 All right, so so before we begin now, I would like to give a context in terms of what are we talking about and when I say Taming a dragon, you know, am I talking about some martial arts kids when I'm going to fight a dragon and do something any guess Why do you guys have in mind when you thought it's going to be taming a dragon? China all right, okay anything else Oh my god, dragons being the top manager. I didn't say that not me. Okay, anyone else? Anything else anything else that comes to your mind starting all the differences Sorting out the cultural differences. All right, cool. So I'm like this. I was this pretty excited kid man Recently when I did my assignment, but this was my first assignment with a team from China I was like super excited going there to begin with primarily because I don't know the language and that's the first time I'm actually coaching a team where I didn't speak their language and Language being one of the most important entities and whatever whatever communication It was really really difficult But once I did there, you know, like once it finished my assignment I was like super excited about the entire journey and I really wanted to present something To the audience or to the community and say, hey, this is what I learned from this experience. That's very much about it So now coming to what I'm going to talk here to begin with of course, I'm going to say a few fundamentals which I believe are I'm going to reiterate some fundamentals which I think is very very important for any transformation or anything related to self or people any sort of thing and Sorry about that. I'm also going to give you some prescriptions Which you may like or may not like but you guys just decide for yourself if you'd like to use it So all the prescriptions I'm going to give are like two basic tools that I've learned from various Practices like say I'm I'm practicing psychotherapist so that way I get to learn different models of psychology different school of thoughts and a lot of things so that gives me a lot of experience in terms of How to deal with people life coaching so like like Linda was explaining this morning a lot of things about people So what you may not get from the session You may not get very standard data saying of course, I'm going to tell you what happened as a result But but I'm really not very focused on those aspects, but what I want to really do today is The difference like basically how is it going to be different from any agile journey session as I just want to give you an intro About what are things that you have to remember? Especially when there is a cultural context, you know every time you're going to start dealing with somebody from a different culture There are certain basic things that you might have to remember so that you know All right, so anyway, so I'll just get started But So now let's talk about Culture sensitivity What we are talking about because these are these are very very close to us You know, let's say today See I come from a I come from a South Indian family So even though I'm you know, India is very diverse and every time I go to a different place I learn something no something new you know something exciting and it's very very important how I perceive it When it's even more important when especially it's going to be cross-cultured We don't Speak What is expected in our cultural context so here is a slide I have with just says Guys can't see anyway. It just says greedy soul and that's about me So I call myself greedy is because I have a metaphor of Ravana as well So Ravana is my metaphor not in the wrong sense. I think most of you know Ravana, right? I think all of you know Ravana. I'm not saying I'm like super intelligent Nor I'm saying I'm a bad guy like Ravana as it is portrayed in the mythology, but I like doing multiple things You know, I like to experiment with multiple roles. So that way I like I said, I'm a practicing psychotherapist and I'm part of a Latin American dance group So we just perform all over the world and I'm a foodie I'm a reader. I have a book club and stuff like that and I'm also an agile coach. So that's how it works So and any questions so I work for agile if you use if you want to reach me in Twitter My idea would be kkb k a y k a y b doubly as in it comes from the bumblebee idea All right, so let's move on to the slides now So like I said one of the biggest barriers I had when I spoke about cultural sensitivity when I spoke about coaching one of the barriers I had when I just looked into myself and saw Okay, what is that? What is that? I'm going to offer to this particular team. What is the challenge here? One thing I realized was language And why language especially in the context of coaching? Whenever I was just thinking about it I knew that all the while I've been coaching for like what five five to six years now Like in the past five to six years my primary means of gathering information was language The words they use, you know the word I mean, of course There's a lot of human cues as well But one of the primary elements that I've always perceived where like words like say for example to make it as cliche as it sounds When somebody tells me that you know, I have assigned this work to a team member I quickly go and grab that opportunity and tell them we don't assign work in agile You know people pick up tasks from agile so assign being a primary word But when I'm working with a team where I don't understand the language I realize how important it was to my coaching practice So it naturally happened that I have to find out new ways of engaging my team You know identify new ways to interact with them. So what do you think is the best way? So it let's say if I can't speak How what is the best way? Someone knows sign language here somebody You know sign language a little bit. So let's say what is this? this Okay, they're saying come all right, okay fine What does it mean? Something you know, it's something you might understand that I'm talking something about I like you all right I love you or whatever. So there is there is there is a connection So I'm not even speaking but still we are able to connect because we all are connected even without us knowing it Half the time when I course the teams I always tell them, you know If you feel something just talk about it. It need not be right, you know, I remember one of the speaker I really appreciate her for her courage for what she said. I really don't believe in I'm not an agile fanatic to begin with I just believe that there is a possibility, you know It's it's like it's like the same possibility that we have with the universe like say there are more planets You know, maybe the planets we have identified or not planets really stuff like that So I just believe in the possibilities always speak your feelings out So what I decided to do was to engage this element of human connection, you know to start being close to them Even without speaking the language. So what are the things I have to do? So obviously when I'm going to talk about human connection It's going to be a two-way process, right? I cannot stand in the you know, like say in a pedestal and say, hey guys You are the ones. I'm going to change you now. It doesn't work that way. You guys are doing Yeah, so I'll tell you something very interesting So somebody have anyone here have done or attended a therapy session a Therapy session with any therapist or a counselor nobody all same people. I'm so insane. Sorry So I've done a lot of therapy sessions with my therapist and for practice as well as for my own self-journey So one of the things they do primarily is every time I talk about an issue, you know, obviously, I'm in the thick of it So I naturally don't get into Solutionary mode very easily. So what the therapist do usually is the first thing they do is they just touch on Touch me either on my shoulder or on my thighs, you know somewhere. They just give a comforting touch What does it mean? It just means empathy, you know, they just tell me Non-verbally that I empathize with you, you know, when you're doing this, I really empathize with what you're saying a simple nod a simple Don't even use words. You know a simple acknowledgement would give a lot of hope to the party that you're speaking to That's exactly what you have to do when you're talking about being empathetic So in other words the first thing that I believe that one has to take care is Be empathetic to your past now. Let's let's again redefine or you know Confine the scope of discussion that we have today So obviously I told you that we are talking about Various cultures, but in this case since the title is taming the drug and I'm going to talk about The aspects of Chinese culture only so this this this particular thing which I have absorbed which I've also taken a reference from papers There are like three major aspects that it's very very important in any Chinese Adoption I believe the first one is hierarchy and harmony. So there is some kind of harmony which coexist with hierarchy You know, that is something most Asian cultures could identify with you know, we all are harm We are we are in harmony, but we also know that there are like this underlying boundaries You know when a manager says this when a team member says is when a coach says this things are very different So obviously if I could give you a little trick We also play around with those ideas like say for instance earlier when he used to coach for an assignment used to work in Three teams like as it was it was a man It was a three-member coaching team where I'm me being the junior and I had an engineering manager And I had a very very senior director in my team So we all convey the same message, but we don't convey. I mean, let's say if I have to say something I will say things to peer groups Let's say if it has to be very strong and let's say it has to be like, you know Do it then the director will say that when it's going to be something about engineering practices Then these guys will say that but primarily thinking about it We all going to speak the same language, but subconsciously it so happens that we all work with boundaries We all believe that if this person is going to say this, it's very credible Obviously if you're going to be a consultant, you need more gray hair, you know more salt and pepper you look You're more respected because they believe that you can give them more knowledge than what it is anyway So that's that's a very hierarchical thing and talking about the next one the next one is Gwanshee So Gwanshee networks when what do you mean by Gwanshee is relationships So like many Asian cultures people also work with relationships like say it is not just about me It is always about my team. I don't want to hurt or harm another person You know, this is something I'm sure most of you would have experienced in your organizations And the last one is me on she so me on she means face value here. So what do you mean by face value here is? There's a very nice metaphor in Tamil, but I'm sure most of you doesn't understand Tamil years I'm going to say it in English. So it just goes like You know, you don't want to hurt someone's face by which what I mean is you don't want to put them down in front of another person You know, let's say many times when we speak of conversations with your team You don't want to hurt them. You know, let's say, I don't want you don't want to shame them at any level You don't want to shame them by anything. So that's what they mean by face value So these are three primary elements that we have with any Chinese culture. So now this being the criteria. So Okay Okay, what should I do? So sorry about that guys So so talking about the culture it says there are like three different aspects and now now coming to what I have to do So like I said, I was really really focused on changing myself than really changing the team I think I'm going to let go of the presentation. I'm going to walk around and I'm comfortable back there So so what happened with my teams was I just realized there's something that I have to really do To make this transformation happen the first and the foremost thing I decided to do was be very honest about what I feel And to be very genuine about what my emotions are and not to be faking it If I don't like it, I don't like it But it doesn't mean that I'm going to put them down and say hey guys This is what you guys are doing and I don't like it But to say tell it in a different way so that they also understand what I'm speaking about because I believe or I very strongly believe that nothing No message goes strong without being genuine and the moment if you're giving a very genuine message it comes from your heart You're just there So to give you a metaphor to give you an example one of the things that happened with I think these days many people asked me like most of my colleagues most of my peers who used to work with me They started asking me. Hey, I want to be an agile coach. What do I do? So what all things I have to learn, you know, should I go learn this should I do this material and all that So the only question I asked them is fine. You want to be an agile coach But my question is do you really want to be an agile coach or are you doing it because there is a demand in the industry? And everybody wants you to be an agile coach unless and until you're passionate about what you're doing I don't think people will appreciate what you're saying. So that's something I realized and I thought I'm going to be very passionate about it And if I'm not passionate, let me make peace with that. So that was the first one. So All right, so this is what I decided I just saved up keep calm and same in how so Nihao means hello It means hello in Chinese. So I just decided that I was just identified. What is the chain that I need to do? I saw that's the first step. So what did I do? The first thing I did was be an explorer be a child and then connect So what do I mean by that? I just thought you know, let's say let me just go explore this opportunity Yes, I don't know Chinese as I have not worked with a team like this So what you know, let me just go explore it. In fact after making this presentation I just realized that instead of using a dumpling picture here. I thought I should have used the picture of Queen the movie Queen I think most of you would have understood what I'm exactly talking about, you know It's it's that's exactly what I mean. Just go with it You know, just go for it. So that was the first thing and second thing is like I said be genuine and be honest And be nice and be extra nice. There's no harm in being extra nice. So another incident again Which actually again, I'm talking because it tells you how much we value these human connections So there was this play of time in China where I was I used to visit this juice shop every day So this guy used to give me juice and we don't speak our language, right? So I should have made this that's how we used to communicate. So you should give me something And what would be if me I used to drink so one day when I just walk into the store This guy was very happy that I was like visiting a store for like a third time He says they need an egg tart as a compliment and I didn't even know that he's gonna do that to me And he doesn't have to do it. But being extra nice doesn't cost you anything You know like say for example when I do my assignments. It's it's not that I'm kind of saying because Because I realize that most people don't do it explicitly when I talk to my teams I give them gifts It's it's not like I'm gonna get anything out of it But just some small get just give them gifts You know just to give them sweets when they do the retrospective tell them what they want You know, it just makes them feel good And another important thing I just decided to listen actively It's very different from listening. You know, there's no what it means When I say listen actively you just listen and you don't do anything at all and you can actually see it If you don't understand this, you know, I mean most often when you talk to your teams You will know who's listening and who's not listening. So make sure you just listen actively and most importantly talk slowly Have you faced this with your counterparts? Right, I think this is one of the things which most Indian teens have to look into it because Culturally, I'm not sure if I'm being very fast right now, but culturally we are we are so tuned to speak very fastly So especially when you talk to someone from a different culture, it's very important to speak very slowly Again another example is I have a friend who works for Enable India and he's from Australia So every time he talks to his colleagues, he tells them something and his constant compliant is my colleagues Tell me that they understand what I'm speaking but finally they don't do their job So when he goes and ask them they said sir, we don't understand you So, you know, it's it's like very important for us to be very vocal about it if you don't understand Always communication is a two-way channel and the last but not the least which is your respect You know start respecting your culture, you know start respecting the fact that don't go in question They're saying hey, how can you do that? You know, so this happens with I'm not a vegan nor I'm against meat eating population But there's a very common bias which I've always been even when I came from came from China The first person they asked me was did you eat snake and it's it's not just that it wasn't a very condescending way You know, it was like, oh, do you guys eat snake? It's like that, you know It's very very important to appreciate the fact that people have different preferences and they eat different things And they live a different lifestyle So the moment I just imbibe all these qualities and I thought this is what it's gonna make my way I decided to do this. Oh, by the way, some of the pics you want to see here are my Pictures that I clicked from the experiences so you guys can just go figure So now coming to the tools part So now I'm done with the very generic part what I wanted to talk about, you know I'd say in terms of the experiences now coming to the prescriptive element, which I'm not very fond of But still I'm going to give you some tools that I use during this transformation. Oh Sorry, you know why it's life-working as a bad woman It was in China again in culturally when you say for a fold sounds like that So they don't have fourth floor. They don't have 14th floor. They have but usually these are for maintenance if they don't have Let's say if you have a 14th floor building the 14th floor is usually for general maintenance They have an air conditioning went or something like that. So I decided to skip slide 14 So now coming to the tools here the very first tool that I'm going to introduce it So this is something I spoke I spoke about this particular thing in the last conference as well Which which happened in Bangalore, but I thought it's very contextual here, which are called contracts So when I begin the talk, I just told you guys what I'm going to give you today And what I'm not going to give you today, which means I'm just kind of contracting with you guys in terms of What I'm going to offer, you know, will that be valuable to you? So you guys are very clear if you want to attend the station or you want to walk out of the Basically, I want to give you guys an option It's it's it's not like you guys have to stay here because it's it's so so this is one of the things which I often see even in Indian Teams when we start coaching for them usually your meetings like retro specters Usually retrospectors I would say because that's where the entire team have to be part of most team members are there because they say the managers Want them to be What I do with my teams is even that happened in the Chinese teams as well I give them an option if you don't like to attend the meeting, please go trust me I will not penalize you if you're worried about your managers trust me I will not even tell them that you didn't attend this meeting It's not very important for me But what is very important is you attending attending this meeting with complete willingness I want you to make a choice here and often when you attend the training program I have these participants when I ask them what is your goal from the session most team members say I have this I have that and there are always one or two team members who tell me I'm here because the manager asked me to so the next question I asked them is okay Now that you guys are here you have decided to walk in. It's your choice now. Tell me. What is your goal? Because it's very important for you guys to attend whatever time you spend you should have something solid because if you guys don't understand What is expected? It's I cannot deliver what it is. So it's very very important to contract So again contracts are a free level. We call it that administrative professional and psychological the administrative contract is very simple Which all of us understand when your time location Logistics or graph and the second one is professional contract. This again means I'm sure most of you are a nominator for the conference Or did you guys voluntarily go and say hey, I want to attend the agile conference How many people volunteer for the conference? Wow, that's nice. Cool. So anyway So when you say a professional contract often it happens that if you're a manager if you're an agile coach your organization Expects you to do certain things because your role demands that so that is your professional contract So many times that goes with saying but the last one is your psychological contract This is where I want to emphasize on because most often we don't ask this question like say it is understood that if you're a Scrum master you have to just go face the product owner and say hey I want to do this But what you have to do here is ask a scrum master if he or she is willing to do it and see How it changes the entire scenario just ask them and if they are not willing to do it Just give them a chance just give them an opportunity to explore what they actually need See by which I know I don't mean that you're going to make a plan for failure These are not plans for failures, but make safe and secure Experiments things that you can actually live with if it's a small meeting if it doesn't have a bigger goal try it out I mean primarily if this is for coaches, but this is something you can always use with any of your team members So you understand this to don't demand a person to do something just because the role says so Give them a chance, you know ask them if they really want to do it if they cannot help them First time I do it second time to do it third time. Trust me. They will do it by themselves. Oh, there she is I think she was the one who was talking about you're talking about the other I really appreciate that because you know I believe that is very important You know give them a chance give them an opportunity to say what they like many times All they want to do is this talk All right, okay, and I think this is a very common thing again one example from the therapy sessions is most often men and women come for counseling Right, they have problems with your matter-of-the-life or like boyfriend girlfriend and often many things So one problem or constant problem in the cost of risk of stereotyping us. They say the guy is not listening He's not listening to me. He doesn't listen to what I'm speaking about You know when when you ask the guys like it's very irritating for me because I'm coming from work in all the But ideally what women want or rather any human being want is to just talk they're not looking for solutions They're not looking for you to come and solve it for them But just went it up and the same logic applies here All right, so what is the next one? So this is again another NLP based technique, which I call it as to chair technique So someone has done it with your teams before Anyone you know what it is So to chair is it's like as good as if you have to remember something. It's like as simple as doing a role play So often especially deal with it when you have a conflicting situations when you are in a conflict Just put them together Let's say for example There is a conflict between a strong master and a team member and ask them what it is and you know often Role-plays are played by the one one person like not be two people Right so ask them what it is and many times as human beings You know like as Linda said in the morning. We don't know what we are So but this particular process really helps you understand where you are headed like say for example If I have a conflict with my boss, you know, I'm not able to speak it out. I'm like, okay He did this he did this to me. He did this to me and I'm like kind of Keeping this against me. It's very important for you guys to bring it out or is it's going to impact your work So what I do is I just ask my team member to play the role of an employee saying, okay This is my point, you know, this is where I come from now what I asked the person is now Okay, now assume that you are the manager sit on the other chair and explain possibly why the manager would be doing those things You know what I mean? Basically, I'm trying to get into the shoes of other person or in other words. I'm trying to be empathetic and not being sympathetic It actually works wonders try to do teams and tell me if it works for you But I've often done it with many teams where I have seen strong resistance from people who doesn't want to adopt something There's always a reason there's always a reason why they don't want to do things listen to them It's very very important. So that's about to shape it and what about the next tool and the next tool is yes You have a question You want the slide it doesn't help Yes Yes, let's say for example, you're coaching a person. Let's say there's a conflict It's okay to involve both the parties also because but what what happens in the thick of the moment is we have a lot of these Personal notions to it, you know, somehow we really don't resolve it quickly But one of the ways to easily resolve it is to put the person in one chair and ask them to change rows How we have to do it kinesthetically is change the person from one chair to another and trust me it works And your team members will have resistance when you're doing this because when when you start ask them to speak for them So they sit in the same chair and they will not move But ask them to move from one chair to another because one chair to another because that's how it works Kinesthetics is also very important. You get what I mean everyone. All right, okay? So any other questions or I'll move on to the next part. So the next part is it's about using culture specific metaphors You know metaphors have always been my way of explaining things because it's very very easy for me to connect that way So when I went to China again, some of the metaphors that I started using to explain agile I thought I'll just share it with you. So obviously chopsticks. I was very very fascinated with chopstick But from Dave and I haven't like trying to eat and trying to eat. I'm like very proud I can eat now so, you know eating with chopsticks, you know It's it's the best metaphor for pairing for me You know, it's not like one chopstick is going to be higher than the other It's not like one stop six is going to wait and watch until the other one has the food You guys have to work together you guys have to work together and take the food and then eat it and listen until you do that It's not very It's not gonna help you guys the way it has to ideally again. It's not a norm It's not like you have to force people to say hey you better sit and give me a value But let them be but tell them what it is another metaphor that I got from China again is Interestingly when I was looking at their addresses all their addresses were written this way Let's say if this place I remember Bangalore address. Let's say I tell my address. It's like it goes like my 11 in Rannagar So it's like 123 18th main in Rannagar Bangalore But how they write their addresses Bangalore in Rannagar 18th main 123. What is the difference? It's like the other way around so when I just looked at the address obviously I don't understand anything about China So I just asked them is it like you guys read your is your scripts read from right to left because that's that's how I perceive That because it's written as the last thing I see is a number But they told me no, it's not like that. We always write it the other way around It's the important thing so which in my mind is more like the way how do you write user stories? You start with something big and then you and then you confine your scope come slowly define it And finally you have where I am if I'm gonna just say Bangalore you guys will not know where I lead But if I'm gonna tell you 120 and also what is very important is without saying it's Bangalore in Rannagar 18th main 123 doesn't make any sense the same way how it works with user stories, right? So this was a very effective metaphor for me to try adopting some metaphors like this from your own work experiences It could be specific to Indian teams last one So any questions here? Okay, so what is the next one model behaviors, so when I say model behaviors So it was very interesting So why I have put this picture is the picture has a story behind it So this was this happened at the forbidden city at Beijing So there's this child who was this particular child that you see in the picture He was asked to wear these clothes for a picture and he was he refused to do it because he find it too cumbersome And he didn't like it and what his father did was he immediately picked a similar outfit and he just wore it And you can see his father's hand there and you can see he's wearing the same clothes So he started wearing it and the child was so excited and he also wear the same clothes So that's what I mean by modeling behavior So even as a coach when you start working with the teams, don't just go tell them that do this do that But start modeling them. Let's say one of the important things I do is again on a human aspect is dealing with conflicts We often tell our teams be open be honest about what you're thinking be transparent But it's very important for you to model it whenever you have a problem Ask yourself if you're being very honest and vocal about it. The team members will start moving there. So what is the next one? Yeah, you see Bruce Lee there So it's like said goes ask feedback every single time and this is very very important because unless and until you define I mean, I would think it's a very trivial thing But after coaching many teams for like many at least for five six years now, I realize that this is something we don't do Efficiently and that's one of the reasons I wanted to have this tool It's it's not even a tool in fact all of us know that but the problem is we don't take this very seriously It's very important to set goals ask feedback every single time Whatever you do ask them whether it works for them or not not just in papers, but ask them go talk to them No, no, no, I thought it was like This guy is very goal oriented and I really like this picture. So that's very yeah, that's Bruce Lee So this is that when you are stars, Hong Kong So it's from there It's the last one incremental group discussions So this is a very interesting Phenomenon that I noticed when I just attended the team I do a lot of one-on-ones with my team because it really really works for me So I start talking to the team. So when they started work talking to each person Everybody gave me feedback and they told me what is working not just not working this out bashing agile I just listen patiently to all of them I had my own list of things that I have to talk in a group discussion. So I just pull it all I just call all the managers. I call the director. I call everyone now I ask the team members guys just go tell what is your problem trust me There's not even a single person who told me there was a problem. I was shocked. You know, I was like, okay What is happening here? So then I realized that the part about hierarchy and harmony plays a very important role here And also about relationships. It's I'm not saying that the manager is a bad person I think somebody told me yesterday how often managers are looked at as some kind of entity But that's not the case. It's always co-creator relationships. Just give them a chance You know, just speak your heart out. You will not know what is going to happen later, right? So what it did was I just started talking to my teams and I just told them I started doing incremental group discussions Instead of doing everybody together first I did with one two people then I slowly increased it to three four five six and I started noticing behaviors I started saying, okay, what is happening every time I add a new person into the team So in a way, it also helped me identify problems. You know, there's always the power dynamics which plays in the teams So it really helps you figure out where it comes from All right. So finally, this is for prosperity against another two guys are sat through and endured my conversation or endured my discussion here So this is for you. It's called box. It's it's called another word, which is a sign of prosperity in any Chinese culture So that's pretty much. So If you just look at it, I haven't speak about what exactly I did I'm not even going to talk about what I actually did an assignment because that is not what it is because we all have been doing it If I have to quickly run you through the kind of things that we did after this once I had set the context with the team Obviously, I did a lot of things with the team because the major problem that I've noticed in the team was on pacing on user story slicing and obviously on testing So I have to work on these three parameters on different kinds of trainings and you know awareness exercises Which obviously most of us would know so I'm not gonna run through it as well as the results are concerned I was pretty happy with the results because Like I said, they these guys they listen actively and in first once friend They could actually show me zero defects friend. I was very very impressed with what they did I was mightily happy because you know, all we did was like just two months It was just a very small assignment, but I could actually show the cells in too much I'm not just saying it has to be like that, but it kind of tells me so much about How much they listen to you how actively how seriously they take whatever you're saying I was very very happy with exercise By which what I mean to say is what I want to convey, you know If I have to summarize and say what is the message here the messages It's not necessary that you have to change everything about the culture There are always elements that you can pick and choose so here in this case The only aspects that I have to work on was the hierarchy part and slightly on the relationship part because they should be open about their conflicts and Talk to each other. It's okay. If you're gonna say bad things, but say it in a nice way be extra nice That's pretty much So those are the things I wanted to change But otherwise there were a lot of values that I was gaining based on the other aspects as well because the networks They had that was valuable. So you don't have to change everything. So be Wise here, you know, just pick things that really make sense and then modify only those things just before I close Again, this is from Linda's talk these guys in this particular team like Linda said they have food together And this was one of my first initial observations I told the managers and I appreciated them for doing that because it's very important that you have to recognize good things They have food together and they talk about work All the team it was a very small team. So there was an auntie who's to come and cook food for this color auntie I really liked it. You know, it's not even like some lady or something. There's a color as auntie So they used to come and cook food for the entire team. I think it's the moment It's one of the best things that you can expect from an entire team. So that's from me any questions. I'm done Thank you Very good question. So this point is connected with the first point where I said be genuine It's not just about being nice and extra nice but being genuine about what it is So don't give them gifts every day. They know you're faking it So just go and give it to them and they have done something when you know that they have achieved something It's almost like an incentive, right? But not in a bad way, but it has to come from within just do something Especially personalized gifts. I think it makes a lot of sense. I don't have the picture with me right now But this is something I do with my teams every time I finish my assignment. I always give a personalized gift to them It's not like something I buy from a store I like say one of the favorite codes that I have is like Mary Poppendake once said lean be with you So I think that's very very powerful for me. It's a very powerful affirmation So most often I have actually created a poster for my teams with a mush which says lean be with you I just keep these as a memoir to them. They can just have it with them So try creating something like that and it has to be genuine You will not put your heart and soul into it. You will not make an effort to do something If it is just going to be for the heck of it. Did I answer your question? But all right, fine. Any other questions? Anything else? All right, so thank you so much guys. I'm sorry about the presentation again