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Heather,
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Hello everyone, and thank you for joining us for today’s webinar. This webinar is the monthly women in Fiverr meeting, and so we’re excited about that this webinar, this one is titled What a CEO CEO star chart taught her about scalable leadership and work life integration. And we’re pleased to have our special guest with us today, Heather Moyer, who is the CEO of H and M systems, who will be sharing her insight with us before we jump into that. Though, I just have a couple of quick housekeeping items to make sure everybody has a good experience today. First of all, as attendees, you are in listen only mode. However, we want to hear from you. We want to keep this interactive. You’ll see that we have several poll questions throughout, as well as some open ended questions near the end. So please use the Ask a Question tool, which is located in the lower left hand side, to both ask your questions as we go and also to provide responses to those open ended questions or other things you’d like to share. We also have some resources for you, including some documents that will be referenced here, and some tools you’ll find those in the in the related content, where the Resources tool, which should be located in the upper right hand side of your screen, this will be available on demand, and I’ll have that posted up there within 24 to 48 hours. And finally, we do have a brief feedback survey at the end of today’s presentation. If you could take just a moment to do that survey, it really helps us out quite a bit. And with that, I will go ahead
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and pass the baton over to Tanner to get us started, but Tana Heather and Caroline take it away.
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Hello, women in fiber. Thank you so much for joining us today, and again, thanks to Heather for joining we’re excited to learn more about her topic. What a CEO star chart taught her about scalable leadership and work life integration. Heather is the founder, president and CEO of H and M Systems Inc, the leading tech enabled professional services firm transforming the workforce for telecom, energy and technology sectors with a 94% client success rate H M systems delivers innovative workforce development and consulting solutions that drive tangible resort results for clients. Under Heather’s leadership, H M, systems has earned prestigious recognition, including five consecutive years on the Inc 5000 and San Diego Business Journal’s Fastest Growing Private Companies. Beyond her professional achievements, Heather is a dedicated philanthropist and community leader. She currently serves as chapter chair of the Young Presidents Organization coastal San Diego and a board member on the nonprofit echo in the valley. She’s a proud wife of her husband, who’s a foreign firefighter and paramedic and is an adoring mother of two children. Her greatest achievement. So again, thank you so much, Heather for joining us today and teaching us some of your life’s valuable lessons. Well,
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thank you so much for that introduction, and thank you for having us today. In addition to me from H M systems, I also have Caroline Mathis here. Caroline is our head of marketing and H M systems, and also happens to be my first hire from 14 years ago. So she has seen the evolution of this business from its infancy, and a lot of the systems and things that we put in place today have been developed to help grow and scale the team. So really excited to share our story with you today. One of the things that Tana didn’t mention in my background is that I am an avid, professional growth junkie. So if there’s a book, if there’s a system, if there’s a process, I’ve studied it, I’ve read it, we’re going to give you a bunch of resources at the end of the discussion so that you can do the same. But really, ultimately, I’m obsessed with agency, the opportunity to live our life at its fullest potential, and that’s really what I’m going to talk to you about today. How do we create those pillars to be the best version of ourselves, most importantly, first for ourselves, and then for our family and for the folks that work and live alongside us. So thanks again for having us. We are going to jump right in today. We’re going to introduce to you a concept, a tool and a method. And what you’re going to learn about the concept the tool and the method is, is that they’re based on values. They’re principles that I’ve developed over the last 18 years in my professional career, that I truly believe have led me to my professional but most importantly, also my personal success. So I’m excited to talk with you about it.
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Okay, so our slide title, our presentation title, was the star chart. It’s actually the no star chart.
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So I want to tell you a little bit about the inception of this tool. I told you we were going to talk about a concept. The concept is a boundary. It’s a popular word these days. The tool is the no star chart, and the method is what we call the star effect at H M systems. About five years ago, I was at my lowest, low. So.
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From the outside looking in, I was thriving. Top 40 under 40. San Diego Business Journal, top 40 under 40. Daily Tribune, fastest growing business, Inc, 5000 fastest growing business San Diego Business Journal, accolades, success, right? Kind of I was waking up every night in cold sweats. For those of you who’ve had kids, it’s like those cold sweats at the first week after you give birth, when the whole bed is drenched and you don’t know what’s going on. Something wasn’t right. I was constantly exhausted, living in fear that everything that I had built for myself, for my family and for the 150 people that worked for us was going to get taken away. It was the beginning of covid. I was self funded, and boots dropped, and I felt exhausted and fearful and disconnected.
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I have several other women in my network who were in a similar situation. My very best friend, who happens to be a public company president, hired an executive coach. He was a neuroscientist that came from South Africa and really focused on agency, developing the best version of yourself for work and for your personal life. So with some trepidation, I hired the coach, and really, that’s where this no star chart, this tool we’re talking about today, was born. It’s a radical Elementary School throwback to honor what so many of us struggle with every single day, the simple concept of boundaries.
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My coach and I were sitting together one afternoon, and he said something so profound to me. He said, Heather, every time you say yes to something you’re saying no to something else. I mean, how true is that? Every time we say yes to a meeting, yes to an early breakfast, we’re saying no to taking the kids to school, no to that workout, no to that time with a friend, and that really resonated with me. So as we started to explore agency and the power of a no, we came up with this concept of the no star chart.
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At the beginning, the no star chart was all about saying no. What you’re going to learn later in this discussion is, is that this is a negotiation. Sometimes it’s a no, sometimes it’s a yes. And as you evolve your ability to exercise your yeses and your nose, you’ll also learn how to negotiate them.
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So the elementary school throwback is this no star chart, and with every Yes, you say to yourself, you earn a star. So it’s like a gold sticker in second grade. But this one’s for your soul.
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It sounds really Elementary. Why does it work? Well, it works because of neuroscience. You’re literally reinforcing and celebrating positive action and expressing agency, and you have a visual that’s tracking and building momentum, you’re building the most important thing, in my opinion, which is your own self trust. You’re reclaiming your agency and reminding yourself of your own power to choose
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really living your own potential,
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but no can be complicated, for sure. I had anxiety saying no all the time. And the reality is, is that we can talk today all about the power of No. But there’s a cost of no as well. There’s a financial cost. We have a loss of opportunity, a loss of revenue, a loss of income, a loss of momentum, right? Those are the tangible financial costs of a no.
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Then you have relational costs, hurt feelings, disappointment and rejection.
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Worst for me is the personal,
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the guilt, the self doubt did I make the right decision, and, of course, the fear of missing out.
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Of course, serendipitously, while I was building this presentation for the group today, I had the opportunity to exercise a no but it was really difficult because there were personal consequences. I have two older brothers, and my oldest brother had designed and created a beautiful trip to Yosemite for our family. He gave me the date six months ago, and when he did, I told him it was going to be difficult for me to make the trip my husband just started at a new fire station, and it’s complicated the schedule the days off. So when I called my brother last week to tell him I wasn’t willing to spend 18 hours of my 48 hours off, driving the kids and I back and forth to Yosemite without Desi my husband.
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He didn’t understand. His feelings were hurt. He felt like I was constantly choosing to do things with YPO, my friends and other organizations, but I was never telling him Yes. So the cost of that no was hurt feelings from my brother, a relationship I deeply care about,
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four long phone calls, real minutes all weekend long, from my sister in law, from my brother, from my mom, from my dad, about why I needed to make this work, right?
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But even though I was going to miss out on family time, I knew that my yes would have been out of obligation, and that’s something we’re going to talk about today when you’re making decisions out of obligation, people can sense that I would have spent 18 hours in the car, and I would have went totally exhausted and emotionally depleted.
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I had said no to honor my values, which we’re going to talk about is one of the pillars of this star chart. I said no, because it was the authentic answer for me.
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I exercised courage, which is a value, a big value for me, and I had enough self awareness to say the heather that’s going to show up in Yosemite. Nobody wants to be around her. So here’s an example of the cost of a no
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Caroline. Put together a poll for you,
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and we’re going to ask you which no cost do you fear the most financial, relational or personal? I
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do we have any results? Caroline,
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let’s see. Give it a second.
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David, am I doing this? I’m not seeing
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you. Are we need to just leave it up for just a moment. It’s appearing now for people so we can, oh, okay.
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So for me, like I said, it’s personal, and I’d love to hear from you guys
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what it is for you, it’s there we go. All right, relational, 42%
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said relational, 36% said personal, and 22%
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said financial.
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So we understand the cost of a no
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so the next thing I want to talk to you about is our star effect framework, and this is really where we tie the personal development and personal growth and the no star chart concept to work, right?
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How can we take what we exercise in our personal life and use it to scale our business, scale our teams, scale our personal trajectory, and that’s where we came up with the star effect. So what we’re going to talk with you a little bit about today is the three pillars that help us make decisions and empower the people that work for us based on our values, which is pillar one, letting our values point the way, systems ownership over insight and reframing guilt into growth. So values when clarity fades, values guide and how important it is to root all of your yes and no decisions on your non negotiables. Values aren’t slogans. They’re definitely a compass and chaos, and so we find them to be so important, we’re
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going to talk a little bit about the proof of the impact of this no star chart. I’m going to tell you about a 28 day vacation. You heard me right, a 28 day vacation that I took last summer. I don’t think I took 28 days off when I had either one of my children. So this was a huge win for me. After 14 years in the business, the way that I was able to do that was based on ownership. We built systems that didn’t rely on me to function. And finally, the guilt to growth. I’ve always looked at guilt like a stop sign, but it’s not a stop sign, it’s a signal, and we’re going to talk a little bit more about that
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later. So first, let’s talk about values. Values point the way.
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The values that you see up here are the values that I’ve determined in my life guide my decisions, my nose and, most importantly, my yeses. I think about the difference between goals and values and how I spent so much of my young professional career and personal life making decisions based on my goals in 2006
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Six I ran a marathon.
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That was a goal to complete the marathon, but the value was adventure, courage, health, right? So those were the things that drove my decision to run that marathon.
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Here are some of my values that I’m sharing with you.
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Which of these values do you want to lead with
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when you make your decisions more intentionally? Looks
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like if I let us put more than seven in the chat.
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All right, let’s see are the results in not yet. I
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authenticity, my number one core value, I love seeing that that’s at the top, creativity, courage, self awareness, leadership and love, I love those looking forward to hearing more about that.
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The second pillar of the star effect is ownership over oversight. This is really where we get to empower our people, support them with systems and share in winning
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oversight. Is different than ownership. Oversight says, Tell me everything. How did that call go with the customer? What did he or she say? How much outreach did you do on that position? What’s your approach
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ownership says, I know you’ve got this. It’s literally one of my favorite sayings, and it also says, we win together. You’re not out there alone, but you don’t need me, right? I’m here to support you. That really is ownership.
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It’s a conscious decision to move from control to clarity, and one of the favorite pieces of support systems that we have available for our team is called the RACI chart. I’m sure many of you are familiar with the RACI chart. R stands for responsible, A stands for accountable. C, stands stands for consulted, and I stands for informed. We started to use this chart when I recognized that we lacked clarity, which ultimately was my mistake as a leader. I wasn’t clear about ownership and boundaries, and so my team wasn’t clear about ownership, what they owned, and what they were responsible for. So this RACI chart is one example of something that we put together for the team that supported my departure for 28 days, my magical vacation on what we could do and what they could accomplish without me. So again, really moving from control to clarity. And what I found is that when you give people the opportunity to show up and they feel safe to fail and safe to succeed, they show up much more powerfully. I’m sure each of you have experienced this as well.
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The second thing is, systems make freedom possible. You saw in one of my core values is freedom, right? I wanted to be able to take my family on this vacation. It was really neat. I had won a villa in Tuscany, and it came up against a trip that I had planned with my best friend from college and her family that grew up in Thailand. If I wouldn’t have the systems in place, I wouldn’t have been able to take that trip with the kids, and it was the trip of a lifetime. So I really had to lean into the systems. Systems make freedom possible. Racy charts. I did a lot of pre trip planning and communication. We have a system in place in our business where if you’re going out of the office, we have an SOP. This is what’s happening in your world, and you’re part of the business, and this is who you hand that SOP off to. It’s a great system, and it works. It’s helpful. I spent a week doing that before I left for my trip.
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The other thing that I did was weekly office hours for strategic input, right? Not for firefighting. You can feel like you need to be available all the time, but ultimately that’s not giving your team ownership. So by creating these weekly office hours, I was able to lean in help my team see things that they didn’t see without me, but I didn’t have to solve any problems. They were fully capable of solving those on their own. And
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then we also use very consistent rhythms for feedback. We have meeting rhythms, we have feedback rhythms, and we have a careful and trusted environment.
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Where everybody can share. So those are some of the systems that we put in place. I hope you learned something. There we
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have another poll question for you, which is, what would you worry about most if you went off the grid for 28 days? I
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I’d
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be dying to know if anybody else has taken a 28 day vacation. I
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you. David says, Give us 20 seconds
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getting it down.
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All right, so this group, no surprise, is most worried about missing work or falling behind professionally, that was me. I was terrified. I told you I was definitely that woman that was closing deals on the birth bed for both of my children, and that is no joke. I couldn’t believe that I was giving myself the permission to leave the office for 28 days. Was the best thing I did, though we’ll talk more about that,
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losing touch with family and friends,
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feeling safe and secure,
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and let’s go take a vacation. Awesome.
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All right, so let’s talk about guilt. For me, this has been huge.
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I’m a perpetual over committer, and a lot of times my nose created guilt.
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What I had to start to do was to take a pause and make a choice. We talked about agency, truly having the power to make your own decisions and live life to your full potential.
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When you pause before you say yes or say no, you’re able to truly give yourself an opportunity to choose.
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That’s what modeling real leadership looks like.
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What I found for me is that boundaries are born in the pause. I’ve had to ask myself these questions, what are my values and what are my goals? And where do these two things intersect in terms of my yeses and my nose? I talked a little bit earlier about the evolution of the star chart. At first, when I started this exercise with my coach, the pendulum had to swing all the way to the other side. Every answer for me needed to be a no.
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But as I started to exercise my own agency and build my own self trust and start to feel really powerful, I was able to recognize that there were some nos that I initially would have said, that should have been yeses for those costs that we talked about, the personal cost, the professional cost, the financial cost and the like.
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But what I also realized is negotiation isn’t just a business skill. You negotiate in business, and you negotiate in your personal life. So if we go back to the example that I gave you with my brother in Yosemite, my conversation with him ended up going very well the fifth one, ultimately, the conversation was, I can’t do that, Bry, but I really want to see you. How can I get to you in August? Let’s go somewhere. I can fly with the kids, not have to drive 18 hours when I don’t have any time off. You’re going to get a much better version of me.
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Ultimately, my brother loves me. And if these people are in your life, I’m sure they love and care about you too. They don’t want to see you depleted. And like I said, nobody wants you anywhere out of obligation.
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So that’s been the evolution of the star chart for me, and it really has been helpful to reframe the guilt into growth. I wrote another great book, which I’ve included for you in the resources, called the growth mindset.
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Formerly, I kept thinking that guilt was a stop sign, and then I realized that it was a signal. It was a signal that we were finally doing things right, that it was showing up when I was uncomfortable, right, which is where growth happens outside of your comfort zone.
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I was rewiring my brain, going back to neuroscience, and I was rewriting what I thought should be my former expectations of self, of others and so on.
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Guilt is passive, growth is active.
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And by us creating these boundaries, we create better lives for ourselves, but most importantly, we create better teams.
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Is because we’re clear and we model and give them permission to do the same.
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It can be nuanced, but it’s a practice I love, and one that has really been successful.
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So now we talk about the 28 day proof.
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I shared with you that I built these systems. I communicated clearly. We let everybody knew exactly where I was going to be, when I was going to be available for strategy, not firefighting, and what we were going to need to do to make sure that the business was successful. While I was gone, what I found was, is that my team was empowered. It’s not that they didn’t need me, but they didn’t need me. The business ran smoothly.
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I came back recharged, rested and clear.
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I also realized a couple things. I was in severe meeting fatigue, and I would encourage each of you to think about your calendars. I’ve also included a calendar audit resource in our guide as well that I like to do every year, and I’m actually thinking about doing halfway through the year this year as well. The meeting fatigue is real. I really thought I was attending these meetings to lean in and help my team solve problems, but really I was just reacting. They weren’t strategic. I was just making decisions for the team, which was taking away their ability to flex those muscles and to grow those skills.
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Also, the preparation was the leadership I was able to spend the week before my departure really thinking about what the business needed and to bring myself out of the weeds and to coach the team. The preparation was me teaching the team how to lead without me, and empowering them to do so.
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The systems were key, right? The trust the delegation and it held the business did great. I’m not even sure they wanted me to come back. But most importantly, I gave them permission to do the same. When I was early in my professional career, I went to dinner with a family friend who happened to be a mentor of mine.
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His name was Bud Richter, and he was one of the first distributors of Pepsi. When we sat down for dinner, he asked me,
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What vacations Have you taken lately? I was so proud of myself. None. I haven’t been on vacation in years. He was so disappointed in me. He asked me one simple question, what does that tell your team you’re not taking vacation? Tells your team they don’t have permission to take it either. That’s not good. Heather, and he was so right. So really, this adventure for me, gave my team permission
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to choose to go on a vacation like this, to dream and to have the freedom. There it is that value that I’ve been talking about, to succeed and do the same.
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Here are a few fun, fun pictures from the trip. So we have Tuscany, Thailand, Paris, Chianti and Phuket.
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So here’s where we bring it back to you. We wanted to give you a few minutes in the pause in the space that you’ve created today, to ask yourself two questions. So let’s do them one at a time.
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What would you need to say no to this week to move closer to a 28 day reset? I’m going
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to give you a couple of minutes to answer that question, and
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Then we’ll go to the next one. I’m
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all right.
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I hope everybody has their thing they need to say no to
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next. I’m a huge believer in manifestation.
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I want you to visualize yourself on that 28 day vacation,
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wherever that is for you, whoever you’re with, and maybe it’s not 28 days, maybe it’s 38 days, maybe it’s 14 days, but put yourself mentally in that space,
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and then write a sentence to your future self, who just came back from that vacation.
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What did you cultivate on that trip that you would have missed otherwise.
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Just say no to extra work. I love it. I.
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All right, anyone brave enough to share
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either question, what would you need to say no to this week to move closer to a 28 day reset?
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Besides saying Just Say No to extra work, which I loved.
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I said my no this week, I said no to Yosemite.
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All right, well, I hope you all had the opportunity to really think about that for yourself. Thanks so much for sharing the time with us today. We have a resource list for you. It includes several of the books that I referenced,
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which is, you know, and also the no star chart and is, and the calendar audit as well. So thanks so much for your time. We’ll go ahead and have David send that out for you, and we are grateful and thank you for the know that you had to say
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that made space for the yes to you to attend today. So thanks so much.
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So hi, it looks like we’re not hearing you again.
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We can hear you now. That worked. That is so weird. Okay. Well, thanks everyone for attending. We do want to remind you there’s a Q and A box on your screen, and we do have some questions coming in, so we’re going to jump in and ask Heather some of the questions now, but we definitely want you to enter your question there. Heather, thanks again. This is the first time I’ve ever I’ve heard your story briefly, but not in this much detail. I can’t imagine that there’s a ton of women on this call today that have taken 20 day 28 days off, and if you have, we would love to hear more about it in the Q and A and how you handled that. I have one question myself before we jump into other people’s questions is sometimes even when you take five, 710, days off, when you get back into the grind of work and parenting, then the exhaustion hits. So like, how did you bounce back from 28 days and then stay leveled out from there? Reminds me of my old favorite saying, which is, no vacation goes unpunished.
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But I think that was, it was a limiting belief I had to create for myself.
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Well, first of all, there was some serious jet lag, so I didn’t go right back to work. You know? I gave myself the space and opportunity to reset. And then, you know, I am lucky enough that I have a support team that helps me manage my calendar. But I said no in person meetings and no travel for me for the first week that I’m back. So I really just prioritized what I needed to get through for the business and what I needed to do for my team. Specifically, another thing that I do with my inbox that’s really helpful Tana is I have my inbox manager, manage all of my emails, and they go into three different folders. So this is another system that works really well for me, which is today, this week and this month, which means I need to answer this email today, I need to answer this email this week, and I need to answer this email this month, and it’s just one of those systems that’s like, Okay, today was a win. I got through what I needed to get through today. I can get through what I need to get through this week and this month as well. Yeah, that’s brilliant. I need an email manager. Email, I think, is just the curse of all productive animals. Yes, yes. Um, okay, so
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a few of the questions you’ve talked about building systems that make you optional, which is a very scary concept I would imagine for most women listening, what was the hardest part for you in actually doing that, besides recognizing that I was not that I actually was optional,
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it’s funny, my mom, who’s a PhD and was a business woman and an educator her career, she always told me, everyone is replaceable, even you Heather. And so I think, you know, I’ve built my career recognizing that while I have skills and talents and I’m very important right to my family and to the business, I too am replaceable, right? So I think just leading with that concept and recognizing that.
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Uh, giving other people the opportunity to do the things that I would typically do makes them so excited and empowers them and helps them to feel successful.
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It’s strange. It looks like we lost you again. Tad, I’m not sure what’s going on, but
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we’re not hearing you
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this. Here’s another great question. This is, this is from Rochelle. My husband works in audit, and they are toxic about how much they make him work like crazy, lots of overtime hours. How do I encourage him to help, to learn to say no. Well, I think you know, the first thing I’ll share is, you know, my husband’s a firefighter, so I can totally relate. There’s been times where he’s been on the fire line for 30 days in a row, which is really exhausting for him, and as he gets older, dangerous and also exhausting for the rest of us. I think with anything in life, it has to be an idea that comes from your husband, right? So I think planting the discussion that we had today and sharing with him some of the key concepts that we talked about, I don’t know what your husband’s core values are, but let those drive his decisions. Are your core values, love and connection with me and the kids and the family. How can we make different decisions that empower that so I would say, go back to that first pillar, which is let the values guide the decision. And what I’ve learned in marriage is always let them think it’s their idea. I
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Yeah, and then I can share another one, Heather, if you want, while Tana is figuring out her audio,
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earlier, you mentioned delegation versus design. Can you share how someone without a formal team can apply that
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delegation for versus design. So absolutely, I think even without your own staff and employees, I think there are a lot of matrix environments where in order for you to complete a project successfully or complete an initiative successfully, you need to lean into other people. And I think the RACI chart is such a great example of how you can take other resources within the organization and ask them to be a part of your program or project to generate a really great outcome. For example, you’ll see in the RACI chart, you know, there’s an area for consulted and informed. So if I was going to be doing a big network implementation for Disney, and I wanted to consult an engineer that had done another amusement park with me, I would put his name, Don right in that column. So I want to consult him as we start to build those systems and to do those deployments, and to try to figure out, you know, what does he think? He’s not responsible. He’s not accountable. But, you know, he literally has built these in so many different ways. And so that’s a great opportunity to say he doesn’t report to me, but he’s consulted. And then I think the other important part is informed, right? So whoever you report to, if you don’t have a team directly. We always want to keep our boss informed, right? We always want to keep the CEO informed. So here’s what’s happening, here’s what’s going well, here’s where we’re stuck and making sure to kind of use those tools as well.
Unknown Speaker 38:37
That’s super helpful for me, especially because I don’t have a formal team. So thank you for asking that whoever that was, we have one more.
Unknown Speaker 38:48
Can you share an example of when your no actually gave someone else an opportunity they wouldn’t have otherwise had
Unknown Speaker 38:58
good question.
Unknown Speaker 39:02
I what comes to mind is a speaking engagement that I recently turned down and voluntold our director of expansion to take on. She’s been with the business for eight years. She’s incredibly talented, much like all of us, getting in front of an audience is nerve wracking, but she needs to get out there and do it, stretch her legs, and the more you do it, the more comfortable you are. So by me saying no, because it wasn’t the right opportunity for me, it gave her an opportunity to say yes and to build that skill set. I
Unknown Speaker 39:43
I love that I can think of a ton of times
Unknown Speaker 39:47
that you’ve given me opportunity by saying no, and it just empowers those who you work with. So
Unknown Speaker 39:56
that’s it for questions. David, you want to um.
Unknown Speaker 40:00
And do the announcements,
Unknown Speaker 40:03
sure and but before I do that, Heather, thank you. I know I got a lot out of this discussion as well the
Unknown Speaker 40:11
you know least I’m thinking now back to all the times something was my idea. That might not have really been my idea
Unknown Speaker 40:18
with my wife, but
Unknown Speaker 40:21
that was the first time you heard
Unknown Speaker 40:24
that, David, that is, you know, great advice. And you know, I certainly really appreciate you taking time to share your insights with us. And appreciate everybody taking time to join today. And I also want to just say Caroline and Tana, who is out there somewhere. We’re not sure what’s going on with the audio, but we’ll figure that out. Just a couple of quick announcements before we wrap things up here. First of all, we are in full swing with our regional fiber connect workshops. It’s a little bit late notice if you haven’t heard yet, but we’ll be in Alaska tomorrow, so in Anchorage, Alaska, we’re very excited about that. But if you happen to be in the area and have not heard about this yet. Please do let you know there’s still time you can go out and register and join us there. We’ll be up north again in Toronto on August 19, Spokane, Washington in September, Scottsdale, Arizona in October, and finally wrapping out this the year in Kansas City, Missouri in November. So we look forward to seeing you at those workshops. If you’re familiar with our fiber Connect event every year, that’s very big. These cores are regional, much smaller events, much more intimate, but great opportunity to network with
Unknown Speaker 41:34
with your peers out there and to share ideas and insights. So please do join us for those if you are able. I also just want to plug our optic PATH program. If you’re not already familiar with this program, this is our training and certification program for future fiber technicians, and we are actively looking for support with this program. So if you want to learn more about you know about the program and how you can leverage it, or maybe how you can volunteer, we’re looking for volunteers in all different capacities, but including people who would be willing to provide instruction. Please do reach out. You can follow the QR code here, but there’s also a link in that Resources tool. And while I’m talking about the Resources tool, I do want to remind you that you can download the say no star chart and some other resources from Heather and team here. And lastly, I just want to invite you to participate, not only in these women in fiber webinars, which are, which are every month, but we have a lot of other webinars, including fiber for breakfast every Wednesday. So we had that this morning that features Gary volt, our CEO and president, and he interviews industry leaders, and it’s a great opportunity to to learn about trends and and hear from again, leaders in the industry. So we look forward to seeing you on that and on future webinars as well. So thank you everybody, and we’ll see you on the next one. Bye.
Unknown Speaker 42:57
Thanks guys. Have a great day. You.
