 This is Sonali. Thank you all for coming out sometime for attending the second episode of Beaks Academy, Business Excellence Mentoring and Coaching. To all the attendees out there, please type in any questions you might have in the Q&A section and we'll try to answer as many as possible at the end of the session. I would now like to welcome our speaker, Mr. Gaurav Mariah, Chairman and Founder of the Franchise India Group. A very warm welcome to you, sir. Thank you Sonali and welcome friends. Welcome to another edition with the Business X Academy. This is a new series we've started after finishing one full series of 30 episodes under Business X. Business X is part of Franchise India Group, a separate company which works with a lot of startups, early stage companies in helping them to raise funding. Also works with a lot of businesses which want to now send their businesses, we work on their valuation and finding them the right exit and also worked on a lot of mentorship and coaching for business owners. So this is a series which is designed to really address a large part of Franchise India's community is what I call small and mid-sized businesses and also a lot of startups. So we talk about every time a particular topic, we are covering this series of business excellence and we talk about different aspects in every time. So today's topic is leadership. So leadership is very important in these days because this is a very unique times and challenging times or I would call changing times. From business, it's completely changing times. What is happening around us is also extremely difficult. And in these times, how business owners are going to really lead from the front and what leadership qualities they will need to bring in to demonstrate to their ecosystem, their teams, their organization, their vendors, their suppliers, their consumers and so on. So we're going to talk about the overall leadership and how it is going to change. One of the areas which I would put up a starting point when we talk about leadership and especially when it comes to challenging times, it's in the diversity and normally you will get to find your natural strengths. This is very important because I have seen so many businesses in the last 14 odd months because nature of our business is to really consult companies. I found that most of them started discovering their natural strengths. When everything is going well, everything is structured, you start forgetting about your natural strengths. And it's also because this is a time which exposes all your weaknesses. If you have multiple weaknesses in business, everything is going well. So that also is hidden. It doesn't come out. So this is a very unique time where both really highlight your natural strengths and your weaknesses. This is now up to you that how do you really maximize your natural strengths. And it is also a greater, so to say an opportunity because in the greater the difficulty is, the more the glory is surrounding you. This is something which even our political leaders to understand. We are in a great difficulty and anybody who really comes out of that even can be a state leader or it can be even our honorable prime minister. Anybody really stands by it and really comes out of it would get even more greater glory while this time would look like everybody pulling down. But if you write the reasons at this stage, it would change. And this is exactly what is true with business owners also business owners also have to really understand that in the most difficult times, if they are able to demonstrate their leadership, they would get a much bigger glory much better success, which coming. Also, it is very important that this is a time where a lot of people ask me that as a leader you should take a risk at this times or not take it. I would say take a risk. It's very important because there are only two ways one you have a little to lose now. A lot of especially smaller businesses are under challenge. A lot of businesses are stuck. And also you don't have too many options. Right. So you need to take a little bit of risk but it's a conscious risk, which you need to do a lot of people are actually withdrawing. That's not good. You need to not need to withdraw. Rather, it should be some sense of urgency for you to keep moving, you know, because otherwise the business would not work. So let's understand how what are we going to talk today. First, we let's talk about the significance of this changing times, right. If the significance of this changing time and what leadership should be doing you know what leadership or leaders should do or business every business owner is a leader of his company and how he needs to really work on that. So I call the three C's of a leader, you know, very importantly one is the character and it can also be as an organization, you know, as a company, how do you really demonstrate yourself out there. What do you stand for what is the character of the or the individual or the organization representing the second C is the competence. This is exactly the time where you need to demonstrate absolute competence what you stand for. This is very important because you know if you were doing so many things, leave all that and focus on the most competent area which you have and and clearly stand by that. And the third C is how do you communicate, how do you communicate to the world out there. So these three C's are extremely important for any leader to really follow at this moment so think about how do you really demonstrate the character. How do you work on your competence and continue to work on that and stay focused on that and third is how do you communicate with everybody. Now the second point is actually about how leaders should put the focus at this moment you know so focus is very, very important. And this has changed from what used to be earlier. The focus for leaders was clearly about speed and flexibility, and now it has moved to being agile and resilient and agile and resilient because the times are very different, you know, you cannot bring predictability and actually every two weeks three weeks one month things have changed. In March, people were planning very different like my organization was planning a lot of physical events because we started booking venues again, and April happened right so how do you really change the organization because you have now built entire capabilities to do that physical events and a lot of events were planned actually starting May, we had a major event coming in Bombay, and we have to change everything. So, how do you become so agile and resilient, that's what would be very important. So, another vision, you know, as a, as, as being showing resilience, you need to set a few things, you know, and first is vision, and vision is become rather than very long term it's become very, very focused but very short-sighted, you know, it has to be like that because you cannot really set, while you keep the eye on the longer part of it, but you need to be also very clear about these smaller patches, which you need to also achieve. So very clearly, how do you define your purpose and goals within this period, it's very important, and how's your overall composure of the organization, what, how the company is in, in control with this is emotions, it's behavior, everything is very, very important, and this time it's actually being more in calm, rather than just reflecting on everything, there would be times to reflect but you cannot reflect on everything right now. I know there is, there is a very different perspective, I know when people, we run a magazine. So earlier when we say magazine was not reached to person or delayed, they would send a different perspective but now I know frustrations have gone here. So the expectation of a customer, if he's not got something which is expecting to do that, he's not going to take it, he's going to give you very strongly back. And so this is a time where you need to as an organization be very calm and to understand where people are coming from because they might have different kind of emotions running with them. Another thing which is very important as a leader is to really follow reasoning, you know, why are we doing this, what problem we're trying to solve, you know, and so you are able to really anticipate and plan better. Sometimes leaders don't able to do that because they're not really putting the reasoning. And it's just trying to do the way they were doing things and it might not work, it might not work because the world has changed or the way people consume is very different. Other business leaders, they were only about running or business owners were all about putting themselves more hours and so on for it no more. I mean I think at this stage your own well being is very, very important for your health of your organization. So one of the big focuses, especially small businesses and startups and early stage businesses, they are in the madness of really building their enterprises and so on for it's very important at this stage, they also think about their own personal health. Persistence would continue to be very important aspect, because you need to be persistent, even more now because whatever used to take a X effort, now it probably going to take 2x effort, so you need to be more persistence, and then only be very important and then the idea which is very important is that you need to be having a very realistic optimism. Optimism is very important but you need to be realistic about that. You need to be very, very realistic. You don't feel that this is what something which you can achieve. And finally is collaboration, this is environment you need to collaborate a lot rather than depending all on yourself. There should be a mix of what I call at this stage of emotional and logical intelligence. How do you really bring the balance of both? How do you really bring your emotional intelligence and also your logical intelligence of the other area which is very important for leadership and very difficult at this moment is delegation. How do you delegate to somebody else? It's very, very important also because if it is only dependent on you, it can have a sphere issues because say if you are not available, your health is not good or something has happened, how your business is going to suffer. But delegation is also becoming even more difficult. And why delegation is so important for leaders and why they don't do it? Let's talk about it. So delegation is important for even smaller business owners. A lot of small business owners don't do it because they feel that everything they would like to do it or they continue to do it and they put more hours than their teams because pretty much everything goes back to them. And if you go and closely notice that 60% of tasks any business owner or leadership is doing is repetitive and which has a very similar outcome also. So 60% of your tasks you do in the day is very repetitive and also has a very similar outcome. So you already know the outcome, what is going to happen. Now this 60% of tasks can easily be delegated. So you can really open up your calendar a little bit. So you open up the space so you can get into more important things rather than doing urgent things. So very importantly, think through what are the 60% of the tasks which you continue to just repeat, which can be done by somebody else with a little bit of training and structure. But still a lot of people don't delegate. Why they don't delegate? Many reasons. First, they don't trust somebody can deliver a great job. So the trust deficit is there. You don't trust somebody who can really take care of the responsibility. Second, they feel they can do better. Most of the business owners have this so to say feeling that they are the best to do it. So even sometimes you would have to send some kind of proposal. You will say, oh, leave it on me. I'll send it myself because you feel that you will do a great job. And third is sometimes like this is my problem. The third one is that you enjoy doing yourself. So you want to be really involved and because this is something which you like and enjoy. Like for me, a lot of times talking to clients or I would like to really rather insist my team that I have to be part of the meeting because I enjoy doing it. But sometimes it's not really about that I don't trust them, but it's more about I enjoy that. But still, one has to really find if you continue to do what you're doing, you'll never get time to do and think on more important things in your business. So how do you really delegate another problem with delegation is that sometimes when you delegate and then the outcome comes you start comparing is not as good as what you expected because you have. And then you, you start doubting the capability you need to really do differently you need to really rather tell people that they are more skilled than you are they have more energy than you are and they will probably be able to do better job than you are. So then only start coming through it. It is a difficult process, especially for midsize companies very, very difficult process to delegate. But unless they take the steps, they will not be able to build future leaders or future business owners within their organization, who can take and run that structure. So there are multiple functions, which a leadership has to do, you know, so the leader has to, you know, take many, many roles with that and there are different types of leaders, you know, there are very autocratic leaders who are very instruction based, which sometimes works in these times, right. A lot of times it's actually, if you really read leadership autocratic leadership is not something which a lot of people talk about it, it's very one man decisions and pushing the course. Everybody is talking about more democratic way of doing it, take your team in confidence and see this and that thing. But sometimes in difficult times actually this works more, you know, because the decision has to be done right now. You are getting into a lockdown you need to make decisions right now, what do you want to do, how do you want to really address the business for next 15 days. So it's fine, this is this is good. This is very, you know, long term democratic way of doing it, taking your team in confidence and building that, but I would say in these times are good leaders, while they have to put some kind of intelligence and thinking through and some feedback taking, but they need to also be instruction based, they need to go out and instruct and say let's do this way. And there might be some mistakes happening. You know, if you really asked me, a lot of people said, I'm comparing this for the decision which Mr. Modi did on the first lockdown when he went out and said lockdown. A lot of people criticize this was not timing this was not wrong, this was right. But if you look at from a today's perspective, that probably would have been a better get decision, if I would say from perspective because that time to bring country in control better services have been available and things like that. And I think anything which we delayed this course has actually erupted. So sometimes some people are very definite about taking decisions, sometimes the decisions don't look at that moment right. But when you go and revisit history, then it all looks great decisions of those times. So sometimes you need to have that autocratic structure, if you if you get into two democratic way of doing it which we are trying to do now that everybody has a voice, everybody is taking decisions, you know, everybody is trying to put on everybody. And, and that's where the things start getting worse. So you need to really be at this stage, I would say that every state head and every national or honorable Prime Minister everybody has to become a little more stronger leader, and take decisive steps, rather than very democratic way of doing it so you cannot please everybody at this moment, you need to really be. And this is what is happening in our businesses also. It's not some viewpoint but might be different for other people. So but I feel that the three functions, which a good leader should always really have is what I call the three I three eyes are very important one, he has to take the initiative. Nobody else is going to take the initiative for him, you need to take the initiative. He also have to be a great interpreter of things which are happening around. Why this was done and what resulted created third is that he builds intelligence, a collective intelligence in the in the business. So if you have these three eyes as a leader to me that's the most important part of there is so much been written on leadership, and so much confusing things about leadership, and so many skills and functions which are liquid, but I feel that these three eyes are the most important aspect for a good leader. Now let's talk about some of the skills, which every leader would need to have. One is at this stage, I would say the first and foremost quality at this stage for any leader to have is adaptability. Adaptability is extremely extremely important at this moment because everything changes very very fast and and will continue to do that it's not talking about the current circumstances but I'm also talking about the business at general, and things and even if you come outside this whole crisis, the businesses are changing faster than we know. So how do you really bring in so fast adaptability to things. You need to adapt into environments you have to adapt into business conditions you need to adapt into the consumer behavior how the consumer has shifted or changing or what is expecting. The second piece is equally important is really bought people around you out how you really deal with them. That's another very big challenge, you know, and, and, and especially these days is even bigger challenge, you know, you don't know who you're really picking up on calling and with certain amount of expectation and you have somebody not doing well or something happened in the family and things that. So everything is changing in this period. So how do you really build this different skills of living in this this harmony of this mess going around and how do you really adjust yourself to your people skills. Very, very important. It's just not about effectively communicating right this is gone beyond that now so you need to really have, you know, a fair understanding and real time understanding of what is happening around your people, which is important. Third point is, which is very important for the leader to really understand and appreciate is self awareness, how aware you are about your organization and you yourself, and how, you know, receptive you are for the things you need to improve yourself and your organization, and people who are self aware, and they know that their gaps, one they would find somebody to fill that gap that's very important because otherwise, or you would scale up yourself to fill that so it's very, very important to ask questions to yourself. As a leader, you need to really be very, very clear than ask yourself tough questions that why are you doing this and why did this happen then, and so on so forth. The fourth point, which is equally important is keeping the eye on why we started all this, what is the sense of purpose right, why we started everything was there is a larger reason to it and what was that reason and sometimes when you are building up an enterprise building a business, you start forgetting that piece itself, you know, it becomes something different right and you just trying to then run the maths of the business and try to keep it flawed and and so on so forth. So how do you really revisit it back and start to see think through and say what is your sense of purpose why you really at the first stage started this and is this still aligned with the purpose or the purpose has moved the goal. And, and that's something which is very, very important and and I've seen businesses, which was started with a different purpose and have now reached to a certain different objective, and then you're trying to drive something else you know. And so this is very important for you to really understand that you keep your purpose alive and keep reminding you yourself and then also to your enterprise or your company that we have this common purpose, and it also has to be bought by your team because if they don't buy into your purpose larger purpose and they also share that purpose with you. It would not work. And again, this is another big gap, which I seen midsize companies or small companies, because sometimes a business owner is definitely having a purpose but is not aligned with this organization, there is no buying into the larger purpose which he started a lot of other companies, I'm seeing that changing. You know, I'm advising a great entrepreneur who's out of Mdabad is officer left his job as an IS leaving job is a big task started in FMCG company, and, and I was talking to him he has built some kind of a patented products and taking it to everywhere. And as he gets to his comfort zone where his product is already doing well he's already in supermarkets. He has started withdrawing that because he wants to now go into creating own brand equity and he doesn't want other resellers to sell it. He wants to create his own challenge. And also there are many people who are coming to him and want to buy his patented product he doesn't want to sell because he says, I never came into this business for just to make money or something like that. And if that was the reason I was much comfortable in my highest position. My purpose was to really be somebody who's innovator who's able to bring in something to this world and challenge what has been going on and why we are not changing things which we we've been doing that and why don't I challenge even the multinationals who try to come and sell us a product but why can we as Indian can create a superior or a better product than them. So a lot of these things are running in his purpose you know so if you really see he's coming from that and he continues to drive that value chain in his company. Another area which is very important is how decisive you are in these times making good judgments in these times are very, very important. Because at this stage, unless and only you are somebody who can, who can decide while you have to decide very fast, but it should come with a little bit validation, it should come with the intelligence which you feed yourself. So, I like entrepreneurs who are opinions on that right so sometimes very, very opinions driven so we put our own experience our own opinions on things, but that doesn't work. If you really want to you need to distance yourself from enterprise and take all the data coming to you and data should reflect the judgments you make on that. And then also there is a sometimes chances that your judgment was not right, or the decision you took was not appropriate at that time, but it's still data driven right so it's still very, very data driven rather than something which is your, your impulsiveness or your, you know, so to say experience which comes in the finally the last part is how do you build your collaborative skills. One of the qualities of a leader is that he's, he's connecting the dots right so how do you connect and make everybody collaborate, but you are the one who's connecting the dots, and how do you do that how do you really build that piece is equally and very very important. So this was about leadership and this is what bought today's session, we do this short 30 minute session 25 minute of my presenting on a topic and then few questions if Sonali has I will be happy to take that questions and and and so Sonali over to you. If you have any questions for me. Thank you so much for another very practical and very insightful session on effective leadership for business excellence. We do have quite a few questions lined up with us so I would just like to take up the first one. The first question is from Mr. Rajat Malik, he says, very good point on realistic optimism, but how to actually achieve it. It's hard to stay positive during this time but at the same time, it's hard not to get carried away. Yeah, very good Rajat, I think, you know, so it's, it's, it's every day you will have rather in a particular day you will have a lot of highs and lows. It was earlier situation was that we used to do this a good month and a bad month. Now I say good are or a bad are, you know, so this R was good for you and the next R is not so good for you because you got a message for somebody or somebody called you for something and things like that, and higher the leadership position you are in. I can tell you this would shift minutes, how you're, you're, but you need to keep the eye on very realistic optimism. You need to be optimistic, we have to be this is a life all together and we have to be biased realistic because you need to really make some realistic short goals and and try to achieve that. And, and, and, and like in the morning I was doing a review with my team and giving a message on what should be the main, and, and it was, I want to be honest. I didn't want to go back and say this will do this and we want to do that and it was wrong for me to say that and that's why I said my is going to be very tough. So, so at least we are clear about it. So we clear about it that may is going to be very tough. And then I said, okay, but there are goals we can achieve sitting at our homes, there are goals which we can achieve. Can we take smaller goals and make smaller increments every single day on that. And, and that look easy, you know, if I go in the same manner I used to do and say on first morning and say 20% extra of your last month's target is now your target. That's not going to work. It's not that time, you know, you have to be realistic and set some goals which can be realistic. You know, it's like somebody who I was reading a book which says, I think a minimum habits or mean something like that. And it says that if somebody wants to really do 50 setups. And if I tell somebody who's never done setups and say you have to do 50, not going to do it. It's, it's not going to work. But if I go and somebody says, at least you can do one to start with, then they want to say take one is easy one I can do, but nobody actually does one. They will do more, and then they will do more and that's how it would start moving in so this is a time of being putting realistic smaller expectations and keep moving upward all that. Absolutely, sir. The next question I would like to take up is, is there any specific parameter to evaluate employees? What is the evaluation method you suggest? Again, very, you know, it's very difficult and to answer because every employee has a different KPI, KRA to measure their performance. You know, and it's easier for people who are, you know, more manner driven to measure that, but when it comes to organizations, revenue generating teams, which are the most in challenge these days, it becomes even more difficult. So you need to really set some own guidelines and to really see how you're going to be measuring that. And I think setting accountability, which is our daily performance is very important. Some people don't agree with me. A lot of my own employees don't agree with me. They don't like and say, how can you can bring things to daily accountability. But that's something which it's every organization has to do. And that's how if you really see all these companies talk about the best companies in the world, which are the Google's and the Microsoft's and the Apple's and likes of them because they're technology companies. They might be from an outside looks like a great working environments, but they're keeping tap on people's manners. So you might be sitting and working in Google in some remote place and you think that, oh, I'm working in Google and gives me work from home for one year and everything. But Google is keeping our tap on every hour what you're doing. So because it's created an accountability from R to R performances, how many time, how many hours you were logged in, how much you were coding. So everything is very accountable. So they don't really care where you are because they're setting the accountability which is on nothing. Now problem happens with smaller businesses because they don't have that ability to do it and they get frustrated. They're only linked with the results but they have no productivity alignment coming in on a real business. So one thing which I think one should do is bring in shorter accountabilities and also rewarding in the same manner every day win, every day success, every day celebration. That's kind of an approach one has to do. The next question I would like to take up is, I have often heard you say that make your business work without you, but how to really achieve that. It's hard to think that my business might function without me and makes me feel insecure. Any suggestions here? Yeah, so this is something which is very important if you are the only person who has to do everything and the business revolves around you. Then business is great, it might be great, but it is not to me valuable. You're not able to transfer that business to anybody else because you are the most integral part of it. But if you are able to shift that business and move you out of it and yourself and system and process can run that business or create and carve out the leadership team, which can really run without you, then the business becomes more valuable. Now, this is something which I have done and I've not done both. In one business of mine which is franchising and what I'm doing now, I don't want to be out of it. So I don't want to replace myself and put this and I think because I'm a little bit of a too involved in this business and this is my life, which I want to do is like a routine for me if I don't do this, I don't have anything to do. But in some other businesses where I want to really build value, I've done it successfully. I'm not involved myself in any form. I gave the direction I'm involved in this strategic way, but I remove myself from there and the business can run by itself. So I know they're more valuable, those businesses. Then sometimes what I'm driving myself and if anybody looks at, there was a company which was looking and coming to me and say we want to look at a big, you know, one of my companies they wanted to acquire. And they said, one thing is that it's all about you. Everything is about you and if you're not aware that this business would not have value. And I learned it. I learned it and was right. And I told my younger brother and says it makes sense. If both of us are not in this business, then half of the business is gone. So it's very important that how do you really, if you are consciously building value for enterprise, we should do. We should encourage every small, every business owner to consciously work towards making yourself redundant in your own business. And it is tough, but once you do that, you know you know more needed in the business, your business is great value. Absolutely. One question that we have is, can you please repeat the three eyes that you mentioned for a leader. So three eyes are initiative, interpreter and intelligence. Three eyes for that how you are the one who takes initiative, how you interpret things and how you bring collective intelligence. I said use the word collective intelligence. It's not just your intelligence, but you bring in collective intelligence for you. These three are the only leadership rest everything written so much written on leadership, actually really speaking makes no sense to me sometimes you know these are, you know, general leadership skills which everybody will have but these three are very, very important, you need to be somebody who takes the first initiative. You are a great interpreter of things you you and third you bring in collective intelligence. And these three are the most biggest quality you might be political you might be business you might be a sports leader, but you always would have these three things with you. Right. So quickly the next question that I would like to take up is how to stay positive and not get discouraged by the advancements by competition. Actually, sometimes it's a positive mess itself that your competition is advancing. So, it tells you a couple of things one your industry and the category has a lot of opportunity to grow, you know this point would be that if you feel that your industry and categories be growing right so I have, then what do you want to do you know, and, but if you think that your competition is going very fast, then one thing is now clear that your industry has enough and more opportunity to really capture. The only thing is that you have a missing points. Now, come people try to be what I call the great number two, some find a new path, staying honest to industry but find their own disruption to come and lead. So you really see where you are at this stage and and what path you want to take in both sense structure so like Apple took a disruption path to beat Nokia. It didn't follow, but Samsung took the follow up. They were following what Nokia was doing. And, and Apple came destruction is it know you don't want to do it we don't want to even look at what they produce, because if you look at we will create a copy or better copy of that right. So you want to create something new. So that's where they went and Samsung shifted being second to Nokia and they became second to that because they just follow the leader. So, so that's both are satisfying. Both are satisfying not that you have to be in Apple or a Samsung but both are great organizations to me, and both have a different approach to a way they do business right. One is very disturbed up innovator thinking second is following the trend or following the leader but doing it more on doing it better. So that's what, and both are right in sense and most of the businesses choose these two parts. Right sir. Another question that I would like to take up is, you said the founders have the fear of delegating because they have trust issues. But what about this as a founder, many have trusted and their trust has been broken time in and again. How do you think a founder can be optimistic about trusting someone again and delegating tasks. The question is, and when you trust, you know, that's the question. You don't have a choice not to trust, but when you trust is a question and how far you trust. That's the question. So you need to really. So everything has to have comes with some kind of, you know, checkpoints. That's that's very, very important. You know, I remember when one of the CEOs which ran with the handpicked and gave the ability to run becoming a CEO for and I think and he himself built a discomfort with him after one year and a couple of one one and a half year, and he actually had to push him out of the business and selected somebody else. So, so he gave the full freedom but he also didn't mean that you can run the way you want to run it. Right, so there is, there is a certain value system. So you have to trust and when you want to trust. That's important and how far you want to trust. That's also very important, but it's not from a negative question viewpoint, you cannot doubting, but you, you very disciplined on on certain amount of, you know, checkpoints, as I would say, Another question we have is, as a leader, do we balance the creditors and debtors we need to ensure the shows, the show goes on problems are at both the ends. So how do we balance the same. Yeah, that's again, you know, so creditors and debtors are, if you break the equilibrium is very difficult, you know, sometimes answers are coming, you know, sit over cash, hold, not pay off, keep the cash right. That also is wrong because you need to keep the continuity of your business, which also involves with around a lot of other people around you and, and things around your, your vendors your suppliers, if you, if you break that and I've seen that people making that I've seen big retailers earlier they were running on two months credit and the push that to four months and actually killed a lot of suppliers and eventually killed them. You know, this started happening with future group in 2019, they took the credit lines to six months. And, and as the code happened, because they were running on a six months cycles and five months cycles, their suppliers between. And, and that's why it surprises you with the category like FMCG, which everybody started rising FMCG and future group declined. And, and everybody else even your local Kariana was doing very well. Why because they were not getting credit. So we've done that, even before COVID and everybody got scared and said look, if he agrees more credit line with them right now. It might be an issue so they had an issue. And this is what is really from the industry. And so you need to really keep the balance. Doing it and you're right have you need to do but you need to also be having sufficient fuel in your own tank to survive that's also very important. Absolutely sir and the final question that I would like to take up is how to overcome fear psychology amongst team members. Again, this is something working progress for me and everybody else also in the market it's at this stage. This is, this is a difficult question to answer. And, and not many any questions I would say I have answers on you know, and this is one of the questions I don't have answer on because it's a it is a fear environment and, and you need to only teach them how to live with that fear. Removing that is very difficult. And anybody who there's no pep talks required, you know, there's no nothing required at this moment, people have their own understanding and their own resilience to come from their own perspective and I think a lot of them are shining. They're just seeing around. And I see these young doctors who are working in these hospitals and, and working out and I know when every evening they would go, you know, back to home their parents would say, there's no need to do this. You know what you're doing, but they still go back to work, not that they can they can withdraw they want to withdraw they can withdraw, but it is, it is because they, they're finding their own resources I don't think any, any ever work for them. So it's a call for duty call for their own works for the self pride for the self work structure would really rise at this moment. Absolutely, sir. And with this, we'll just wrap up our Q&A session. Thank you so much for very patiently answering all the questions that we had as always. And anything you would like to say in the end sir. Thank you very much thanks for joining in and keep the focus and out of this whole 30 minutes if you feel that any one thought you like, which can help you just write it down. And, you know, we get so much out there. But if you are able to put one good thought every day, and it adds up into your own learning curve, that's good enough. So if you get one good thought out of this, just write it down somewhere, and, and as as added to your learning curve, you know, so we all learn from each other. So thank you very much. Thanks for coming in. And if you have any work interest on business tax, which helps you to raise capital, helps you to value or exit, or even, you know, any other, you know, feedback you have, please reach out to us. Thank you. Thank you so much sir for a wonderful session as always and thank you to our attendees we really hope you were able to add value to your lives through this session. And we'll see you next time next Saturday at 11 am with another session on the series of BX Academy business excellence mentoring and coaching. Thank you so much sir.