📍EEA: Journeying Beyond Customer Satisfaction with JoAnna Brandi

JoAnna Brandi:
Streaming live where?

RJ Redden:
We are streaming live right now on LinkedIn and YouTube. Everybody, Everybody listen. Try to put that cape and goggles on because we have in my opposite chair, Joanna Brandi. She is going to light up our lives with I mean, listen. I've been talking to this lady for a long time, and we have developed a great relationship. She is a chief happiness officer. Listen. If if what do we need in our lives right now? We need some little bit more happiness.

RJ Redden:
We do. And we wanna go beyond just customer satisfaction. We wanna go beyond those types of things. So I could think of no one more perfect to invite. Hello, Joanna. How are you doing today?

JoAnna Brandi:
I am amazing today because it's still happy New Year.

RJ Redden:
Yes. I I'm in love with that tiara. That is fabulous, darling.

JoAnna Brandi:
I have to until February 12th or 13th only be only because when you think about it, it's still a new year for a long time. And did you notice how many times you said the word happy in the first few hours of the new year? How many people did you see? How many people did you talk to? What'd you say?

RJ Redden:
Me? Okay. You might be disappointed, but my wifey was a little sick, so we stayed home. We were in bed.

JoAnna Brandi:
Oh, dear. Oh, dear. You're the only person I spoke to that was sick over the holiday. I'm sorry to hear that.

RJ Redden:
Yeah. She's fine now, but it was not a night to go out. It

JoAnna Brandi:
was No. I wasn't out myself. But the next day, I mean, you know, stop at the gas station and stop here and see people here. I've just been I've actually been really enjoying say happy new year because it's a it's a wish of happiness.

RJ Redden:
Isn't that the best?

JoAnna Brandi:
Yeah. Yeah.

RJ Redden:
What do you think what do you think happens to people when they're both giving and receiving that happy new year. Like, what what takes place inside of us?

JoAnna Brandi:
Oh, chemicals. Really good ones. So you get more dopamine, you get a little bit of serotonin, you get you get more t cells which build build your immune system so you don't get sick as often. That's the thing that fascinates me when I started studying happiness was I have always been sort of a secret scientist. I've always loved science But never pursued it like in in school. And I loved it but never went down that path. Went down, you know, psychology and that kind of stuff. But, when I found out how much science is involved in the science of happiness, I was joyful Because we're changing body chemistry.

JoAnna Brandi:
Whenever we as human beings interact with another, we have the opportunity to give them you know a dose of dopamine or oxytocin or serotonin or endorphins depending on depending on the situation Whether there's movement involved, but but but the thing is that those they're they're just happy chemicals. And what the happy Chemicals do is they help us live longer and better. So they help us be healthier. So I think if people really understood The result of of the chemistry that they especially leaders. I I teach mostly leaders these days. If they really understood the impact or when they really understand because that's what happens when they really understand the impact they have on other people's bodies. Bodies. You know, you walk into your boss's office and the boss has a frown on her face or, you know, or she she comes out and she's about to say something and she's using that voice.

JoAnna Brandi:
What happens? Your body immediately says, oh, fight or flight. There's a bear. You know, the the saber tooth tiger's about to jump out of the tree. We haven't gotten an upgrade, honey. 250, 300000 years. They didn't upgrade the hardware. The hardware still works the same way and when we feel under threat for any reason whatsoever, including picking up this thing And having it on the news channel when you don't want it on the news channel and and seeing something horrible happening at the other side of the world. The body

RJ Redden:
yeah. We can't separate ourselves from that. We are not separate from the things that we see, consume, feel, hour

JoAnna Brandi:
interactions with people. Not at all, which is why I think organizations especially because they have so much opportunity you know, to make someone's day to make someone's day more pleasant to make someone's day happy I've been, For some reason over the holiday season on the phone a little bit more with customer service departments I feel very sorry for those people, because by the time you actually get them you really wanna yell So I've had to sit here and say to myself, you can't do that to these poor people. They're here to take care of you. You have to be nice. But it's a it's a discipline because instinctively, when we don't get what we want, push that button and push that button and push that button. We go into frustration. Yeah. And then we're a customer service rep at the other end of the phone.

JoAnna Brandi:
So one of the things I've noticed is that when you treat them really well, they're deeply appreciative. And I've gotten in many conversations because I ended up with a a new phone somewhat unexpectedly and I wasn't psychologically prepared for the new phone I wasn't up for all the stress that goes with trying to figure out how you swipe instead of push a button So but, you know, I think I think as we really observe our own behavior and and and see the places that we get frustrated, See the things that make us angry. See the things that give us pleasure. See and experience the things that give us joy. We have the opportunity to make more of those choices during the day. Yeah. You know, in the in the world that I came from, which is customer loyalty, we talk about the the moments of truth and any time that someone has the opportunity to make a judgment about the quality of care or service that you're giving them is a moment of truth. And at that moment of truth, you have 2 well, 3 choices actually.

JoAnna Brandi:
You can deliver a moment of mediocrity and be like everybody else. You can deliver a moment of misery and and and react physiologically and instead of with your whole self. Or you can deliver a moment of magic. And I think at every interaction, We have that opportunity and when we deliver that moment of magic when we are aware of how we can Make someone's day a little brighter. Recognize them for the good work they do. When we do that What we're doing is we're building an emotional bank account. Yeah. So as we as leaders build those emotional bank accounts little by little by little, when there is a problem, when there is a crisis, when there is a need for that person to go Out of their way to go the extra mile, to do the extra thing, they're willing.

JoAnna Brandi:
Yeah. Because they have the reserve. What's happening now is that The HR numbers are scary as hell. They say 70 to 80% of people are burned out.

RJ Redden:
70 to 80, that is not good.

JoAnna Brandi:
Oh, that is not good, that is not good. So we don't have And some of it had to do with COVID. A lot of it had to do with COVID. A lot of it had to do with the distraction over, you know, do we work at home? Do we not work at home? Do we have to come back in? A lot of people don't wanna come back in. A lot of people, and I'll tell you about this project I'm working on in a moment. A a lot of people, discovered that when they worked at home, They didn't have to put up with the little indignities that they have to put up with in office. Yeah. Even though they put up with them when they were there, when they were not present any longer, people felt better.

JoAnna Brandi:
They felt healthier. They felt stronger, they felt more self assured. But when you have, let's say, a boss, you know, that belittles you even in tiny little ways, You know, if there's even just a small amount of toxicity in that culture, it it it it it takes the life out of you over time. And when people realized that by working at home, they didn't have to put up with that crap if you will They didn't wanna go back.

RJ Redden:
Why would you? Why would you want to go back, into an environment that stresses you out. I mean, I remember, back in the days when I worked in corporate. It was a long time ago. Wonderful. But, back in those days, knowing that my boss was angry with me, or even we have to talk later, RJ. Even that, I'm on pins and needles for from that moment until the moment that we actually speak. How how mentally prepared am I to have a real conversation? I'm not. I'm just I'm just waiting for the bullet at that point.

RJ Redden:
You know what I'm saying? Yeah. We can it does not surprise me. And and, you know, the other thing that you and I have talked about is, quite quitting. You know? I'm here, but I'm not here, anymore. And, and, gosh, tons of people doing that as well.

JoAnna Brandi:
Also starting to hear about people that are holding more than 1 remote job. So they sort of they quite quit everywhere. So they've got more than 1 job and they do half assed on both jobs, but they take in 2 salaries. Boy.

RJ Redden:
Is it it appears to me as such a waste of life. Yeah. You know? But I can understand why there would be people who think that that's a better deal then going in somewhere.

JoAnna Brandi:
Well, especially if they had been in the toxic environment. I don't think we realize how deeply that kind of toxicity impacts someone's well-being. I'm, I'm studying now to be a I'm a certified happiness coach happiness officer but I'm studying now to be a certified chief well-being officer. So I'm going broader in understanding of what well-being at work looks like Based on the new Surgeon General's report which is scary as hell that about 84% of people say that the mental illness they're dealing with was caused by their job. Yeah. Yeah.

RJ Redden:
What kind of management culture do we have to produce those numbers, Joanna?

JoAnna Brandi:
You know, we have 5 generations in the marketplace 5 Not 4, 5 5 I'm I'm in order to get my certification I have to work on a project and I'm working on a project with a young lady from Rutland, Vermont Who already has an organization that is is all about belongingness and Combatting loneliness. Although I don't, I don't know whether I'm at liberty or not to give you the name of the organization so I won't. But, I'm helping her expand that pro that that project that she's doing, she's a nonprofit, to include businesses And to include more non profits and to include state agencies and things like that so that people feel better at work but when she told me about the entrenched culture I'm like you know because there are a lot of oh, I hope I don't offend anybody here. There are a lot of 72 year old white men Who haven't yet adjusted to the fact that the workplace is very different. It's never going back. Ever and I think one of the things that I built into some of my programs is this discussion about the generations and how they feel about business and how they feel about culture and the younger the people The more they want to be involved in the decision making because the decision impacts them. Yeah. Older people are looking at it from the old top down military model that was developed to get people out on the battlefield, field which is the model we've been using in business forever.

JoAnna Brandi:
So it's hard to look at all those boxes. I did a job for, for a government agency recently And when I looked at the organizational chart, I was like, Oh my god Oh my god No wonder, you know, there's so many you look at the boxes and you go, Yeah. It's not hard to see why there's a communication problem.

RJ Redden:
Yeah.

JoAnna Brandi:
You know, sometimes it really does take someone from the outside To come in and put some perspective. I spent so many years as a consultant. You know, in addition to speaking, I would speak but then people would invite me in to fix things that were going on in their organization. And I worked a lot in the catalog space. Companies like that with big call centers. And I would I would literally just walk around with a yellow pad and have conversations with people. And there's 1 phrase that I heard over and over again year after year with the exact same words. And that phrase was how come they never notice when I'm doing something right But when I'm doing something wrong they're all over me.

JoAnna Brandi:
And then often someone would say in public. So not only were they all over them about doing something wrong but they said it out loud They did it in front of everybody and I found and I think this is how I got into leadership training that the customer service problem really had to to I ended up walking into the corner office day to say the problem's not there. Either they didn't have the tools they needed. They didn't have the encouragement they needed. They didn't have the training they needed. They didn't have the structure they needed. There were things that were not needed because of that were not supplied because nobody paid that much attention to the customer service department. Yeah.

JoAnna Brandi:
Yeah. One of the CEOs that I was working with It was a half a $1,000,000,000 catalog company. Half a $1,000,000,000. And when I was sitting in his office giving my report I turned around and said to him, When is the last time you sat in the customer service department for a few hours? And he looked at me as if I were crazy. Exactly. These are your customers. Don't you want to hear what's going on? So, you know, I've just seen so much. So I started developing programs for leaders.

JoAnna Brandi:
I started working more with leaders and less with the people that are on the phones.

RJ Redden:
Yeah.

JoAnna Brandi:
I still work with leadership in customer service organizations, But it's been it's been a crazy journey.

RJ Redden:
I'll I'll bet it has. You know, and it has changed so much in the past few years with all the different channels that everybody's on and all the different no. Gosh. That's just that's just it's magnificent to me that you you you you know where the problem the problem is. It's you know, people just view it as it's a cost center. I actually, I actually worked with a team. This was years years ago, but I worked with a team. And, the, the manager came in and said to the customer service department, you are all now salespeople, and you have quotas.

RJ Redden:
And unless you make the cost of yourself back, you're gonna lose your job.

JoAnna Brandi:
Woah. How many?

RJ Redden:
They're not they're not the salespeople. You know? Not they don't. They shouldn't have to to worry about quotas. That's the furthest thing. The furthest thing from what they should be doing. But, yeah, this person was all about the bottom line and, you know, it's the that that initiative failed. You know?

JoAnna Brandi:
Of course. Of course it did. Yeah. I loved when, When Tony Hsieh was alive or when Tony Hsieh ran Zappos, I I love the stories that came out of there because if there's Anybody that defines happiness in business, it's Zappos. And no matter what position you came into in the company, You had to sit in the customer service department for weeks. That's how you started. If you were a senior vice president, you started in customer service And you sat there and you listened to calls and you took calls. It was amazing.

JoAnna Brandi:
And then after I forget the time but it was like 4 or 5 weeks of that training, they would offer you $5,000 not to take the job.

RJ Redden:
Wow.

JoAnna Brandi:
So they weeded out the people that weren't really serious because that $5,000 is a sincerely nice chunk of money, they waited out the people that didn't really wanna be there. And when you look at the companies that really do have now, unfortunately, some of the companies like Southwest Airlines, I studied their culture quite extensively, It's it's it's changed too much. You know, they it it they've they've varied too much from the owners original the owner and and the people Came right after him. Original vision. And so they're having trouble. Culture really needs to be reinforced Over and over again. It it stems from the values. You and I have had that conversation.

JoAnna Brandi:
It stems from the values. And a lot of people, once they hang those values on the wall, they I think everybody gets it. Instead of making it a living a living document, a living set of principles. I was coaching there's a young CEO that I coached that I just adore because he just gets it he just really gets it And we have these deep conversations about how the values are being lived and where the values show up and and how to how to, Recognize the people that are doing a great job of living those values because that's I think moving forward where it's at least how I teach. It's really about your values and how you're living them and then how the customer experiences them through your products, your service, your advertising, marketing. All of it.

RJ Redden:
I mean, even even for me, as you know, I'm I'm not a big organization. I have some team members. But even even for me, I know that if I communicate my values correctly, everything else has the chance to fall into line. Like, you know, when when getting clients, when dealing with my team members, when, you know, confronting a problem. If I can truly communicate those values, then it seems like everything else kind of kind of snaps too. You know, it falls into place. Okay. Here's how we're gonna work together because we value this.

RJ Redden:
You know? Here's how we're gonna go forward with this new product because this is what you know? But if you don't communicate those, everybody's confused. Do you mind that too?

JoAnna Brandi:
Oh, absolutely. And the and the communication patient is not is not always done with words. The communication is mostly done with actions. Mhmm. It's one of day since I left, I was very successful in the corporate world. I ran a division of a large publishing company in New York And I was very successful but as the values of the as as the generations, you know, the parents Gave the business to the kids. You know how that goes. As the values changed literally.

JoAnna Brandi:
We could feel it in my body. I couldn't stand it anymore. It was like, I don't belong to this place anymore. And And that was the hardest because I belonged there I felt that they created a family environment and it was wonderful But then when I called them, when the young bucks took over and, here I am sitting at a sales meeting I guess it was August of the year I left. I'm sitting at a sales meeting and one of the rising stars gets up there Ed identifies us all as street fighters You know what we are? We're street fighters I've noticed the customer care lady and here's mister street fighter telling me I gotta go punch someone in the nose. It was such a shock to my body that when I came back into, you know, to the office, my assistant looked to me. She said, what happened to you? I said about 6 months I'm gonna be out of here because it couldn't I I had identified with something entirely different month and I could feel it changing and see it changing but to have it come from the podium that we we aren't something different than I think we are You know, you can sort of tell I'm a bit more about the love thing, not the strength, not the fighter thing. So it was hard.

JoAnna Brandi:
It was hard to take. It's interesting. But a lot of the models that we first studied when I got there, we were all required to know Clausewitz on war. Really? Yeah. Because of the marketing. Because of the Stripe. It was a competitive industry. And we had to understand what Klaus was.

JoAnna Brandi:
We had to understand it. Now not to the extent where we got grade it or anything like that but we needed to understand the marketing strategies behind Clausewitz on war, day. Sun Tzu all of it because it was always a battle Wow. But that's the way people always thought about business

RJ Redden:
you know? That that's really that's really helping me see some stuff that I hadn't seen before, but, I rail a lot against traditional marketing. You know I do. And, that's that is all staged like a battle as well.

JoAnna Brandi:
Yes. And and one of the Very large banks that I worked with. Even the language when they discussed talking to a customer they called it up against a customer I was up against the customer yesterday and the language was like that and they had marketing blitzes All of their language was full of this kind of stuff. I was on a 2 year project and part of what we were doing there was to find out The customers were angry. We knew they were angry because they closed many, many branches. So it was an opportunity to learn more about what the customers were really looking for. So I was there with a partner and we would do these evenings. It was quite amazing.

JoAnna Brandi:
We would do these evening cocktail parties and invite the customers in. So we would do a little bit of the training with the customers. And that we fed them. And then we would put them in a circle in the middle of the room With my facilitator. And then we would allow 1 banker to come and come into the circle and ask 1 question. So they we and and they were well I mean, they were not allowed to get defensive or anything like that. But it was quite amazing because I kept notes. And then I called a management meeting while I was there.

JoAnna Brandi:
I took all these notes about what the customers had said. And then I took the language I had been hearing and I put them up on 2 slides Clearly they were using more language and the customers wanted them to make love not war

RJ Redden:
Yeah. Do you mind if I steal that for the title of an email your customers want you to make love, not war?

JoAnna Brandi:
Kill it, please. I I don't know that I've ever used it, but they do want you to make love not war. They do.

RJ Redden:
They want to feel cared about.

JoAnna Brandi:
And I think in the world we're living at today where people are burned out, their nervous systems are burned out, The technology is doing us in with all you know because we're constantly responding unless you have a digital detox at night month. Unless you, you know, have a digital sunset and turn off all these things. All of this is impacting us all the time. So people's nervous systems are really short and shorted out. So customers need more from us in the way of positive emotion. And employees need more. That's why I teach positive leadership. Employees need more from us in the way of Positive affirmation.

JoAnna Brandi:
It's been determined if you want to run a high performance company you need 5 times more positive than negative. 5 times more affirmation, 5 times more focus on questions that really matter rather than what went wrong here. You know, Five times more of the recognition that we don't give people. And it's actually very easy to do. I've I've structured this last several years of my life has been structured in teaching this because it's actually very easy to do but it requires a different consciousness.

RJ Redden:
It does.

JoAnna Brandi:
Yeah. Because if you if you listen to your own self talk, especially leaders, We're very tough on ourselves. So we're using negative self talk with ourselves and then have that expectation that by prodding someone with something negative they're gonna move in the direction we want them to go to. And we know that doesn't work, but yet we do it because we're we do it to ourselves first.

RJ Redden:
Oh, it's the truth. How many of us are at war with ourselves?

JoAnna Brandi:
Yeah. Yeah. So the first step to positive leadership is self leadership. Is how is it how is it that we have that everything we need? And I just I just wrote something on that very frequent very recently. And it's in my blog at returnonhappiness.com. It's a drop down that says blog. And I wrote it and then 2 weeks later I had 2 weeks to think of it. I posted it and then 2 weeks later later I realized I left something out.

JoAnna Brandi:
And, what I left out was that, you know, it was all about self awareness and self communication and all that. What I left out was self love. And I was a little nervous to type that. I was a little nervous to go to my audience and say, I gave you this gorgeous piece of work and look what I left out but one of the One of the most important pieces of resilience because I'm teaching resilience now as well is self compassion. If we don't have self compassion and we don't have self love how do we give that to and how do we lead?

RJ Redden:
That's just so far away from how we were brought up. No kidding. Force yourself to get better. You have to be good at everything. Well,

JoAnna Brandi:
I'm still doing a little bit of I mean, I'm wired that way. I grew up with with Parents that were 1st generation Americans and they were both lawyers and they had a small business and you did what needed to be done and you just bite the bullet and you just do it and you must be successful at that plus Catholic school doesn't number. Oh,

RJ Redden:
woo. Yeah. I went through Catalyst School. Wow. Neither they nor I were ever the same. I'll tell you that. But, but, yeah, that's Yeah.

JoAnna Brandi:
I'm sure they were not the same if you were there. I know that.

RJ Redden:
Well, 1 last question for you. And, is the is the ecourse that we were talking about at turn on happiness.com.

JoAnna Brandi:
No. It's got its own URL but if you go to return on happiness.com, there's a button on the front page, I hope. There's a button on the front page that says get the course or you have to click over to the 2nd page to get the button for that but it is at positive energizer.com because that's the goal we wanna create leaders who are positive energizers. Yes. Yeah. Yeah. And I do talk about it a fair amount. The website probably needs a little update.

JoAnna Brandi:
I talk more about customers than I do about employees, but my actual work these days is more about employees than customers. I just don't have the time to, you know, you know, it's like redo the website. Oh god. So, yeah. Yeah. But, the we got lots of free stuff. We can go if you go to joannabrandy.tv, I have a YouTube channel, And I'm working on making that a little bit more robust. You know, I think I'm going to make a broad sweeping statement here.

JoAnna Brandi:
I don't know if it's True or not but I think people in my generation are a little less apt to just sit down and have a conversation in front of the camera so I tend to do it in spurts Yeah. And then I get a little burnt down on that. So I'm about to go into another spurt and start recording again because it's really kind of fun.

RJ Redden:
I love recording.

JoAnna Brandi:
I do. It's ridiculous. Yeah. I know you do. I know you do. I think there's still a part of me that says, What are you doing? There's nobody out there or what if nobody sees it or what if you, you know, that that that that self censor thing That we're not supposed to pay attention to, but those of us, again, a different generation than you, that self censor is wrong.

RJ Redden:
Well, it is. And, and, honestly, we could probably spend an hour just on that. Oh, yeah. Because, I mean, the role that these things play in our lives, we forget to count the cost of us being at war with ourselves and and a lot of times us being at war with each other.

JoAnna Brandi:
No kid. Well yeah.

RJ Redden:
And in business, the cost is in the billions.

JoAnna Brandi:
Oh, yeah. Absolutely. We lose employees. We lose customers. We lose productivity. I use some stats in my presentations. I do a lot of work with Vistage, which is the world's largest CEO organisation. So I have a lot of statistics.

JoAnna Brandi:
The cost of toxicity is amazing because people, when when you're in a toxic environment, you don't wanna give anything. You don't wanna give and you feel intimidated and your productivity goes way down. It's really awful. So those are hidden costs. Yeah. Those are hidden costs. And and it's a little hard to measure. I've yet to have a client that says, let's measure my employees' happiness before we start.

JoAnna Brandi:
And then let's ah, Yeah. They wanna be able to be happier, but they actually don't necessarily wanna pay for the cost measuring it.

RJ Redden:
Oh, interesting.

JoAnna Brandi:
Engagement. They're not the same, they're 2 different things and now the introduction of this new language around well-being We're starting, at least I'm starting to look at research a little bit differently. What can we find out from these people to understand what would make Their experience is better because when they feel good and show up in all of themselves, I love being at work. I feel so good when I'm here. I've got so much energy when I go home. Most organizations are draining. There's an energy drain instead of an energy gain. But positive organizations, positive cultures, There's an energy gained, not drain.

JoAnna Brandi:
Because when people are working in their strengths and when they're recognized by their colleagues For working in their strengths and in their creativity, it feels really good when they go home. Yeah.

RJ Redden:
I know it makes a big difference to me even though I don't you know? I mean, I I am where I work, but it it makes a huge difference to me at the end of the day, as to what I do at night as, you know, depending on how my day was. Was it energizing or was it draining? And if it was draining, what happened?

JoAnna Brandi:
My energy gains or energy drains exercise. Anybody that wants it can use just joanna@returnonhappiness.com week. I just put energy gains and drains. I've got a simple little exercise that when I first did it, wow. I realized that a lot of my energy drains came out of my own head.

RJ Redden:
Oh, no.

JoAnna Brandi:
And how I thought about it The culprit. How you think about things. Right? My boss looked at me cross eyed.

RJ Redden:
Oh my god. That's almost the the tough that's this you know, the toughest stuff is the what's the stuff that's with you all the time. But, so well, we we do have to wrap up because we've actually gone over, but I've been so fascinated by talking to you, which always happens in every one of our conversations. But, gosh. If you're a leader out there, and you've got some disconnects in what you want and what you're getting. It may well be time to take a look at what Joanna's got. That's joanna@returnonhappiness.com, or just pop over to the website, explore. But it it may well be time to do something about it because in the companies of the the future, They don't look much like the companies of the past.

RJ Redden:
And you can either deal with it or you can stick your head in the sand, but call Joanna instead. See what can be happening.

JoAnna Brandi:
Well, as I gotta say one last thing that if you don't stick your head in the sand, if you make the choice to deal with it, the payoff is beautiful. When they do the stats on the great places to work, the places where this kind of stuff is already put in, Their market value is way higher than anybody else's. So there's a payoff.

RJ Redden:
Yeah,

JoAnna Brandi:
there's a payoff. Beautiful.

RJ Redden:
Alright, my friend. I can't thank you enough for coming on and and sharing with my audience today.

JoAnna Brandi:
I thank you for inviting me. We have we have so much fun when we talk. I think it's so cool that we're sharing that energy with other people. We have find a way to do this on a more regular basis.

RJ Redden:
We just do. And, between you and me, we could probably launch a rocket ship with the amount of knowledge we have. So.

JoAnna Brandi:
There we go. Let's launch our off the tip. There we go. I love that idea.

RJ Redden:
Beautiful. Well, thanks everybody for coming in and giving this a listen. It's a great week. It's a great week for new beginnings. It's a great week for new ideas. It's a great week to figure out a new way to do something. Month, and, you know, until I see you again next week, take care of yourself, take care of each other, and I'll see you in a bot

JoAnna Brandi:
Thank you all bye bye and happy new year