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Join NABR in partnership with Corp! Magazine for our CEO & Executive Thought Leadership Series, where Jennifer Kluge sits down with C-Suite Leaders to get their insight and expertise.
NABR is a service organization igniting greatness in companies and their people.
00;00;00;05 - 00;00;10;13
Jennfer
All right, everyone, welcome back. This is Jennifer Kluge for our next CEO Thought Leadership series. And with us is Jason Global. Hello, Jason.
00;00;10;19 - 00;00;12;23
Jason
Hello, Jennifer. How are you this morning?
00;00;12;27 - 00;00;39;04
Jennfer
Good. It's good to see you again. All of a sudden I'm craving a corned beef sandwich. I don't know why. Well, let's get started. I had the pleasure of introducing you, you, running a five generation, family owned business, known as America's oldest corn beef specialists. And you made some recent acquisitions. One was the, processor, and the other was,
00;00;39;06 - 00;01;02;12
Jennfer
Produce specialists, including some pickles. Yum. And, I know you because you're a best and brightest company to work for here in our headquarters area. Which is metro Detroit. So. Welcome, welcome, welcome. So, Jason, tell us a little bit more. I mean, you've been in business for 130 years. Family owned business years. That's a lot of responsibility.
00;01;02;12 - 00;01;11;22
Jennfer
Making it to fifth generation. Tell us a little bit more about your business. And, what do we need to know about, the products that you have?
00;01;11;27 - 00;01;45;24
Jason
Well, global is in the business, of of fine deli meats. And we have, obviously been doing that since 1883. We have, one of our biggest specialties has been corned beef, and, we, we produce under the global brand. Take it home and boil corned beef distributed nationwide through stores like Walmart and Sam's Club and Publix and and and others.
00;01;45;26 - 00;02;10;12
Jason
And then, we have, we have a wide following throughout, in the restaurant side of the business as well. Through major all the major restaurant distributors like Sysco and us and Gordon Foodservice and and and the like. Right. You know, we, we we also teamed up with Sy Ginsberg about five years ago.
00;02;10;15 - 00;02;39;19
Jason
And, it's really been a terrific team, you know, teamwork, effort. Sy, loves being a part of of what we're doing, and we love being a part of what he's doing. And together, we're bringing, True Deli back to America. You know, the deli tradition in a deli, restaurant, Jewish style deli restaurant has been, on the decline.
00;02;39;19 - 00;02;48;28
Jason
And we're working very hard to restore, to prevent that decline. Restore and to rebuild. That's.
00;02;48;28 - 00;02;49;21
Jennfer
Exciting.
00;02;49;26 - 00;02;52;08
Jason
Amazing tradition in America.
00;02;52;11 - 00;03;16;25
Jennfer
That's exciting. You'll have to keep us in the loop on how that's going. And maybe in a few months, we can circle back and and see what developments have made that. That makes me feel good. And you're bringing back traditional deli. That's fantastic. When you and I last spoke, a few months ago, you told me about a book, leading America back to work, reimagining today's workplace.
00;03;16;27 - 00;03;20;00
Jennfer
So tell me, you you wrote that book, right?
00;03;20;03 - 00;03;20;25
Jason
Yes.
00;03;20;27 - 00;03;36;22
Jennfer
And tell me what inspired you to write the book, and then we'll talk a little bit more about the messages that you want to, get across and make sure our, our audience today knows, the lessons that you've learned and shared with them. So tell us a little bit more about that.
00;03;36;26 - 00;04;09;24
Jason
Sure. The you know, it was inspired by, a in, in a situation that occurred to us our a challenge. We had a visit by ice, and, the immigration, service folks, you know, and, they did an audit of our facility. And at the time, we had, what ended up is a number of, undocumented workers.
00;04;09;26 - 00;04;35;24
Jason
And in the end, you know, we had everything. Our paperwork was right. We had the I-9 and all that, but, bottom line is, they weren't real. So although we weren't penalized for that and any, you know, we lost 50 very talented. Highly trained meat meat cutters. And it's a unique skill that is, not easy to replace.
00;04;35;24 - 00;05;04;10
Jason
So, we had a desperate situation on our hands. This is about over ten years ago, and, we had to figure out how to re reinvent what we do. And, that was part of the, the, the big inspiration, because in our business, it's unforgiving. I mean, if we're not delivering product, they will go on to another, you know.
00;05;04;17 - 00;05;33;02
Jennfer
It's very cutthroat. It's very cutthroat. Your industry. It's just that, yeah, that was almost very similar to what people have gone through in the pandemic. All of a sudden there's this emergency and you need to react to it. And plus that particular example, all the emotions involved in it and the change in culture and the frustration. And I'm sure you care deeply about those 50 individuals that, you had on your team.
00;05;33;02 - 00;05;54;02
Jennfer
So it's tough stuff. It's tough stuff. So what is the message? You and I chatted a little bit about this before, but you had mentioned some pillars, that you referenced. Can you kind of go through those pillars with us and in a little, 32nd overview of each, pillar in the book?
00;05;54;04 - 00;06;25;18
Jason
Sure. Would love to. And what it helped us to do is to really say, wait a minute. We have, we have a lot of people here, in Detroit that, that are looking for great opportunities. And how can we craft an environment that's welcoming to everyone? You know, today the buzzword is the, you know, diversity, equity, inclusion.
00;06;25;20 - 00;06;56;25
Jason
And, you know, it is a it is an amazing and laudable, endeavor and important, but it just can't be a slogan. And it's not just, you know, checking some boxes. What we do, is how you actually get there. And I want to share with you briefly here is, and that starts the five pillars are number one, it's a revolutionary process of recruiting.
00;06;57;00 - 00;07;56;27
Jason
Number two is on boarding. Number three is, supervision. Number four is evaluation and guidance. And number five is, job, redesign. And, we could impact each each one of those. The final one, the job redesign is, is really finding ways to break jobs down into components so that it makes it, easy for people to, to learn, you know, even Elon Musk has said what one of his seven principles, is they disallow, acronyms and code words as part of, you know, the, the speak, at their company because they don't want new employees to have to carry a glossary of terms to try to figure out
00;07;56;27 - 00;08;36;14
Jason
what the older employees are or the longer term employees are saying. And, subconsciously, some people use that as a, as a, as a mechanism to protect, you know, the employees that have been here longer. Yeah. They don't want the new employees to learn because then they make might make them look bad or they're they're afraid they shouldn't be afraid, but they are so what what we do is with with breaking things down into components, and throughout this entire process, whether it be the and it's like channeling our inner Henry Ford, you know, is.
00;08;36;14 - 00;08;49;15
Jason
Yeah. What did you think about it over 100 years ago? And if he was alive today, you know, he'd be he'd slap us for being because we don't do this enough, right? He wasn't the nicest guy always. But you know, you know.
00;08;49;20 - 00;08;51;21
Jennfer
That's a that's another story, right?
00;08;51;23 - 00;09;24;01
Jason
Yeah. But you know, he was he was driven. And and the bottom line is that we can find ways to break things down to quickly learn a whole new way of doing things. And there's still amazing opportunities in each and every, every industry to do that. Yeah. We even scratched the surface on how we can further break things down to allow people to do more quickly.
00;09;24;03 - 00;09;34;22
Jason
And it's important that they're able to quickly learn and adapt to find if they have a passion for what they do. But it's that's on that back end of it. The first.
00;09;34;24 - 00;09;59;18
Jennfer
Connection I jump in here, though, because you said something very important. People get, for lack of a better word, lazy because it's easier than to continuously reinvent their organizations and companies and, you know, it's very similar to Blue Ocean strategy, what you're talking about and blue ocean strategy that you always say you need an emergency to get to the next level.
00;09;59;18 - 00;10;19;05
Jennfer
And you had your emergency, you lost 50 of your meat cutters. Let's go back to that for a second. How did you replace them? So this book came from that situation. So how did you replace them? You said you really worked on, finding candidates that needed jobs. So how did you find them? How did you train them?
00;10;19;05 - 00;10;21;18
Jennfer
How did you get those 50 spots filled?
00;10;21;22 - 00;10;51;03
Jason
Well, for years and years we we tried to see if we could automate the process of trimming briskets. It's, so far that's not that's not even close to something we're able to do yet with technology. Certainly. So what? We used to trim a whole brisket, and it would take 4 to 6 months or a for an apprentice to learn how to properly trim that product.
00;10;51;05 - 00;11;21;28
Jason
That just wasn't even possible for us. We didn't have that time. So what we did was we broke down the trimming of a brisket into eight separate steps. And it seems so obvious now, but it really was revolutionary to the way we do it or anybody does this product. And we're able to, you know, by doing that, each person just focused on one step and then passed it along.
00;11;22;01 - 00;11;52;29
Jason
And before you know it, within two weeks we could have someone up and running. So wow. From 4 to 6 months down to two weeks to get, to get, reinvention proficient in that by reinventing the way we do it. And, now people think, well, if if my job is just is is more focused, am I fulfilled that, that fulfillment?
00;11;52;29 - 00;12;18;20
Jason
First of all, it's never that simple, right? Everything you can take to, just another higher level in detail. I'm passionate about racing. I don't I'm not in motorsport Motorsports. But if if I was afforded the opportunity to change the tire, the pit crew, the Formula One racing team, I would be all in on that.
00;12;18;26 - 00;12;29;01
Jason
And yet that seems so focused in particular. Right. But why? Why am I excited about it? Because I'm part of a great, a greater thing, you know?
00;12;29;03 - 00;12;49;17
Jennfer
Right, right. And that's where culture comes in. That's where feeling like you're part of a family that's about taking care of your people. So when you had to, to make that job, that one person job, and you put it into eight steps and to take out the boredom or that's not a good word, but to to make it interesting, that's where your culture came in.
00;12;49;17 - 00;12;57;26
Jennfer
So let's shift gears, because, family businesses are a different breed. You're fifth generation. How many family members are in the business?
00;12;58;01 - 00;13;08;23
Jason
Well, I kind of I say when people ask, how did we get to this, to this time period? I say, I kind of cheated.
00;13;09;00 - 00;13;11;11
Jennfer
So what is cheating look like?
00;13;11;11 - 00;13;28;13
Jason
Tell us about, you know, if you, What what's so challenging in family businesses when you have, you know, first your first generation starts it out and then siblings take it over. And now then you turns into cousins and then it turns, you know, I mean.
00;13;28;15 - 00;13;33;25
Jennfer
Yeah, yeah. Second cousins, third cousin and cousins once removed.
00;13;33;27 - 00;14;01;21
Jason
You know. So that's where that's why family business can fail. In our particular case, you know, my great grandfather had three sons, only one of them, which, had a son that wanted to carry on the business and, that that was my father. So then it kind of went from, you know, 1 to 3 brothers and then back to one just just by faith.
00;14;01;23 - 00;14;35;05
Jason
And then, and then I ended up, buying out, my parents, in the mid 80s, and we were, we were struggling a bit as a company at that time. And, we had a work workout and, took it over and had built it, up since, what what I am passionate about is let's not this isn't in the book itself, but is how to bring family businesses forward in a completely new way.
00;14;35;08 - 00;15;03;10
Jason
And I, I had, the luck of stumbling upon that at, the entrepreneur of the year conference. In, in Palm Springs, where I learned about the Hirsch and family down in, the Tennessee Valley area that operates amusement parks and their motto is family owned forever, professionally run nice. And so there they have the ownership.
00;15;03;10 - 00;15;16;29
Jason
The family is, family council. They're not even on the board or interesting. And, the board represents, they represent they're the owners. But as a family member, you can't sell your stock.
00;15;17;01 - 00;15;46;01
Jennfer
Yeah. Let me clarify that for, some of our our viewers that don't know about family business is usually in the family business. The family is the board. And that's where all the tension and, lack of better word drama comes in. And so this model is quite ingenious because you hand the board the real board, and then you have the family council that probably takes into effect with the, the board wants and, and vice versa.
00;15;46;01 - 00;15;47;22
Jennfer
So varying. Genius.
00;15;47;23 - 00;16;17;19
Jason
Yeah. And it's the family constitution that set up which, which outlines the rights and responsibilities, and of the, of the family members on the family council, and they focus on, you know, sustainability and philanthropy, and they, they do share in dividends. But, other than that, the so it's a third, I would say, because family businesses, are are over the long over generations are usually doomed to fail.
00;16;17;21 - 00;16;43;15
Jason
Yeah, yeah. With this model, they're not the only other alternative is either public, right, right. Or private equity, which is, which is its own kind of a thing. And, I've talked to this about a lot of people and, you know, in the banking level and, and in planning and it's surprisingly how how, you know, unknown this concept is and right.
00;16;43;18 - 00;16;46;29
Jason
I, I, I would love to I'm working on another book.
00;16;47;01 - 00;16;50;06
Jennfer
I was just going to say you have to read another book. I feel like this.
00;16;50;07 - 00;16;51;18
Jason
This is the fifth.
00;16;51;18 - 00;16;57;15
Jennfer
Generation. The question for you, Jason, is there going to be a sixth generation?
00;16;57;17 - 00;16;58;26
Jason
Oh, absolutely.
00;16;58;28 - 00;17;00;24
Jennfer
Yeah. That's great.
00;17;00;24 - 00;17;13;09
Jason
Yeah. But I, my oldest daughter is married and, and then, I have a son and daughter. We're both engaged, so, we're heading in the right direction.
00;17;13;09 - 00;17;14;05
Jennfer
So it sounds like you have a.
00;17;14;12 - 00;17;17;10
Jason
Very hopeful future. Grandpa.
00;17;17;12 - 00;17;44;03
Jennfer
That's great. Congratulations. So let's shift gears, again, you know, your industry is what I. I personally like to look at your industry, manufacturing and food industry as, a leading indicator. Now, we know. We know what's going to happen pretty quick. So for other CEOs listening now and they're in different industries, there are so much going on.
00;17;44;08 - 00;18;01;00
Jennfer
You know, the whole industry has been through a lot in the last two and a half years. What are you seeing now, and are there any industry indicators that we all should know about so we can plan and prepare our businesses for the next six months?
00;18;01;03 - 00;18;15;09
Jason
Sure. Well, that's a that's a tall order that question right now. I appreciate you even, asking me that because but I, I wish I knew I wish I could see the crystal ball.
00;18;15;11 - 00;18;17;10
Jennfer
Yeah, I know crystal ball.
00;18;17;13 - 00;18;54;19
Jason
That I'd have to say. And I think anybody being reasonable would admit that we're heading into, a very challenging time where we've done some radical things, economically, and some, some forged some unforced errors, you know, you know, we have to decide this this debate on energy has to be decided. I mean, and, you know, if we're going to just, you know, throw caution to the wind and go towards, you know, all sustainable all at once, or are we going to take a measured approach?
00;18;54;19 - 00;18;59;15
Jason
And, right now it seems to be all at once. And that's causing obviously.
00;18;59;15 - 00;19;00;28
Jennfer
Causing disruption.
00;19;00;28 - 00;19;05;19
Jason
A lot of disruption and, and energy is clearly, you know.
00;19;05;24 - 00;19;09;03
Jennfer
Yeah, it's important. We all need it now. You know.
00;19;09;06 - 00;19;26;15
Jason
Deal with it whatever industry. So it sort of affects everything. That's a huge issue right now. And we need to we need to, be to return to balance the debate about that. We we don't really have enough open, balanced debate in that area. Yeah. So,
00;19;26;17 - 00;19;43;19
Jennfer
I was in a room with, CEO last week, and that was the topic is, the regulations in, in gas and coal industry and, and the movement towards, clean energy. And the best way to do it, what is the best way to do it?
00;19;43;20 - 00;19;54;29
Jason
Nobody ever green wants to clean and back. You know, in the end we all the endeavors of everything we do are simply for the fan. Yeah. About you know, that.
00;19;55;04 - 00;20;09;06
Jennfer
Chain Jason has the supply chain. We have, other, best and brightest, companies out there that are in the food industry and they're sourcing the ingredients right now. It's been a challenge. Are you finding any of that?
00;20;09;08 - 00;20;39;00
Jason
Yeah, certainly. And, you have to be extremely, creative and adept at navigating, to make sure you, you can even rock. I mean, and many people are are reduced by it. Part of it is, you know, and so one of the things I talked about that happened in the pandemic as a result, is of everything that occurred is what I call PTSD.
00;20;39;03 - 00;20;39;27
Jennfer
Yeah.
00;20;39;29 - 00;20;54;08
Jason
And I believe that a significant part of the population, not just of the United States, but of the world is suffering, dramatically from PTSD. And it's a.
00;20;54;08 - 00;20;59;29
Jennfer
Burnout, leadership burnout, employee burnout, wellness and wellbeing anxiety, all of.
00;20;59;29 - 00;21;28;03
Jason
Anxiety piece. That's the greatest. And so people would think, you know, well, wait a minute, how can you compare that to to a soldier in battle, somebody who who'd watched horrific things happen, maybe their their fellow soldiers get, you know, blown up or whatever and witnessed some that tragedy, that extreme trauma and that that can handle the tremendous effect on our psyche no matter how strong you think you are.
00;21;28;06 - 00;21;57;04
Jason
Well, the same thing happens in little bits over time, like as they call, you know, the, the traditional Chinese water torture where. Yeah, you know, it's just a drip on the forehead. But it turns out if you do that for 48 hours straight, you will literally go mad. And, the same thing happens of two years listening to the media talking about how many people are dying of Covid.
00;21;57;06 - 00;22;24;13
Jason
Yeah. If you do that to people sustainably over that period of time, they become dramatically affected as a result. We have a lot of people who are not returning to work worldwide. And you just in the end. So why anybody would be even even, shocked at this is beside me. Like, to me, it's as obvious as, you know, day and night.
00;22;24;15 - 00;22;30;23
Jason
We don't have people back to work, and it's done.
00;22;30;28 - 00;22;34;03
Jennfer
Burnt out. They. It's time to rest.
00;22;34;05 - 00;22;45;12
Jason
Yeah, yeah, I'm mostly broke down, but but unfortunately, they're the people who have to make things so that everything that we need isn't getting made. So this is an economic crisis. That's what that is.
00;22;45;15 - 00;23;07;16
Jennfer
And we talk a lot about this, Jason, as far as talent, the talent shortage, during the pandemic, people couldn't come in from other countries to work. You had moms that needed to stay with the kids. You had, people close to retirement that weren't blaming. I'm retired, said I'm done. I've had enough. And out they go, which was the big population.
00;23;07;19 - 00;23;32;02
Jennfer
And, it's it's just been an interesting ride. And then you had you have leaders that, had to deal with fear of life in the workplace that never had to deal with that before. It we we should all just pat ourselves on the back that we, we got this far. And take a moment to appreciate, thriving businesses despite that.
00;23;32;05 - 00;24;05;21
Jason
And so let's circle back to, how to how to, go forward, okay. Because we can talk about what what we are, what what we went through and how we were there. But in going forward, this book is more important than ever because we're struggling for resources. What what employees are realizing that, you know, they want to work at a place where they feel fulfilled.
00;24;05;23 - 00;24;39;26
Jason
And this goes back to that, that statement and how we create that culture without creating a culture. There's no way forward for a business right now. Right? I mean, that's it. And I and I whether you use the the principles in my book or there's other there's other great ones out there, don't you know, don't get me wrong, but I'm not, but you need to have a guide to, to do this, and you need to take it seriously or you will not be able to go forward, in the next several years.
00;24;39;29 - 00;25;06;11
Jason
I absolutely that and I also particularly I think that's going to be a permanent thing because people know better, they want to be part of something. So remember me talking about the analogy, being on a formula One race, team or sports, right. Why do people work so hard? What sports is the thing that people can relate to that has a noble mission is noble mission is winning.
00;25;06;14 - 00;25;31;28
Jason
And of course, if you make it to the big leagues, you also get a big payola, right? That every every young but not every but many young people dream of being a superstar athlete. Right. And so the question is, is that the only way? How do we create that same feeling in each and every job? Because we are all superstars.
00;25;32;02 - 00;26;02;23
Jason
And unfortunately, the leadership does that lead to an inadequate job of identifying that? I use the example of even, let's say, window washing and every job, every every I should say, every organization has to have a noble mission. So even if we have a company of something as seemingly mundane or menial as window washing, which I happen to think is, a great thing.
00;26;02;26 - 00;26;11;25
Jason
What our mission is an example of a mission is we help those of us inside see God's beautiful world outside more clearly.
00;26;11;28 - 00;26;12;23
Jennfer
Nice.
00;26;12;26 - 00;26;34;29
Jason
So that's an example of a very noble mission. But let's say my job on that team was to do to install the little rubber strips on the squeegees for the squeegee teams. They don't want anybody but me doing it because I'm the best in the world in installing that, because when I put it in there, I make sure it's taut and it's trimmed.
00;26;34;29 - 00;26;49;00
Jason
Is it? I put a little tight, little fine trim with a razor on the edge. So when they use it to squeegee the window, it's it's streak free the first time and it makes their job twice as easy.
00;26;49;03 - 00;26;51;23
Jennfer
They make the world sparkle more so.
00;26;51;23 - 00;27;23;12
Jason
Exactly right. So you see how each and every the every step of the way depends on each other. We're all leaks in a chain. But but but most people aren't aware of it. And because they're not aware of it, they don't understand the critical nobility of what they do and how important they really are. Right. And and that is explored and in great detail in this, in, in the book and how to, how to get there, in each step of the way, how.
00;27;23;14 - 00;27;24;01
Jennfer
You.
00;27;24;03 - 00;27;32;17
Jason
Think it all it swims, all these concepts, those five pillars swim in the amniotic fluid of a culture of respect.
00;27;32;24 - 00;27;40;27
Jennfer
And that's why your best and brightest company work for right there. You just described it beautifully. How can people get your book?
00;27;40;29 - 00;27;55;12
Jason
Well, it's available on Amazon in in printed form and on audible. And for those who prefer to listen in the car or. Yeah, or whatever, or just sitting at the beach.
00;27;55;14 - 00;28;21;12
Jennfer
Well, let's do this. Jason, you've you're such an inspiration. I it's so wonderful to be chatting with you. Let's take off your CEO hat for, for just a second. And let's what? Let's do what I call rapid fires. Get to know you as a human. Because I think that's, that's an issue within our cultures to people look at people by title versus them as humans, especially leadership.
00;28;21;14 - 00;28;30;04
Jennfer
So let's talk about you as a human. What is your favorite meal or food outside of pickles and corned beef, I might add, I.
00;28;30;07 - 00;28;33;20
Jason
I didn't know there was another meal. Was your I cook for you.
00;28;33;22 - 00;28;37;17
Jennfer
Good for you. Oh, gosh. Any hobbies? Do you have any hobbies?
00;28;37;21 - 00;28;51;12
Jason
I do, I love boating, and I do. I love reading, of course. And, and, you know, especially I, I, I'm not good at golf, but I.
00;28;51;12 - 00;28;52;19
Jennfer
Do enjoy I.
00;28;52;22 - 00;29;02;24
Jason
I, I like that. Well, you know, I enjoy, I joy, you know, the camaraderie. And, yeah, that's, that's about it.
00;29;02;29 - 00;29;04;24
Jennfer
What do you do when you first wake up?
00;29;04;26 - 00;29;13;20
Jason
It's a good question. Boy, I, I get it. I get a cup of espresso. I'm. I'm up for that espresso.
00;29;13;20 - 00;29;18;06
Jennfer
Being straight to the coffee. Me too. Me too.
00;29;18;08 - 00;29;30;15
Jason
Yeah. And then I, you know, and then I just, I start going through, all the, of course, like, everywhere, all the emails and, and text of things. And I get right into my.
00;29;30;15 - 00;29;31;06
Jennfer
Email spring.
00;29;31;07 - 00;29;52;29
Jason
I get right into my gear, you know, in, in, in, in my role, I don't I, we have a great team and I'm just there as, as support and to be a cheerleader. And so people feel free to, to call me for support and, but and I, I enjoy doing that and, so.
00;29;53;01 - 00;29;57;11
Jennfer
How do you, how do you manage your stress? What things do you do to manage stress?
00;29;57;15 - 00;30;25;15
Jason
You know, so I like to tell people my name is Jason. I'm, I'm a recovering perfectionist. And it's been, eight and a half years since I've had an outburst. So, you know, we can all incredibly, manage stress. What? One of the most inspirational books that's helped me to do that is The Four Agreements by Miguel Ruiz.
00;30;25;17 - 00;30;54;08
Jason
I highly recommend that one. And, you know, there's others. Happiness Is a choice was a great book. And then, but however, you know, finding ways to, to, to not take things personally and to realize that it that you don't want others to live in your head, you you have the control of that and you just have to take that on.
00;30;54;11 - 00;31;17;24
Jason
It's something that you practice over time, and if you do, it gets it. It really gets easier and easier, there's no doubt about it. It's but it's like anything it's a skill. It's learned and you have to learn that skill to do that, especially if you're, in and it varies with individuals. If you're a person who's driven right, you're going to experience stress.
00;31;17;24 - 00;31;21;15
Jason
If you don't manage that and, and and practice that.
00;31;21;17 - 00;31;38;01
Jennfer
Wonderful. All right. So let's end it with with this question. You have 1020 year olds, in a room and they want life advice in, in 30s or less. What advice would you give them.
00;31;38;03 - 00;31;47;29
Jason
Well good one. You know, take your time, work hard at whatever you're doing and what you love will find you.
00;31;48;04 - 00;32;12;22
Jennfer
Nice. Very nice. Jason. Well, thank you again for joining us today. It's been a pleasure talking with you. And and I knew we had to have you on, on our LinkedIn live. When I talked to you last and you talked about culture and Nobel winning in your book. And just congratulations to you on all of your success and keep fighting the good fight.
00;32;12;22 - 00;32;24;05
Jennfer
And I would love to circle back with you in several months and see how everything's going with you. But congratulations again. It's been wonderful having you, and thank you for all your words of wisdom.
00;32;24;07 - 00;32;47;20
Jason
Oh well, thank you so much, Jennifer. You you have a great passion in what you do as well. And and what this organization does to help companies. You're helping companies to become better at what they do just by celebrating that. And, that's, that's that's a beautiful thing and a noble mission. And thank you.
00;32;47;22 - 00;32;56;17
Jennfer
Thank you. That is indeed the way we do it. We do it to make lives better. So thank you so much. It's been wonderful having you. Everyone have a good day.