| 00:00:00 - 00:03:00 |
In conversations with my team, I constantly say to them like let's get to the problem, statement. The problem statement needs to be like one sentence, because if you can't describe anyone sentence, you don't understand it. And then from there give me options right in there. Always one choice is like do nothing. That's always an option, because you could do nothing. But like the sooner you can get down to like what's the problem? What are my options? To me? That's where, like, everything gets unlocked. You're listening to see sweet blueprint, the show for sea sweet leaders. Here we discussed no bys approaches to organizational readiness and digital transformation. Let's start the show. Today's guest knows robots and toys better than anyone and she now finds herself in the middle of a very large digital transformation. Previously she was at Hasbro, leading global brand strategy and digital marketing. Now she's ad I robot leading global consumer engagement. She has a wealth of knowledge and expertise and stories from the trenches. Please welcome Aaron bond saying Hey Aaron, thanks so much for being here. Hi, George, thanks so much for having me. Before we get into it, I figured just in case people make assumptions. You are not indeed a robot. Correct, I am not a robot, even though I work for about company. It sounds like something a robot would say, but I'll believe you for now. So, Aaron, we caught up recently and you are really deep in the middle of a digital transformation and and I'd love to hear a little bit about how did that happen and how's it going? How's a feeling? Well, first off, thanks for having me. This is my first aim on a podcast and this really interesting stuff to talk about. So I've been with a company Gosh, almost three years, and around the end of two thousand and nineteen, which at this point feels like seventy five years ago, we started recognizing that we felt like there was an opportunity for us to grow relationships with our existing customers, which historically hadn't really been a focus for for the brand, and so we actually brought in a third party to help assess, or overall assessment. Not Surprising. We were pretty immature and not a lot of work to do. So as we came into like q two thousand and twenty before covid hit, we all said, you know what there's a there there. We need to figure out what that they're there looks like. And then I think there were some other factors really that started to come into play, which is that really morphed into him. I wonder if we are potentially ready for something larger, and this is bigger than just crm, which is how we've been talking about it historically, and this is really more of a digital transformation. And candidly, like there are different opinions in the orgle of like are we are not? Aren't we already doing that? Like you know, it was interesting coming into today's meeting. I happen to be on Reddit and I was on this like one thread that I love. It's all about like good charts, and it was talking about the fact that we're in the fourth industrial revolution and that the fourth industrial revolution is really all about digitizing business, whereas the third industrial revolution was really... |
| 00:03:00 - 00:06:01 |
...more about digitizing that experience, and so I just thought that was notable coming in, but Um, nonetheless. So we said, you know what we think we are, how do we want to go about this? And I think we had the humility to say, like we can work or way through it, or we know that a lot of this is a solved problem. Let us think about how do we go about it and how do we do it efficiently, and so that kind of kicked off the journey. We brought Mackenzie did an engagement with them that lasted about eighteen months and kind of, as they say, like the rest is history. I think the unique thing that no one would have known coming into this is that we were a beneficiary of covid in terms of like a stay at home stock, like a Netflix, like a Peloton, where we saw incredible demand for our products as consumers were locked down, more members of their house household be be all together, homes getting dirty or faster clubing than us being top of mind. That we saw explosive growth in two thousand and twenty. So like those two factors sort of happened all at the same time. And it's Britain nice pretty intense since then, without a doubt. Yeah, along with all the home improvement trends. And Yeah, those numbers. Yeah. So so how's it going? How's it feel it? I would say overall it's really good. Like what I continually need to do is I met like the five foot level and then the five hundred thousand foot level, right, and so I zoom back out in the five hundred thousand foot level. I was actually working on a presentation today just recapping sort of how did our black Friday cyber Monday performance go, and we had a really good holiday. But we were talking about the fact, just like operationally, how much progress that we had made in the year and I continue after remind myself of those things because when you zoom back out, it's really amazing in terms of provens that we've made. Our teams have grown drastically, our processes have improved. We now have to really, really great tools to enable the experiences that we want. So that's really, really exciting. I think. When you then zoom down to the the five foot level, some days are better than others. It's just it just not all smooth sailing. No, it's not all smooth sailing, it's not awesome sailing, because I think we're doing a lot of digital construction and the simplest way that I like to talk to you about it with people is the fact that we're building a new we're building a house, and I think you know, you always hear sort of tropes about the fact that like building a house can make or break up marriage. Right, like you go in with a really good plan and then you know, the plumber comes in late or comes in with a higher ustiment and then you need to and then that has a knock gotten effects on getting the foundation, port or whatever it may be, and it's like the House itself Awesome Foundation. You still want the house, but the path of getting in there it's hard. It's really, really hard. It's hard and there are some days and you're like is this house ever going to be done? I know. Well, thing is, it's not. As long as long as you're living in it, you're always going to improve it, though, right, yeah, I know it's it's never really done. You're right. Like I was on ahead of meeting this morning some folks... |
| 00:06:01 - 00:09:01 |
...and I said like, the day we've launched this, it's not as if we're going to pick up a lock away, we're not going to go into our backlog and pulling all kinds of other work and it's never going to be done. Even when we do that backlog the world will changed again. So you're right, it's never done. I guess that's a good job security, but it requires just like a reconmitment rate of like why am I doing this? What's this working in service of? And you have to like zoom in and say, okay, that that didn't work the way that I thought. Okay, what can I learn from it, and then zoom back out and say, but overall we're making good traction and I think like playing in those two worlds can be hard. Can Be hard. Yeah, you and I were talking, we were calling that the messy middle, which I think is appropriate that you're zooming in and out of. Yeah, and it's funny that you equated to building a home, because I'm always asking why are peoplehy are you in these initiatives? Why are people always, you know, underestimating and kind of, you know, have the wrong expectations? But then I look at my home. Anytime I do a do it yourself project, I tell my wife, Hey, I'm going to go do this thing, it's going to take two hours, and she's gotten to the point that she's like, it's not going to take two hours, is going to take two days. And I know this, but yet I still every single time in my head I'm like, Oh, this is going to take one rundown home depot and a couple hours and I'm done, and it never happens. I'm curious, you know, how are you experiencing those types of challenges and how are you trying to kind of adjust them and push through them? Yeah, I think, I mean, that's absolutely the case, by the way, and in terms of I think we're all impatient, right, we want we know that customer experience matters and we know that there are a lot of work we all have to do in terms of getting the experiences that we want. For me, a lot of it comes down to expectations, management and having the courage to have difficult conversations, which is to say, I understand why you want this, I want the same thing too, but it just may not happen on the timetable that you want right like it. It goes back a thing like do you want to fast, you want to cheap, do you want to done well? You cannot all three, and I think that, you know, we all fundamentally want everything at the same time, and it's just having the courage to have those conversations and say, like, I got it, I want the same thing too, but based on the resources that we have, based on the prioritization, this is what we can do. Here is my opinion, here is my perspective. Like in conversations with my team, I constantly say that I'm like, let's get to the problem, statement. The problem statement needs to be like one sentence, because if you can't describe anyone sentence, you don't understand it. And then from there, give me options, right, and there's always one choice is like do nothing. It's always an option because you could do nothing. But the the sooner you can get down to like what's the problem? What are my options? To me, that's where like everything gets unlocked because in a culture of like everybody, UN zoo, everybody, myself included, we all opinions, right, we all have really good experience and we're lucky it I were about, we have people just like amazing brand experience and technology experience and vertical experience and we... |
| 00:09:01 - 00:12:01 |
...all want to bring that point of view to the table. But then it's like you got caught it. At some point you gotta say like, okay, we've looked at we've looked at this problem five different ways. Here are the options, what are the pros and cons of each? And pick one and hold hands and say, all right, we're going to do it and it might not work. If it doesn't work, we're going to go into and saying what can we learn? And I think that is, to me, the the whole idea of like that learning mindset, which, by the way, is nothing revolutionary. I think we all talk about it, but it's like anything, like really living. It is hard. No one has to fail. They don't know is it's tough and you don't want to let down your team members. I know right and know I love the problem statement because you know what I find whenever I'm dealing with teams that are really getting hung up and spun around the Axel on trying to get consensus. If you really push in and you're like why do you? Why do you care about this? Why do you care about this? You sometimes uncoveraged like Oh, actually don't. I don't really care about this thing over here, I only care about this other thing over there. And and forcing them to do that problem statement really helps on cover that, not just for yourselves but for that person themselves, to realize, oh, I don't really care about this one decision. There's also this piece of I've often underestimated, where you have just sorted these built in mechanisms for how you process information. And sometimes those assumptions are just wrong, but there are so ingrating that you don't even think about it. And so sometimes it's as simple as saying, like why do you think that, like what's driving your decision to think that? And you know, I had a situation where we had a team member who really liked another member of the team and didn't want to potentially overload them with work. So they're making decisions about improvements to the experience for fear of overloading that person's capability. It's like, okay, well, why? Like, let's talk about it. That person actually doesn't feel that they're overwhelmed, and so I think a lot of my job is like sorting, right, like people will have issues and then it's like, okay, but why? And like okay, issue I should be is should be, not really, as you've not really an issue, not really in a Tue. That's an actual issue. Okay, now let's talk about this and then let's go to solutions. So it's like it's sorting, because a lot of times what we're all human, right, and like the way that we all make decisions is not usually rational. Yeah, digital transformation as a marriage counselor is what it sounds like a little bit. Yeah, I mean a lot of what it is is changes really hard and like what I've discovered is it's really important that you understand how to your team members make decisions. Like what I care more about is is, like what's the process you're going to go through and you make a decision, so that I understand your frame reverence, because I can't be in every meeting. Once I better understand how you're going to make a decision, then I... |
| 00:12:01 - 00:15:01 |
...can say like, okay, I know so and so is probably going to react this way, so then I don't I don't need to be involved because I know they're the thinking. But getting to that thinking, that takes a long time, right. It takes a lot of conversations and you need to better understand, like where is that person in their career? What is their comfort level with you? What are the dynamics with the team? What is their knowledge with the platform or whatever the project is? That's can be hard to do, you know, virtually. Yeah, you know, What an interesting trend that I've seen, especially if as as there's been more focus on culture over the last decade or so, I think early in my career what I encountered a lot was the classic analysis paralysis, right, and that's all like it was driven from not wanting to pick the wrong solution or pick the wrong technology. But now the getting hung up on consensus seems to be more around I don't want to hurt this other person, I don't want to let this other person down. So it's less about the solution and more about the other people. I don't know is that I've been your experience as well, but I've seen that here and then other places that I've worked, and so it's the thing that, and I'm guilty of it, by the way as well, you know, is to say like human. I get it. Am I going to be measured when I go into my quarterly review on I hurt your just feelings? Is that what I'm going to be measured on? Okay, if I am, which wouldn't make sense, but if I was, then I'm going to make decisions based on that. But I'm not. What I'm going to be made judged on is, did I achieve this goal? So then a lot of it comes down to it's courage, courage, it's courage to have a conversation with someone and they might not agree with you and it's the courage say, okay, that's fine, you don't have to agree with me, like doesn't mean your point is better, wrong or different than mine. It's just different. And I think what I found is some people love it, it's like second nature. Other people need a little coaching but then they figure it out, and then other people it's really, really hard. And so it is to make sure that you put puss these people in position who can have those conversations, especially when you know I have a pretty big team. You're leading a big team. And then, you know, back to the theme of the Zoom in, zoom out, then zoomy back up to like how this all started, and and also kind of like a construction project is like, Oh, I'm just going to do this one project in the you pull the thread, you pull the thread, all of a sudden you're doing like a million different things. So it's like yeah, I are going to do crm, and then what? Then we're going to do ECOMMERCE, then then what them? And then we're like, wait a minute, is this what digital transformation? Are we in digital transform transformation? Like how did that happen. I mean it happened somewhat organically in the sense that I think as you start to look under the hood, everything is in are connected. So it's kind of it's like a car, right. It's like, okay, well, you're going to put brand new wheels, but the car is still old. Like okay, you could do that, but you now need to, I don't know, upgrade the buffler. Well, that woul have to grade the muffler. Now I need to look at the... |
| 00:15:01 - 00:18:02 |
...engine. And so I think a lot of it is is like digital transformation is not a quick fix. Digital transformation is the way the world works now and I just think, I think every company will go through it at a different point because the automation that digital transformation brings and the ability to orchestrate systems, it's not unique anymore. It's what people expect thanks to Amazon, right and other players like it's just now be you. Business is usual. So I think, just think it happens to be. It's like what are you ready to go to his change and what that means for you? That makes a lot of sense and these these are not quick, they're long. I'm interested from you some maybe story from trenches or tips on. You know, once there's a vision that's set up there, but you know when you're a year, two years in, it could be easy to to, you know, get lost from there. How do you keep tying it back? I think we have very, very specific goals that we continue to look back that we that were measured on. I mean we are now at a point where we're forecasting our goals by quarter, month, week and day, sometimes probably going down by day. Is We've discovered is maybe too much. But what's really fascinating about the part of the business that I work on is that it changes every day. It really changes every day, which I love but also drives me crazy at the same time, because it's like what worked on Friday doesn't work on Monday. And I think what we've come to recognize is that every single part of the experience has to be aligned rate in order for digit transformation director consumer to work really well. Means like you're targeting in display and search, the message that you show in display, where you drop that user on on a robotcom what is the image? What is the message and what is a CTA? What is the PV people it's to? What is that cart experience, like what is the messaging in cart to setting the expectations of you getting that product, to unboxing it, to provisioning it, to setting up the APPIATAED. You can see it like you're being measured at every single one of those gates. And what we've discovered is like, and that's not surprising, but like if you get steps set one through seven, grade all awesome, you got them to the site, they didn't bounce, they are spending these amount of time on site, that that of the product to their cart. But then you fall down, let's say during your order confirmation communications, you may have lost the sale right. Consumer may pick up care and say, like you know, I don't want to, I don't want it because of these what XYZ reasons. And so it requires you now to really make sure that you're paid media partners in terms of the creative and the value proposition that you're putting out there all the way through your order management teams and care. They have to work together in ways that in many large siload organizations they haven't had to write. Because I always say to my team, like... |
| 00:18:02 - 00:21:02 |
...the consumer doesn't care that the media team is on a different team than what don't care. You don't care that APP is on a different team and they have different goals. We're just all I robot to them and we're being judged every day in terms of how we show up or not show up, and you can easily lose those sales if you don't show up the right way. Yeah, show up the right way at every single moment every single day. So how are you breaking those silent yeah, it I always explait it to like a Threestar Michel and restaurant right, is like that. You need that rigger and that discipline at every single touch point across the whole organization. Yeah, it's required a, I would say, courage to have them very difficult conversations, but we're getting to a point where, I would say like every week were looking at how to and show up across all channels on the following week, like we're looking at the policeman's we're looking at where we're driving and then every morning we do a stand up and we look at performance and we're able to drill down onto things like traffic convergent ry, aob at a page level and say like, okay, that didn't work the way that we thought what are we going to do about it? Right, and we know now pretty well like what we can change in an hour, but we can change in a day, but we can change in a week, because there are some things that we just, you know, can't impact. So that's really helped and it does become kind of fun, to be honest with you, because it becomes like this mission of like, why didn't that work the way that you thought? And that's why I like, I would say, testing is so important. Like one of the the biggest things that's come out of this is building a testing culture and a culture where you're letting the data guide you, not people's opinions, and that's a double edged sword. In terms of what I've seen. I've read something recently. I think it was someone's Linkedin Post, but they said, yeah, but regards to testing, you never use it to to settle an argument. I'm curious how you feel about you. Yeah, that was it. I saw that exact same post and I thought it was pretty interesting how like divisive people were. We've used it to settle arguments. Yeah, I think you should. So that to right. It's hard not to. Here is the thing that I've found right in theory, everything will say yes, Aaron, we should let let the data decide. Like I actually had a form our boss to be at one point. He said, Aaron, people lie, numbers don't. And it's true, like we as humans, that we want to believe that are like our hypothesis are right, and we often think that, like our way of doing something, because we want to see it that way, applies to everyone else, but it usually doesn't, like it really doesn't, and so that's why the testing is like a good intermediary. But then what I find when ends up happening is when we move then into okay, we're going to like test this hypothesis, we sometimes find that people still don't like the answers, and that's where I can get can get tricky, but it's just a work in progress. You have to come in and say, like testing is critical. |
| 00:21:02 - 00:24:00 |
We wouldn't roll out a product without getting consumer feedback. If we start to think about everything we're doing as an experience and thinking about that as a product, why would we roll it out without getting feedback, quant and qual yeah, and you know that I think it is very hard not to settle an argument if you could just run a test and maybe you know, one of the key things of a testing culture is that making it so that people don't form those strong opinions to start with, right they they should be going into these things knowing like hey, we're going to learn some stuff that you know is going to be maybe it's going to be something expected. I'm not going to form a strong opinion until we kind of see a play out. And so in that sense you're not you're kind of avoiding those arguments before they even start, I guess, is what you'd do. Yeah, I think there are some people who what I've I can only tell you what I've seen, and what I've seen is people who've been testing for a long time have that. Men telly people that haven't. They just have strong opinions. Right. So, like a lot of marketing for so long was got great and you have people who have had really strong gut and then made really good calls and it's hard to give that up, myself included, right, like I still believe some of my own ideas are really good and we've tested them and that was wrong. Yeah, I didn't like it. So I think, like, yes, it's just it depends upon the person. It depends upon their role in the order. It depends upon what their roles are, depends upon their priorities. I was talking recently about how painful it is when you don't follow your gut and then you realize that you should have, and I wonder if that drives that behavior a lot. But and maybe just enough time in testing gets you away from that. It's funny, like we have of debates a lot where we're like, do we need to test this, or do we just do it because it's the best practice? And it varies, it really varies, you know, because you can't test everything. I too, like you, don't know time, no resources, don't out of time and you don't get every anything out the door. So it are what I love about would have always loved about marketing ECOM is. It is a mix of art and science, but I would say instead of being fifty whatever, it's more like twenty in terms of science and art, and sometimes occasionally it flips, but not as much now and not as much especially in the work that we're doing in the good news is we have so much data in terms of like we know how we're doing by the hour. Love that and you're also in also in this space. There's a lot of there's a lot of software vendors that are out there selling things that will claim to solve all of your problems in the world. And you know, what I love to do is, just like we're in this space, is the BS, you know, where people just saying here's this, here's this thing that's gonna Cure, you know, cure all your woes, but it's it's a bunch of nonsense. Yeah, it is. I don't think I have any like what we're why is words of wisdom per se. It's about really doing like proper discovery on... |
| 00:24:00 - 00:27:03 |
...the partners that you work with, really digging deep in terms of their offering and bringing in people that can challenge it, protecting yourself as you write scopes and agreements with those partners to make sure that your best interests are taking to heart, and then making sure that you have sales partners that you work with to say, like, do I trust this person? This is where I do rely a lot on God, because you're right. I mean, we get emails all day long of like hear and this is going to fix this for you, this is going to fix that, and it's like wow, what I've found is is everyone wants a onestop solution. I want to one stop solution, but that does not yet exist. What ends up happening is partners and up promising that as a way to get in the door. And you just have to ask the right questions. And sometimes we've done it right and sometimes we haven't. There's no question about it. Asking the right questions is so important. So, coming from a marketing background and consumer engagement and brand strategy and now that you're deep into digital transformation, what have you been the most surprised by? That's a good question. I don't think there's one specific thing that I've been most surprised by. I think like coming out of the pandemic, I think what we discovered is consumer expectations went through the roof in terms of what people expected in terms of how they interacted with brands. So it's like you, you gotta raise your game. And I think about it myself to like the amount of times I will not buy a product because either the search experience, to check out experience, whatever it may be, is just too much ourk I'm like, I'm not doing it, just too hard. And you know, I always thought, Oh, maybe I'm just being extra difficult on it, but not. I mean all the data that we've seen is to say that e calm really went through a major transformation through covid. Consumers have higher expectations. So I think that that that's one. I think the second thing I would say is we've worked really hard to try to forecast what we think may or may not happen with our business, and it's you need a big slice of humble pie in that process because you can go on historicals, but we're now in this really weird year and it's like sometimes we just nail it and you're like yes, I got it right, and other times you're just like okay, didn't see that coming, and so a lot one of my biggest thing is like resilience and being like flexible to change, like what you think is right on Thursday based on data that you've seen over the weekend, like now got to change. So you can't get too hung up on anything because ultimately the consumers in the drivers they're in the driver's wheel. They're going to decide, they're going to determine do they want to click, visit, whatever it may be, and they're either going to do it or not, and they've a really low threshold, so that it's like making sure that you have good people that are aligned your mission. I would also say like people that understand where you are. So lots of the conversations that we've had is about bringing on talent that likes to build, and... |
| 00:27:03 - 00:30:00 |
...building is really different, I think, than just running right like building is like you're gonna have problems. You know, problems a lot, and so if a problem every day is going to be something that puts you, you know, over the edge and it's too stressful, probably isn't the right role given where you are at that moment. And there's really a profile of people that just like to build. They want to like get in there, lay tracks, figure out the processes and structure and they want to they sort of want to move on to the new challenge to got to align your talent with that so that they can understand. They're doing a lot of digital construction, so that means they may have to wear a different hats. They have to be agile, they have to be resilient and they have to like it. I think that's the other thing. Like I think there's this like crossroads happening in marketing right now, where it's a whole idea of like I'm going to build a beautiful power point and it's going to say, like we're do all of these things on the channel multitouch. Right. It looks beautiful on paper, but it's like actually executing it and then seeing what happens and discovering like okay, this work, this didn't, this didn't thistant, and then the next question is like okay, how quickly can you change it? And so it's this idea of like it's never done, you're always mvping. I think I would say what I've seen, not just that I robot in general, like some people love that, so maybe you'll hate it, and a lot of people in the middle. Yeah, I mean back to your you know, building a house, example, the you know, it's a very different person that's going to move into a seventeen hundreds fixer upper or do you know blank canvas construction are just hey, I want a new construction condo with an association where I don't need to worry about it. Yeah, right, everything right now, like all you have to do is come in and live, and that's not where we're at. And you know, and I think we have sort of a what we call a builders culture, or build there's code, excuse me, and it's just sort of these like tenants that we all live within. And in general, what I've seen is the folks that really enjoy I robot and have been successful. They're truly builders at heart. It's the type of company where you can come in and you can make a difference, you can build something, but it but it's hard too. It's like every day is different. There were new challenges that come up. So it's like he the sue the to sort of work hand in hand, and I think a lot about it is is that robots are hard. It's not, you know, it's not a kin to, I don't know, making a toy or making consumer product good like. It's just really hard. It's a lot of technology that goes into those products and there's a long lead time and getting those products out the door, and so it's a when I listened to like coll an angle, who is our CEO, speak, he talks a lot about the fact that they had a lot of trial and error before they got to Rumba a lot of things that didn't work, and so then it's like, you know, you hear the whole fail forward, fail fast, and I think we've all heard that, that that expression till the cows come... |
| 00:30:00 - 00:33:04 |
...home, but it's like but really doing that and like really saying, like okay, we're going to try this, and it didn't work and it really didn't work, and so that it's like, okay, what do we learn? How can we get better? And having a culture that applauds that has been it's it's such a strength. You know, the fact that your core culture is that of builders fits in so nicely to then, you know, the digital building that you're doing and I think I think it's going to really set you up for success. So I've got one fun question for you at the end, but but before we do is the is there anything you think that we missed or that you really wanted to talk about? No, I think I think we covered a lot. I think one piece I was recently at the mass conference for a woman and one of the things that it really talked about coming out of the pandemic is the importance of transparency and I think that as you go through a digital transformation, you've just got to be honest with people that it's messy and you really clear with like I always say, like what got us here won't get us to the next phase. So that means, like, let's going to require hard conversations and they're going to be potentially changes that not everyone likes, and I think we're trying to be really transparent about that. And that's just different. It's just different than when I've seen at other companies and what I've seen in marketing in general. But it's that's kind of becoming a new norm. I think a lot of it is just with there's so much fundamentally changing around, like what is normal now and just some of the sort of events that happened throughout the last year. Like our employees expect and consumers expect us to be really open and candid with them. Yeah, and and it goes hand in hand, right, is making sure you have the right people and that transparency, because if you have the wrong people who aren't comfortable with that, then that get that starts to get really messy quickly, right, but you got the people that are comfortable with it, then then it works and I would just say appreciate that. Change is really hard. It's hard for everybody and everyone's on like a different change management spectrum, I guess, is what I would say like. And having a really strong change management office and culture is, I think, a key learning for us, because when you're doing digital transformation, it's not like we're going to put in a new, I don't know, platform. It's like yeah, but it's more about what is that platform actually now open up for us and what are the processes around it? How's it work going to get done? Were the people that need to do to the work? How does it that have a knock on effect? Using that like engine, example, would everything else in the organization? And if you that can be an afterthought. Yeah, yeah, kind of like dropping some on from a Honda and to Ferrari and saying go, go, have fun, good luck. You kind of to get some coaching. Yeah, right, right, still a car, but it's really different. Yeah. So what I'd love to end on is, you know, over your career and in life, what's the best advice that you've ever received? Way To day and everything changes way to day and everything change is yeah, and I I know it's and it's just... |
| 00:33:04 - 00:34:35 |
...more of like you can be having an awesome day and you feel like I've got this, like I'm on top of it. The next day everything changes or you can have a day that just feels horrible right now, I think when according to plan. You know, I tend to be pretty hard on myself and it's easy to get down on yourself, but then the next day something new happens, and so a lot of it is like you just have to recognize that everything in the world doesn't revolve around your plans and your plans on a for it. It's really all frenetic and you win some, you lose some. What I thought everything revolved around my plans and what ideas I had. Nope, they don't. Yeah, that's probably the best one. As good. I love it and it's easy to digest and put into practice. I love it so Aaron, thank you so much. I wish you the best of luck in the whole I robot team. Thank you. Thank you for having me. This is great. Technology should serve vision, not set it at intevity. We design clear blueprints for organizational readiness and digital transformation that allow companies to chart new past. Then we drive the implementation of those plans with our pliant partners in service of growth. Find out more at WWW DOTTYCOM. You've been listening to see sweet blueprint. If you like what you've heard, be sure to hit subscribe wherever you get your podcast to make sure you never miss a new episode. And why you're there. We'd love it if you could leave a rating. Just give us however many stars you think you deserve. Until next time. |
