Adam Outland

And so we had to look at that and say, can you interpret that a little bit differently?

Can you say, okay, someone on the coaching delivery side can still be a practitioner in a variety of ways.

They will still have a KPI.

associated with production.

They will be farmers, much like David smiled and laughed.

He was just like, that's exactly what we do.

We have our delivery team are farmers for the business.

So we train them to look for new opportunities inside our existing accounts.

We train them to look for another coaching clients, a training opportunity, a consulting opportunity, and we set a KPI around that.

So they still get to be practitioners.

And in some ways, we actually get to hire even better practitioners because there's a lot of extraordinarily successful people out there who would love to parlay that experience into being an extraordinary coach.

They just may not want to be a salesperson at the same time because they've done that for 20 years already.

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.