140
00:14:59,840 --> 00:15:08,360
is really that breaks it up into four different perspectives. There's a

141
00:15:08,360 --> 00:15:16,480
financial perspective which measures a lot of the trailing indicators.

142
00:15:16,480 --> 00:15:22,600
And it answers the question about how do I look to my shareholders or my

143
00:15:22,600 --> 00:15:29,080
stakeholders. And you know that's really important but not the only

144
00:15:29,080 --> 00:15:35,040
thing we should focus on. The customer perspective answers the question about

145
00:15:35,040 --> 00:15:40,840
how do we look to our customers. And in that perspective looks at the

146
00:15:40,840 --> 00:15:46,120
organization from the viewpoint of the customers and it includes measures

147
00:15:46,120 --> 00:15:51,360
related to customer satisfaction, loyalty, market share, and customer

148
00:15:51,360 --> 00:15:59,600
retention. Whereas internal process, this perspective assesses the

149
00:15:59,600 --> 00:16:06,600
efficiency and effectiveness of an organization with regards to their

150
00:16:06,600 --> 00:16:15,080
internal processes. Identifying critical processes and measures, key performance

151
00:16:15,080 --> 00:16:22,480
indicators related to how effective processes are. And it answers the

152
00:16:22,480 --> 00:16:29,080
question of what must we excel at to satisfy both our customers and our

153
00:16:29,080 --> 00:16:34,040
shareholders. And finally there's a learning and growth perspective

154
00:16:34,040 --> 00:16:40,800
which you as an HR guy would really appreciate. And that's really

155
00:16:40,800 --> 00:16:48,960
focuses on how the organization can adapt, innovate, and learn for its future

156
00:16:48,960 --> 00:16:57,400
success. And it measures things like employee satisfaction, training and

157
00:16:57,400 --> 00:17:04,400
development, and innovation. Might even measure time to market to measure how

158
00:17:04,400 --> 00:17:09,860
agile that company might be. And it answers the question is how can we

159
00:17:09,860 --> 00:17:18,080
continue to improve and create value with the future. Go ahead Jeff, I'm smart.

160
00:17:18,080 --> 00:17:23,400
Yeah so I really like the the framework that it that it sets out because it

161
00:17:23,400 --> 00:17:29,840
ensures that people like me who are financially focused don't become

162
00:17:29,840 --> 00:17:39,160
unbalanced in our approach. And that we make sure that our organizations have a

163
00:17:39,160 --> 00:17:44,200
balanced set of metrics. So there really should be like depending on the size of

164
00:17:44,200 --> 00:17:53,400
the organization but four to six KPIs in each each of those four quadrants would

165
00:17:53,400 --> 00:18:00,200
be would give you a good picture of how balanced your organization is. Okay so do

166
00:18:00,200 --> 00:18:04,000
you mind if I go back to these four and just delve into it a little bit deeper?

167
00:18:04,000 --> 00:18:09,640
Certainly go ahead. The financial perspective I mean that that makes sense

168
00:18:09,640 --> 00:18:13,320
you know you're taking a look at your trailing indicators and how well

169
00:18:13,320 --> 00:18:17,400
you've done financially right? Yeah. So that makes sense. The customer

170
00:18:17,400 --> 00:18:23,160
perspective when you're wanting to get the customer perspective can you give us

171
00:18:23,160 --> 00:18:29,240
some ideas on the best way to do that or some examples of where you've seen that

172
00:18:29,240 --> 00:18:35,000
done before? Yeah if you if you take a step back and think about your business

173
00:18:35,000 --> 00:18:44,240
as far as how how does my customer perceive the organization? And I used to

174
00:18:44,240 --> 00:18:50,880
work for a company where every month we did a financial review with the CEO and

175
00:18:50,880 --> 00:18:56,920
his final question to all of us was are your customers thrilled to do business

176
00:18:56,920 --> 00:19:04,440
with you? And so that's a step back and say okay well what are my processes and

177
00:19:04,440 --> 00:19:14,880
policies and procedures that impact how the customer experiences our business?

178
00:19:14,880 --> 00:19:25,360
And for example if you have a business that's really client-focused really

179
00:19:25,360 --> 00:19:32,040
wanting to make the customer thrilled to do business with you but you have all

180
00:19:32,040 --> 00:19:38,040
kinds of upfront policies and procedures that prevent a smooth conversation with

181
00:19:38,040 --> 00:19:47,320
the customer then you're you've got a broken process. So measuring things like

182
00:19:47,320 --> 00:19:56,320
customer satisfaction or customer retention is is really important. A lot

183
00:19:56,320 --> 00:20:01,080
of people use what's called a net promoter score where they contact the

184
00:20:01,080 --> 00:20:07,040
customer after the transaction to find out about their experience and rate the

185
00:20:07,040 --> 00:20:13,680
the experience of the customer. Okay so you see that a lot even in health care

186
00:20:13,680 --> 00:20:18,560
right? I mean you get something from the dentist if you've been to the dentist or

187
00:20:18,560 --> 00:20:23,400
a doctor's office or whatever and it's basically asking you to give them a

188
00:20:23,400 --> 00:20:30,680
review. Yes yes absolutely. Can I can I tell you a little story? Sure. Several

189
00:20:30,680 --> 00:20:37,540
years ago when we lived in Canada we had to bring my daughter into the emergency

190
00:20:37,540 --> 00:20:47,840
room and in Canada being socialized medicine there's some inefficiencies in

191
00:20:47,840 --> 00:20:54,960
the process. Quality of health care is fantastic. The the process needs work and

192
00:20:54,960 --> 00:21:00,640
so we went into the the emergency room and we stood in line we told the the

193
00:21:00,640 --> 00:21:06,200
intake nurse what what the issue was. She took down some basic information and

194
00:21:06,200 --> 00:21:13,760
then sent us to the next line to wait in line to finish the the intake process.

195
00:21:13,760 --> 00:21:19,680
After which we sat in the the waiting room for several hours and finally

196
00:21:19,680 --> 00:21:26,040
seeing a doctor right? Okay right. So if you look at that from the customer's

197
00:21:26,040 --> 00:21:34,760
perspective we've got a sick child who needs to see somebody in the process is

198
00:21:34,760 --> 00:21:41,920
to wait in line only to wait in line again and then to wait in the waiting

199
00:21:41,920 --> 00:21:49,160
room. You can see how that might be frustrating and so measuring what it's

200
00:21:49,160 --> 00:21:56,000
like to be a customer is just so important to the process. Yeah yeah it

201
00:21:56,000 --> 00:22:07,880
sounds as though they were measuring your persistence. So Jeff I have another

202
00:22:07,880 --> 00:22:14,800
question for you. When you when you speak of internal process perspective can you

203
00:22:14,800 --> 00:22:22,280
give us an example of how you've approached that in other organizations

204
00:22:22,280 --> 00:22:28,040
and maybe some of the tools that you use to get a better perspective on your

205
00:22:28,040 --> 00:22:32,120
internal process effectiveness and efficiency. I have a thought but I wanted

206
00:22:32,120 --> 00:22:39,400
to hear yours first. So internal process is really what are the the processes

207
00:22:39,400 --> 00:22:46,720
that support both the customer experience and the shareholder experience.

208
00:22:46,720 --> 00:22:55,400
And so so measures like production efficiency might be an internal

209
00:22:55,400 --> 00:23:06,280
process. Things like if you're an insurance company using the the time to

210
00:23:06,280 --> 00:23:15,640
claim settlement is a key indicator as far as how profitable the insurance

211
00:23:15,640 --> 00:23:22,080
company will be because the longer a claim stays outstanding the more

212
00:23:22,080 --> 00:23:29,000
expensive it's going to be. So got it okay yeah I understand yeah I was

213
00:23:29,000 --> 00:23:35,120
thinking in terms of you know process improvement tools like lane or value

214
00:23:35,120 --> 00:23:39,600
stream mapping or something like that help you understand where your bottle

215
00:23:39,600 --> 00:23:45,960
legs and processes are. That is a very good point Jeff yeah both both lean and value

216
00:23:45,960 --> 00:23:54,680
mapping are excellent tools to understand where the waste and inefficiency is in a

217
00:23:54,680 --> 00:24:01,800
business and they can generate some really good internal perspectives. Got it

218
00:24:01,800 --> 00:24:11,160
got it. Well Jeff I think I'm out of questions. I really appreciate you

219
00:24:11,160 --> 00:24:17,760
joining us today. Can you let the listeners know how to contact you should

220
00:24:17,760 --> 00:24:21,640
they have any further questions or would like to discuss this topic in more detail

221
00:24:21,640 --> 00:24:27,000
with you. Of course my email address is is a little bit complicated and I trust

222
00:24:27,000 --> 00:24:37,120
you'll put it in the notes but it is Jeff with a G G E O F F dot Smith S M I T H

223
00:24:37,120 --> 00:24:48,960
at dynamic strategy LLC dot com. Perfect perfect well Jeff thank you again I hope

224
00:24:48,960 --> 00:24:54,040
you have wonderful holidays give your wife Brenda Lee a hug for me and thanks

225
00:24:54,040 --> 00:24:59,440
so much and you're always welcome. Will do and I appreciate it Jeff. Okay before

226
00:24:59,440 --> 00:25:04,080
we wrap it up here's a little commercial about flagship talent solutions and then

227
00:25:04,080 --> 00:25:09,680
a joke for today. At flagship talent we work with our clients to find and place

228
00:25:09,680 --> 00:25:14,400
the right talent. What do we mean by the right talent? We mean we find talent who

229
00:25:14,400 --> 00:25:18,880
will commit to your organizational goals and align with your values and behavior

230
00:25:18,880 --> 00:25:23,680
expectations. Talent who will perform to your expectations. Talent who will stay

231
00:25:23,680 --> 00:25:28,600
and grow with your organization. How are we different from our competitors? We

232
00:25:28,600 --> 00:25:32,400
offer the lowest fee structure in the industry. We offer the best talent

233
00:25:32,400 --> 00:25:36,600
guarantee in the industry. We provide selection and interviewing support to our

234
00:25:36,600 --> 00:25:40,960
clients at no additional fee. We want to save you money, deliver high quality

235
00:25:40,960 --> 00:25:45,240
talent, become an extension of your organization and be your preferred

236
00:25:45,240 --> 00:25:49,920
provider of talent acquisition solutions. To learn more contact Jeff Parsons by

237
00:25:49,920 --> 00:25:56,600
email at Jeff at flagship talent com or by phone at 1-800-530-4189

238
00:25:56,600 --> 00:26:08,520
extension 101. Okay let's wrap it up with a laugh. So why are elves such great

239
00:26:08,520 --> 00:26:15,760
motivational speakers? Thought I'd use a Christmas joke today. Why are elves such

240
00:26:15,760 --> 00:26:22,000
great motivational speakers? Because they're so full of elf confidence.

241
00:26:22,000 --> 00:26:50,000
Until next week, goodbye.