Adam Outland

So it opens up our inventory of who we can actually hire with a level of experience on the coaching side.

So to answer your question, one of the biggest challenges was how do we parlay something like this practitioner, your preach model and a new model where we're actually splitting coaching and delivery?

And can we maintain our identity and our DNA and do it at the same time?

And we brought that concept to our partners, our team leaders to bring them into the conversation to make sure they felt the same way.

And philosophically, where we are right now is there's a general agreement among our leaders and our partners that we can keep that DNA and do business a little bit differently in order to grow.

And just one thing, I think what we've been learning over the last probably collectively, not just our company, is that there's parts of tradition that empower you and there's parts of tradition that can really hold you back.

And it's being able to distinguish between the two so you can keep your identity as a culture, but not let like the chains of doing things a certain way hold you from a new revolution, how you do things going forward.

And there's something to that, but we also get to look at the rest of the workforce outside of our company and say, well, maybe if we're the only one doing something a certain way, it's not always a good thing that some of these other brilliant minds out there, the big companies have figured something out that we can duplicate.

It's something that I've thought a lot about is relating to the word risk.

You know, so many of us in this room have heralded ourselves as being like the most risk tolerant group of people in the whole galaxy, which, you know, but something happens where we get comfortable with a certain way of doing things.

And then you realize there's no longer any risk because you understand that model.

And then we get what the new risk is doing something different.

And there's some of us here that sometimes struggle with risk, even though we think we're risk tolerant.

We actually struggle taking new risks because we've gotten comfortable by doing things a certain way.

And risk has a lot to do with how you perceive it.

You know, one person's perception of risky is another person's perception of certainty.

And so I think a lot of what I've been personally going through is understanding what truly is risky here.

Is it risky to keep doing business the same way?

It's comfortable.

We know what we're doing.