Practical Wisdom for Leaders with Scott J. Allen, Ph.D.

Dr. Flo Falayi - Leadership Redefined: Balancing Performance and Transformation

• Scott J. Allen • Season 1 • Episode 266

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Dr. Flo Falayi, a Senior Client Partner at Korn Ferry, leads leadership and executive development within the Advisory practice, CEO/C-Suite Accelerator, and Succession team. He focuses on executive development, coaching, team effectiveness, and inclusive leadership programs to align with strategic priorities and enhance satisfaction, motivation, and retention.

With 28 years of experience, Dr. Flo helps organizations execute strategy through effective leadership development and coaching. He has held P&L responsibilities across HR, Business Technology, L&D, and Training in global organizations.

Dr. Flo Falayi brings a global perspective from working across North America, Europe, and West Africa. He applies psychological principles to solve leadership challenges and partners with senior leaders on assessments, 360 evaluations, and succession planning.

Before Korn Ferry, he co-founded a boutique firm and was a principal at a global consultancy. A recognized thought leader, his insights appear in various publications, and he speaks frequently on inclusive leadership, hybrid leadership, and coaching strategies.

Flo is married to his college sweetheart, Lande and they have three young men, two in college and a high school junior.

Flo is a YALE scholar, holds a PhD in Organizational Leadership and an Executive MBA candidate at the University of Georgia, Terry College of Business. He holds a Master's degree and a Bachelor's degree in Computer Information Systems, and a Bachelor's degree in Architecture. 

Dr. Flo is an accredited coach (ACC) certified by the International Coach Federation (ICF) and a member of the American Psychological Association (APA), Change Management Professionals (ACMP), Project Management Institute (PMI), and the Forbes Coaches Council.

A Quote From This Episode

  • "Enterprise leaders have to be able to perform and transform the business at the same time."


Resources Mentioned in This Episode

 

About The International Leadership Association (ILA)

  • The ILA was created in 1999 to bring together professionals interested in studying, practicing, and teaching leadership. Plan for Prague - October 15-18, 2025!


About  Scott J. Allen


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Note: Voice-to-text transcriptions are about 90% accurate, and conversations-to-text do not always translate perfectly. I include it to provide you with the spirit of the conversation.

Scott Allen  0:00 

Okay, everybody. Welcome to the Phronesis podcast. Thank you so much for checking in wherever you are in the world. Today, I have Dr. Flo Falayi and he is a senior client partner advisory practice with Korn Ferry. He leads the leadership and executive development within the advisory practice, CEO, and C-suite accelerator and succession team. He focuses on executive development, coaching team effectiveness, and inclusive leadership programs to align with strategic priorities and enhance satisfaction, motivation, and retention. With 28 years of experience, Dr. Flo helps organizations execute strategy through effective leadership development and coaching. He has helped P&L responsibilities across HR, business, technology, L&D, and training in global organizations. His full bio is in the show notes. Dr, Flo, thank you so much for joining me today. It's good to be with you. What's not in your bio that people need to know about you?

 

Flo Falayi  1:00 

Oh, my goodness, Scott, thank you for a wonderful welcome, and glad we're finally able to make this happen. 

 

Scott Allen  1:08

Yes.

 

Flo Falayi  1:08

As you know, we've been trying to find the right time, the right date, and I'm glad we finally landed on that. I'm really excited to be here. And I think you did cover it all, to be honest. In terms of my bio, there's a lot behind some of the bullet points, and I could double-click or share more as we go on. But I think one thing I'd like to just quickly call out is I'm a lifelong learner, and so you see that I've actually had the opportunity to touch different disciplines and be in different spaces all In service. Continue to add value to the development of leaders, the support of organizational objectives, and also for my personal growth as well. So, thank you for having me.

 

Scott Allen  1:49 

Well, yes. The background in computer information systems, which I think is absolutely incredible. You have coaching certification through ICF, a member of the American Psychological Association. I love the interdisciplinary lens within which you are exploring this topic.

 

Flo Falayi  2:09 

No, you've called out… That's one of, I would say, if I look back, I look at how things are laid out, and I would say that's definitely one of my superpowers in that I bring that multi-diverse, interconnected viewpoint to a good number of conversations. In addition to that, I must add that I've also had the opportunity to have lived and worked in three different continents. And so, often, I'm also able to provide very distinct and also rich global perspective in some of the subjects that we deal with on a day-to-day basis. And not surprising, we're living definitely in a connected world, and it's like we're all playing in the same village. So, I feel like that my background has equipped me, or is equipping me to do at least the work that I do in this space.

 

Scott Allen  3:02 

Well, what I'm really, really excited to hear about is just what are you seeing from your purview. As you're working with leaders, what's kind of on your agenda? What's on your radar? What are some themes that are bubbling up for you? 

 

Flo Falayi  3:18 

Yeah. That's a great question. And coincidentally, we did a survey at Korn Ferry where we looked at the top five leadership trends that we believe will shape 2025. And I'll just quickly touch on the heading, and then I'll do a quick summary of maybe key areas that would challenge your listeners to lean into as they look into the new year. Without a doubt, I think technological advances and the AI revolution is definitely one. No doubt. So, we're seeing leaders and organizations really pulling in the direction of elevating the proficiency level of not only the leaders, but also the employees and the organization as a whole, in terms of the usage of it, the governance, the applicability to business, all of those key elements around technology. Secondly, we also realize the need for leaders to be able to, as it were, walk with everyone and everything. In many cases, often you find a leader that is able to leverage the call. A few things like the 80/20 rule might be at play in many cases, but we begin to challenge leaders, not only to look at just the 80/20, to really start to expand that, both in terms of what we call the go-to people, the people that they call, in terms of the resources. And how do you do it as a leader? It requires some degree of inclusive leadership ability and mindset. So, that's definitely number two. Number three, it's really leaning heavy, especially for leaders in this season and this time, leaning heavy into how do we elevate the type of leaders that we're creating? How do we ensure we give space, time, development to those leaders as well? Just realizing that we've got leaders today, managers, leaders, anyone who's a people leader, we've got leaders today who might be managing teams in different places, different time zones, different skill sets, and how we led pre… I would say, pre-COVID is not how we will lead post-COVID. What worked in the past, and we see many organizations that we're working with and helping to elevate their pipeline and their throughput around leadership, is that they still have done legacy, what we call that pre, maybe four years…That was actually good at the time, but those models need to be tweaked to accommodate for what’s top of mind today. So, definitely a big, big, big opportunity. And I think that segues to the fourth one, which is around agility. How do we build that agile leadership capability where you can manage in the middle of the uncertainty, and, I would say, the chaos that exists without losing stint, and, at the same time, you're also able to add significant value? And then the last piece is just for leaders to continue to hone in and focus significantly on trust. How do you build, nurture, and preserve trust amongst the team, amongst the contract between you as a leader and your staff or your employee or your organization? So, those are kind of like the top-line issues, I would say. Happy to go deeper if you want any that you think will resonate the most with the audience on this topic.

 

Scott Allen  6:59 

Let's talk a little bit about trust. I think something I'm witnessing, and I don't know if you're seeing the same thing, but it seems to be that we are so focused in this kind of churn that the churn of the organization can just sweep us up. And if we are not really, truly intentional… It was Stephen Covey, he had a time management matrix and I think it was that quadrant to time; important but not urgent stuff. If we aren't mindful… I hear leader after leader say, “I'm just on Teams after Teams after Teams call.” No one's pausing, saying, “How are you?” It's, “Go, go, go, go, go.” And it's hard to build a relationship and build trust if we are just in that churn and not systematically carving out some time to say, “Hello, how are you? What do you got going on this weekend?” And really pausing and being intentional about some of that work. Because, yeah, building trust, navigating and leading in this new environment to work from home, or work from anywhere, or work two days a week or three days a week, or Mondays and Fridays, or whatever it is, it's different, but the need is still there. That human need is still there. Wouldn't you agree?

 

Flo Falayi  8:14 

Absolutely. And you've captured quite a tension that exists today. One of the things I do say is that sometimes these type of tensions are not the type of things that you solve and then move on to something else. You manage it, you solve it, you resolve it. It breaks, you stay with it. It's managing the trust responsibility that comes with leadership. I think, to some extent, and if many leaders and organizations are a bit honest, there's significant low trust across the board. And I think it’s a combination of sometimes I think the employees and team members want certainty, and leaders are unable to provide that. Because, again, to some extent, you just don't know. So, how do you say definitively something is going to happen when you just don't control all the variables? So, it is actually the reality of business, reality of living today to say there's such invariables that are beyond our control. For example, case in point, geopolitical challenges, tensions even across different parts of the region, the world, are things outside our control. But if you're a leader in the supply chain industry, for example, that is a distinct constraint that you have to monitor, and, at least focus, on to ensure your business runs. I share to just really amplify this desire people have around certainty. And one of the things that we call out, and we definitely are intentional about, we are helping leaders, is lean less into trying to provide certainty and focus more around providing clarity. And what does that really mean? When you’re talking about dealing with clarity, it’s to say, A) Have a fair sense of what the variables are, or what the next series of steps are. And I can only communicate with certainty with regards to those items. Next month, I don't have those control, but I have a process and a system that allows me to evaluate each uncertainty in a way to ensure I extrapolate the certainty to some extent or the clarity that is needed to get us to that certainty. So, I think being able to change the language, and being vulnerable and authentic enough to have that conversation. Again, talent is smart like money is smart. Money will flow in the right direction or the right investment. Talent will flow in the right direction as well regards to value, respect, or what have you, and reward. And so, when leaders really lean, in my opinion, into clarity, that trust that I think is intrinsically low will start to rise because they know that you will tell them what you know, and to the extent that you are permitted or able to share. Again, the idea that leaders will devote every information to their team members or their followers is ludicrous. It is not reality, but you can manage that. And I think that trust element is very key to driving productivity and driving engagement. And when you have remote workers, you have hybrid workers, you have multi-generational folks in the workforce, you've got all this hubris. So, what you can do is to lean into what you can control. You can control clarity. What can you control? You can control being vulnerable. You can control being transparent. You can control being human. And if you bring all those elements, I think it will actually have an impact of trust.

 

Scott Allen  12:05 

I love that kind of framing of ‘what can you control?’ And carving that out and prioritizing that is incredibly important. Something I just keep bumping into, Flo, and I don't know if you're seeing this as well, but it can be easy at times for leaders to kind of externalize. And, “Oh, Gen Zs, they're so difficult to work for,” or, “Work from home, it's just not how…” And, to your point, we need to be agile. And I love your phrasing of ‘talent will flow.’ I think we're being challenged to be better. I think a leader model of the ‘80s, ‘90s, early 2000s of ‘do what I say,’ bark the order, get people to move in the right direction, et cetera, et cetera, that is broken. And our leaders of today have to be ambidextrous. And if there was a word for a third or a fourth-dexterous, I don't know what that word is but they need to be multi-dexterous. That's what we’ll call it. We'll write an article called ‘multi-dexterity in leadership.’

 

Flo Falayi  13:10 

Sign me on, that’s [Inaudible 13:13]

 

(Laughter)

 

Scott Allen  13:13 

But you know, it's just so fascinating that it's managing these polarities. I need to be vulnerable, but I need to be confident. I need to be all of these, kind of balance these different competing commitments. And I'm not always going to win, but am I intentional about doing so so that I can make the work move forward? Build trust, and be agile, etc.

 

Flo Falayi  13:38 

We’re in an interesting time right now. And, as you can imagine, a lot of people, out of fear they will withdraw instead of leaning into whatever is causing the source of fear. It might be the uncertainty, it might be a lack of control, it might be the expectation from all the different distinct stakeholders around you in your business. And that's why, when we talk about agile, and agility, and inclusive leadership, there's a component of courage that we also call out. In this season, it's very easy to just withdraw into your shell and to just say, “I'm going to do exactly what I've been doing. And then I'm going to burn hours. People disappoint, I will step up and do it and at least we'll get the work done.” The challenge that comes with that is that's not sustainable. It's not a sustainable model. You can't burn out trying to do this work. We have to delegate, we have to equip and build the next generation at the same time. And so, I say all that to say, in this season, there's a need for courage. And the courage is one where you're able to note and create the environment where people can fail forward. Great book by Amy Edmondson around the right kind…

 

Scott Allen  15:03

The ‘Right Kind of Wrong,’ right?

 

Flo Falayi  15:04

The ‘Right Kind of Wrong.’ There we go. And just really creating this space in our respective organizations, and teams, and at home where we have and we give everyone permission to come into those spaces knowing that their mistake is a learning opportunity. Knowing that making an optional, indicating an interest in something, or trying something out, or piloting something is actually commendable, versus staying back and just doing only what you've tested, what is true, what has walked in the path. So, I think there's that piece that would then allow some of this to remove some of this pressure. There is an inherent pressure in the system. And I think one of the things I'm hearing you say, I listened to a few of your episodes on your podcast with other leaders, is we've got to find a way to remove some of that pressure. There's a lot of pressure in the system, how do we take that out? We're seeing heightened instances of mental health challenges that people are having to then deal with on their own. We're having instances of people being overly stressed. We're having instances of people burning out. And I think it's all of these cumulative factors; the fear of failure, the inability to display courage, the worry about being canceled. All of those key social challenges as well is making leaders then be skittish about taking the next few steps. So, I think, again, I say all that to say, for leaders who are listening, you've got to be courageous, and it starts with you to say, “I'm going to be courageous. I don't know it all. I'm going to make mistakes,” and create that space that allows you as a leader to then get grace as well as the other members of team to also have grace given to them as well.

 

Scott Allen  16:57 

Yeah. Because we need, back to Edmondson, if we as a leader are not creating that place of psychological safety for the team to share what they see, to fail, to make mistakes... Again, it's fail small, fail fast, learn, iterate. The emphasis on certainty. If it's a VUCA context, nobody has the answer when it's some of these complex adaptive challenges. No one has the answer. There's no one we can call in the world to say, “Hey, I got this going on. We need to improve market share by 4%, what are the six steps?” That's not a thing. So, we are experimenting and we are learning. And what happens with experiments? Well, there's a level of failure. But, if as a leader, we're not creating that psychologically safe space to have that conversation, to determine what we think is our best next guess, that leader’s flying blind. Right? 

 

Flo Falayi  17:51 

Totally. And if the culture is not one where that leader can be told, “You're flying blind,” that's the double challenge. It's like, one, the leader is flying blind, and then, two, there's no one that can say, “Hey, leader, you're flying blind. And this is kind of what we're seeing as a result of that.” What a miss. Scott, you mentioned something then that I thought it's going to be helpful to maybe just also talk about. You talked about adaptive leadership. And I think if there is a leadership style, in addition to… There's one other one that we call the enterprise leadership model at Korn Ferry, and I'll talk about that in a minute. But with regards to adaptive leadership, it is a language, a framework, a methodology that gives us insights to speak to things that we don't fully control. And often, I think in listening to some of the experts who actually came and wrote about the theory, adaptive leadership applies to anything that involves, to some extent, to most extent, people. When you look at, for example, the intersection of people and technology, the people and AI, people and certainty, uncertainty, scaling, strategy, when you look at people with the intersection of anything, you almost will have an adaptive challenge. And here's the catch. With adaptive challenges, they're not perfect answers. And, oftentimes, we're used to this binary sense around leadership. It's one or zero, it's one or the other. An adaptive leadership is beginning to challenge us to say it's both.

 

(Laughter)

 

Scott Allen  19:35 

Are we in the quantum world now? I don't know. Flo, where are you taking me?

 

Flo Falayi  19:42 

Not by design Scott. Not by design.

 

(Laughter)

 

Scott Allen  19:43 

But you're right. You're exactly right. Say more, I love this.

 

Flo Falayi  19:49 

It’s both. It’s either or. Oftentime, I think we try to solve, we pull one lever then hope that resolves this. And sometimes pulling one level might lead to other downstream challenges. I think the point we're calling out is to say leaders need to be more aware, for example, what it means when you're doing adaptive challenges. And then, two, the tools. I recommend listeners to check it out. Read some great, great pieces of article out of (?Harvard?) on this amazing theory. There are principles around calibrating hits, for example. There are things around dancing on the balcony. Stepping up onto the balcony, not dancing. They're all these principles that allow us to, at least, assess, pause. Because when you have so much haste and speed, your decision-making could be hampered, biased, influenced by recency, by urgency. But that allowed us to say, “You know what? I might not be able to solve it, but let me find a way to manage it until I need to make a decision, a concrete decision.” I think that's a skill that we're seeing leaders also needing today.

 

Scott Allen  21:01 

Yes. And, for listeners, listen to episode 100 with Ron Heifetz, or episode 200 with Ron Heifetz where he's kind of talking about some of this, because you're exactly right. And I think we want to solve, but especially with these adaptive challenges, it's about us chipping away, running experiments, seeing if we can move the needle. And I think, at times, we can kind of get down because it hasn't been a one or a zero, you're just chipping away and we anchor on perfection, or anchor on, “Well, this is the result we want.” No, with these things, it's often slow. We’re chipping away. We're running experiments. We're failing some of the time. We're learning, hopefully, and moving ahead.

 

Flo Falayi  21:46 

Absolutely, absolutely. You're talking about Professor Ron Heifetz. Yeah. He’s the brilliant brain behind that work. And highly recommended, all leaders. There was a piece I want to make sure I don't forget. I mentioned it earlier, and I know your listeners will call us out if we don't do that. They'll send a note to Scott and they talk about, “What happened that I was looking forward to the second piece around that part he alluded to.” And the piece I wanted to just call out is we have a model that we've called the Enterprise Leadership model. And really, it's anchored on what enterprise leaders have to do, which is they have to be able to perform and transform the business at the same time. And when we talk about the perform premise, it's that you're running the business for today. [Inaudible 22:33] you're making sure the lights are on, you’re making sure the widgets that you are creating, the service, the product, whatever it is that you're creating is done efficiently, appropriately, and what have you. But it's also the element of transformation and transforming the business for next year, 2025, and 2030, and 2050. And how do you ensure that the future and the current state are in tandem? 

 

Scott Allen  22:59

I love it. 

 

Flo Falayi  23:00

And there are insights around mindsets and principles that we've actually found through reset that we definitely also challenge our leaders with to say, “There's a way to think about this. There's a way to assess your ability towards this model, and then gaps that you can work on to get you to become an enterprise leader.” I think it's surprising. When we ran the initial survey, only about 13% of organizational leaders we found fall into this band of the enterprise leaders. So, if there's anything, it's an opportunity for all to just think about how do I scale? How do I lead across the enterprise? Now, functional leaders tend to be siloed and very narrow in their scope, but enterprise leaders are looking across the entire organization. And so, I think there's also an opportunity there as a way to manage the true state of things in your organization today. 

 

Scott Allen  23:57 

I love that phrasing. I think we just got the title of the episode ‘Perform and transform,’ because that's, again, one of those tensions. One of those clarities that leaders are navigating is ensuring that we are whole now, and that we are… I almost think of an amoeba. You're kind of morphing into what we're going to be. And again, that's probably somewhat of a slow, methodical process, but is it on our radar? And am I leading that process so that we're relevant, viable, and in the game, three years, four years down the road, right?

 

Flo Falayi  24:34 

Absolutely. Absolutely. And I concur. I love the imagery. In fact, in the model, it's two circles that's connected, so it speaks to this continuous loop. It's like a racetrack that is looping. You're constantly dealing with performance-transform, performance-transform. Sometimes you're 60% in the perform because you've got heat deliverables, but, at the same time, there’s a 40%. So, you're never stopping one for the other, it's in constant motion. It might be 10/90, 90/10, whatever the ratio is. And I think it helps encapsulate what leaders face because it's no longer stationary. It's no longer fixed, it's fluid. So, again, I concur. I love the amoeba as…

 

Scott Allen  25:24 

Moving forward. Yes. That kind of infinity loop, a Möbius strip. It's great. Well, okay, as we begin to wind down, anything else on your radar that you want listeners to have on theirs that you're seeing from your purview?

 

Flo Falayi  25:41 

Yeah. I think people always isolate generations. Say, “Oh, Gen this, or Gen that.” We're challenging… I remember one of my friends, a professor in business school, who was talking about generational categorization. It's an interesting exercise just to help make sense of people. There’s a fundamental need that people have in general, so we challenge leaders to be mindful of that. Now, on the flip side, when we did the survey, because, again, you can band generation by the year, there are a couple of things that came up in our recent research, 70% of Gen Z are not interested in leadership. That's a high number of our next generation of leaders. And the question that we have to ask is why is that the case? Why are they saying they don't care for it? I have my boys, two of them are in college. And then my youngest, a junior in high school. They're Gen Z. And one of the things that if I engage them and ask them why, they're looking at the rewards associated with some of those responsibilities. One, they're looking at the lack of clarity -- remember, we started with clarity at the onset of the program -- that is associated with some of the leadership styles that some leaders have. They're looking at the inadequacy of feedback. They, particularly as a generation, want constant immediate feedback. They want to know how they're doing. Where's the gap? Where's the growth opportunity? Almost on a constant, I would say, weekly, bi-weekly basis. If I look at when I joined the workforce, if I got feedback once a quarter…

 

Scott Allen  27:33

(Laughs)

 

Flo Falayi  27:33 

I knew what I was asked to do, and I did it. In many cases, I looked at senior colleagues to learn from them, and I kept growing and finding my own way. But it's no longer the way that they want to be led and they're asking us… Again, I'm just really calling this out for leaders who are taking the time to listen to the podcast, which is just commendable and great, is that pressure test your assumptions. Ask, validate what you think you know as a leader. And have this constant learning mindset where, as you interact with your team members, you're asking, “How can I support you? How can I equip you? And how can I develop you?” And you're constantly making sure that you ensure that you're meeting each individual at kind of that their level. It's hard work. No doubt, Scott, we're talking about really hard work, but it's also great work, in that, if you do it right, when you do it right, the rewards are generational. So, I just want to encourage the leaders who are listening to make that commitment, but to study, to research, to learn, to get training, get support, as well as just validating and calibrating some of those things that you’re hearing and finding.

 

Scott Allen  28:56 

Yeah. If you have an authentic relationship with someone, some things follow. Trust, you can be vulnerable. So much of what we have kind of discussed today can somewhat… They're going to have psychological safety to say what they think. That doesn't mean that you're always going to have to agree with what they say, or act on what they say, but they know and believe in their heart that you care, that you want to know, that you want their perspectives on the table, in the room and in the space. And, gosh, I love the conversation. I always wind down these conversations by asking what's caught your attention recently. What have you been reading or listening to? Is there something…? It could be what you've been streaming. It may have nothing to do with what we've just discussed. Maybe you're watching ‘The Old Man,’ who knows? But something that's caught your attention, Sir.

 

Flo Falayi  29:54 

That's a great question. The one that's actually been taking most of my attention recently is this book called ‘Calling Bullshit.’

 

Scott Allen  30:06

Hmm.

 

Flo Falayi  30:08

I don't know if you've heard of it.

 

Scott Allen  30:09

No.

 

Flo Falayi  30:09

Fascinating because of its focus on equipping the readers to understand how to synthesize truth from disinformation. And also the challenge that truth has, and folks who are leaning to facts and truth have in a wall of rapid disinformation, and, I would say, falsehoods. In business, in life, it could be in any space. And it's a recommended read because it also provides very strong practical insight for what many people might be facing. I love that it also went beyond just even the cultural landscape, it went into, actually, data, where, in the age of big data, and like we know, we can make data say anything that we want it to say. And it provided just some good insight around correlation, causation, and being able to just really follow the core insight and essence around data. So, great read. Recommended read. And I've been using Audible for a lot of my learning these days. There's another book I'll just mention quickly, it is so good and I love it. It is called ‘The Trusted Advisor.’ In my work, but as a leadership coach, and also a leadership advisor and consultant, being able to just really build, again, that trust, and really highlight the value that we propose and bring to the table in our work. I think those two books would be a great add for leaders. Great.

 

Scott Allen  31:48 

Great. Okay. So, ‘Calling Bullshit,’ and ‘The Trusted Advisor.’ I will put those in the show notes. Dr. Flo, Thank you, Sir. We'll do it again.

 

Flo Falayi  31:57 

We definitely will, Scott. Thanks for having me. I'm looking forward to having you on my podcast as well. So, stay tuned, it will happen very soon.

 

Scott Allen  32:06 

Oh, that's awesome. Okay. Be well. Thank you, Sir. I appreciate it.

 

Scott Allen  32:10 

So much fun to meet a new friend who is looking at this puzzle from a similar, yet, unique vantage point in his work with Korn Ferry. Flo, just very, very much appreciate you bringing that perspective to the table for us to better understand this phenomenon called leadership, and what we need to do to better prepare people to serve in these really complex roles. Love it. Absolutely love it. For me, the practical wisdom is are you looking at this puzzle from a number of different perspectives? And, of course, Flo brings a wonderful perspective to the table. We talked a little bit about those multiple perspectives in the beginning of the conversation. Take care, everyone. As always, thank you so much for checking in. Be well. Bye-bye. 

 

 

[End Of Recording]