Now that the events are over what can we take away from these great performances? In particular, what lessons can businesses learn about how to improve and maintain their performance?

This is what we’ve picked up over the last two weeks;

Conditioning is both physical and mental; you need to work on mind and body if you want the gold. Winners stick to the training regime, get their mind right, and know that training is what carries you through even when your body isn’t quite 100%. Think Usain Bolt in the 200 metres final.

The lesson; it’s not just about keeping physically fit, it’s about keeping your mind in peak condition too. You get that mental fitness from a good Executive coach. You don’t get it from a personal trainer.

Focus; you need to be able to switch on a deep, almost trance-like focus prior to your performance in order to bring all your resources, mental and physical, together to apply them all to the task ahead. There are some athletes, like Bolt and Mo Farah, who can switch off this focus to appreciate the crowd, soaking in the atmosphere, and then switch their focus back to the job in hand.

The lesson; like Jackie Chan says in the Karate Kid “Your focus needs more focus”. We’ve found with our clients that more awareness brings more appreciation of the little things, which brings more satisfaction and contentment.

Speed endurance; Michael Johnson has been banging on about this for years. It’s about being able to maintain peak performance from gun to tape. So if you’re a 100m sprinter, part of your practice is doing 150 metre sprints. Likewise if your event is the 200m, you practice with some 400m runs. This is a form of overtraining, and its purpose is to build capacity so that you know that you have enough to carry you safely through the line, not just to it.

The lesson; doing a little bit more than you need to do each day builds your stamina so that you have the extra 5-10% you need for those difficult days. Once you start, keep at it. You can only draw on capacity that’s already there.

Relaxed posture; in all the best performances the shoulders were relaxed, allowing for better breathing, easier movement and no wasted energy. “Relaxed” is a word we heard not just for sprinters, but in relation to long distance running (David Rudishe) cycling (Bradley Wiggins) and swimming (Michael Phelps).

The lesson; we say “Keep Calm and Stay in the Moment”. Staying relaxed is something you get better at it with practice. It starts with breathing slowly and deeply. Try it.

Mindful training; Former athletes talking to each other on the late night show on the BBC talked about the importance of training with purpose. Not doing it mindlessly, just going through the motions, but keeping the end goal in mind at all times. This, they agreed, made training more effective, and that meant better performances on the big day.

The lesson; for most of us the day job is our training, but it’s very easy to “coast” or just switch to autopilot, especially when we’ve been doing the job for a while. The way to prevent coasting starts with training your focus. How to point it at a situation, and how to shift it between different tasks. Again, it improves quite quickly with practice.

Incremental improvement; the cyclists on the sofa with Gabby said that they had been sharing some of their approach with GB coaches and athletes from other sports. The BBC news website reported that while the rest of the world wants to know their secrets, the process the GB cycling team uses is relatively straightforward. They break down every aspect of the discipline into the smallest elements and then ask how they can improve each one by 1%. The sum of all those 1% improvements is the difference between gold and nowhere. These are couple of their examples. Washing your hands reduces your risk of infection, particularly colds, by a small margin, so they wash their hands regularly. That’s not just a habit, it’s part of their training. When Sir Chris Hoy is recovering from a training session he is not allowed to go out – that includes going to the shops – as it carries an increased risk of injury, which would disrupt the training programme. That is not rest, it’s an important part of the training.

The lesson; Break down what you do as a business into its core elements and ask yourselves how you can improve each bit by 1%. We think it works best as a facilitated session – that way everyone can join in. And if you want to make incremental improvement an integral part of your culture, read Delivering Happiness by Tony Hsieh of Zappos. He talks about how they implemented a 1% continual improvement culture in his business before they sold it to Amazon for a billion dollars.

We hope these help you, but these are only our views. We’d love to hear yours too.

Our panel spanned the spectrum of entrepreneurship. On the face of it, the panel were unremarkable; the internet whizz turned business veteran, a corporate finance expert who raised funds for creative businesses, a former CFO turned consultant, a property agent with a growing portfolio and a social entrepreneur working in the community. What was remarkable was their very humanity and how this common thread ran through all of them. This was an exercise in inclusivity and support.

The themes that the panel shared were;

1)    Values – When starting a business, work out what comes from your heart, what you believe in, what it is that you want people to get from your business. There is no such thing as an identikit entrepreneur, there is no template. What is more important is the mind-set, so what is special about me?

2)    Advice – Learn to listen, but also ask many questions. When seeking advisers, interview them and find out if they fit your values as well as what you want. Personal recommendation is the best way of finding the financial and legal support needed. A semi structured interview and work sample is best practice. It’s not unlike dating. Trust your gut; if someone feels creepy, they probably are. More generally, start with your idea and ask friends and family what they think, develop paper prototypes, and don’t be afraid to ask them to buy.

3)    In practice – If something works, go with it. If not, either identify what you can change or move on. Cash flow is the life blood of a business. A profit and loss forecast is not a business plan, it has to involve you in the plan and it usually evolves at least every 3 months. Talk to your customers; they can do a lot of the innovation for you. Create your own time and structure to get the most out of your day, ‘Golden Time’ for sales, quieter time for administration.

It seems to me that a balancing act of three shifting perspectives is a common theme, be passionate and feel from you heart, take the best external advice you can and LISTEN…a lot, and to be objective when something is not working, change it quickly and move on.

 A great time, with many great people. Let’s do it again sometime.

Very often people who are running their own business consider themselves, quite rightly, to be the leading expert on all important matters relating to it.

However, from time to time, when they come across something they haven’t handled before, they understandably want, and seek, outside help. This can be a frustrating and ultimately unrewarding process, as consultants often just don’t “get” the owner or their business.

By the same token, there are many people who advise these kinds of businesses who see issues looming a long way off and although they try to raise it with their actual or potential clients, the client either doesn’t see it or again doesn’t get it. This means frustrated advisers and missed opportunities for clients.

So one thing that might help both sides might be a way of describing the territory, or mapping the business, in a way that each party can explain their own role and understand where the other one is coming from.

Hence the Know/Do matrix; a way for you to categorise your activities in your own business so that you can understand your comfort zone and your scope for potential, and at the same time be able to describe and explain it to others, both within and outside the business. First the visual, then the words;

If you consider your own business you may be able to put most of what you do into (at least) three of the four boxes. Here are a few examples ;

• Know/Do:You know what to do and you do it. It’s so obvious you don’t even put it on your to do list. It’s a core skill for you and/or an essential function of the business. Like keeping up with your emails maybe.
• Don’t Know/Do:You don’t consciously know what it is straight away, but when someone outside the business points it out to you, you recognise that it’s actually quite important. Like the specifics of how you go the extra mile for your clients. It’s often wrapped up in other activities, but it’s an important part of the “magic” in your business
• Know/Don’t Do: You know you should be doing it, you may even be advising your own clients to do it, but you don’t do it, or not often enough at least, yourself. You might call this the “easy wins” or “low hanging fruit” category. Like mining your social network for opportunities to help your contacts, or just sharing knowledge in- or outside the business.
• Don’t Know/Don’t Do: This is the one area you can’t do yourself, because you need to be outside the business to do it. It has to do with the things that, although you might know roughly where to look, even if you had the time and resource to deal with them you don’t know exactly what they are or how to approach them. You might call this the “buried treasure”, and you will invariably need some external help and support to locate and extract it.

So now the matrix looks like this;

If we look at this again, it now appears that we might be able to develop a growth strategy for the business simply from looking at what we know and do, specifically;

• Essentials.This is what we need to carry on doing to maintain the success we have with our current clients. We should be proud of this and tell interesting stories about this to people outside the business.
• Magic.This is what we need to train into new staff and share more with our existing people. We also need to keep it to ourselves as far as possible as it represents a core part of our competitive advantage.
• Easy wins. This is what we need to find the resource to go and do, while ensuring that we have the right people tasked with doing it. Just because it’s an easy win doesn’t mean we can get away with under-resourcing it.
• Buried Treasure. This will usually mean hiring external expertise to help uncover what’s there, how it might be valuable and what resource will be required to land it.

While in theory a business could get consulting support in each of these areas, it’s likely that most value will be added in the “magic” and “buried treasure” domains.

What also strikes me about this is that the more precise you can be about what goes in which box, the more clear you can be about what support your business needs.

For example, if your “buried treasure” area is a complete blank;

• you could first pick some of that low hanging fruit, in order generate the cash to …
• start with a bit of one-on-one exec coaching to kick it off,
• then after a few weeks of mulling it over …
• a half day strategic workshop for the senior team,
• then a couple of months or so later …
• one or more functional pieces of training on social media, selling, negotiating etc.

In terms of the business impact, this could well mean;

• a “bite-sized chunks” approach to strategic business development, which allows you to retain flexibility in both planning and timing
• an opportunity for you to use “best of breed” consultants in each area, rather than entrusting the whole thing to one person/generalist firm
• the chance for you to retain control of the whole programme rather than your consultant feeding you the “what’s next” at each stage
• a real prospect for you to use each stage to generate the funds to pay for the next stage through increased revenue or margins

A self-funding strategy. I like the sound of that.

If you want to give this a try then feel free; and if you do, good luck with it. Do drop us a line to let us know how you get on.

Oh, and if you find yourself needing some help along the way, Mark is great at social media, Trevor’s a whizz on selling and negotiating, and yes, Patrick and I can do strategy.

The first one, from the mid fifties, concerns a telephone conversation between two Hollywood movie producers and Colonel Tom Parker, Elvis Presley’s manager. The producers were trying to persuade the Colonel to let Elvis do a Hollywood movie. A no-brainer you would have thought. But the Colonel made them put their most persuasive case; after all Elvis was a rock n’ roll performer, not an actor.

Eventually the conversation came round to money.

“So, what kind of fee did you have in mind?” asked the Colonel.

The producers, as I recall from the story, mentioned a figure of around $50,000, a lot of money for an actor in their first film in those days.

The phone remained silent for a while. Eventually the Colonel said “OK, and how much for Elvis?”

The story goes that a proportionately higher fee was eventually negotiated for Elvis. Which then set a precedent, which made both Elvis and the Colonel rich.

Of course the fatal mistake was that as the producers were talking about Elvis, and about Elvis’ film, they naturally assumed that they were talking about Elvis’ fee. But they forgot they weren’t talking TO Elvis, so failing to qualify their question proved expensive.

The second story concerns a young Bill Gates and his mates working in a garage, and trying to sort out a price to charge for developing some software for some new computers IBM were making. IBM told them that they reckoned they’d sell “about 100” units. The question was, what do you charge for a contract like that?

The consensus was to quote a fixed fee of, as I remember the story, five thousand dollars, still a reasonable sum for the work involved.

Until young Bill piped up and said “Why don’t we charge them $50 per unit instead?” The logic being that if IBM sell two hundred units instead of a hundred, then Bill and his mates would make twice as much money from the same amount of work.

So, just for the hell of it, they asked, and IBM said yes. Presumably because for 100 units that was a fair price, and if they sold only 50 units they would have “saved some money”. And decades later in IBM they still refer to it as a “billion dollar mistake”. The rest, as they say, is Microsoft history.

Looking back now, it doesn’t seem too much to ask that someone at IBM should have asked the related questions “Why do they want a price per unit? And if we pay it, shouldn’t we cap it?” Ultimately, IBM’s core error was to assume that their unit forecast was a maximum, rather than a wild, crazy, unbelievable underestimate.

We all make assumptions in business all the time. When we are negotiating, managing, communicating, in meetings, reading reports, business plans, forecasts, even when we read the newspaper, books and articles. Giving yourself just a few seconds to challenge one or two of the most obvious assumptions you are making can produce significant insight into the situation/material you are being faced with, and therefore what you can do about it.

Here are a few straightforward suggestions which might help you to avoid hearing the “How much for Elvis?” question at the worst possible time;

• Consider the scope before the detail

Give yourself time beforehand to consider the spectrum of possible outcomes. That doesn’t mean every single eventuality, it means the two extremes; the absolute best and worst that can happen. It wouldn’t have taken long for an IBM exec to ask what the implications of the deal would be if they sold 1,000 or 10,000 units, let alone millions.

• Give things a purpose in order to remove ambiguity

Be clear about defining your terms. If the Hollywood producers had quoted their $50,000 fee “for Elvis” they could potentially have saved a rather large amount of money.

• A small concession now could pay back big time later

Where relevant, try and build in an “anti-embarrassment” clause. Ask yourself the question, “If by some dim chance this thing does become the next Facebook, how can I make sure that I have a small, but face-saving, stake in the long term?” Long shots do sometimes pay off. It may cost practically nothing now to buy into that possibility later. And as both these stories show, there’s no way you’ll be able to renegotiate after the event.

In business, as in life, there’s no sure-fire way to remove the risk of an expensive mistake, or to prevent a lost opportunity. But you can stack the odds in your favour if you are diligent about getting the scope and purpose right, and most importantly, if you have covered off that delightful and infernal “How much for Elvis?” question.

I like hoping for the best and planning for the worst. And I can also see the merit in pitching my hopes and expectations on the low side and planning to beat them.

I guess if this was Harry Hill’s TV Burp then the two approaches would have a fight. Very postmodern, and lots of fun, but not terribly helpful.

The point is that in motivational terms it’s good to aim high. “Aim for the stars and you’ll reach the moon” and all that. But on the other hand if you aim high and don’t make it you could damage or even break the business.

On the other hand, from a planning perspective, particularly in times of recession, it’s good to make your financial planning as cautious as possible in order to eke out the scarce resource of cash. The obvious problem with this approach is that you can be can starved when it comes to new investments, and blinkered to new opportunities. There’s often a distinct lack of the entrepreneurial spirit once you batten down the hatches.

In the meantime there’s also a lot to be said, particularly in young and growing businesses, for setting a solid, safe growth goal and then beating it comfortably. What you’ll never know, though, it what you could have achieved if you’d really pushed the boat out.

This approach often means that the team gets a tremendous sense of achievement and an expectation of bigger brighter and better things next time around. This can easily become a “winning mindset” which can pay huge dividends when the team face marginal situations and need a bit of luck. However, it can also feed overconfidence and complacency; a sense that victory is deserved and therefore doesn’t need to be worked for. This can be very bad for business.

So to sum up, it’s all potentially good (and bad) for business, and we still don’t have a clue which works better.

But hang on a moment. Maybe we’re overcomplicating this. Perhaps we’re trying to answer the wrong question.

Surely the point here is not whether strategy (the plan) beats motivation (the hope), but how they work best together.

We all know that for goals to be most effective they need to be SMART. Specific, measurable, achievable, realistic and timely. There is also evidence to support the view that the most powerful motivator for people at work is usually autonomy. This would lead us to believe that the best approach is to set the target and “leave them to it”.

Well, not entirely. If you have a skilled, experienced, highly self-motivated team then the chances are they’re doing one better than this already; setting their own targets and working with each other to beat them.

The problem with this approach comes when you have a mixed ability group, or if they are all novices, for example, running their first business. In those cases a certain amount of direction, hands on motivation, coaching and education are required, because these kinds of teams can’t be expected to get it 100% right first time. They need to learn from their mistakes to gain the experience and expertise which comes with mastery.

And that bounces us back to goal setting. A less experienced team needs sub goals – milestones to assess their performance en route – and some “soft” goals so that they get the right balance between task and people focus.

Of course, what’s being really directed here is their awareness;

- of environment in the case of sub goals and

- other team members, in the case of soft goals.

So to return to the original question, the key determinant is not the primacy of strategy versus motivation, or vice versa, or even the state of the economic cycle. It’s about your people, and the level and focus of their awareness. And, if you’re a business leader, entrepreneur or serial investor, that invariably means it’s also about you: your direction, your focus, your awareness and above all your business acumen.

Of course, none of this is new information. The economic cycle moves in peaks and troughs, and you don’t need a PhD in hindsight to know that the last economic boom was unsustainable. But the facts and figures only tell one side of the story. There’s an important piece of the picture missing here, and that’s all to do with how we feel about what’s happened.

For many, the impact of the credit crunch hasn’t really sunk in yet. People are still spending, still using their credit cards, and carrying on largely as if nothing has happened. But why haven’t they changed their habits and reined in their spending? It appears that people have in been in denial about the credit crunch and its effects. That’s an understandable response. When big things happen we often bury our heads in the sand for a while – that’s “normal”, although two years of it might seem a little excessive.

More recently, strikes and student demonstrations have shown that another mood is beginning to take hold. People are starting to get angry, and some of them are doing something about it. Regardless of your view on the appropriateness of this response, there is potentially a wider picture here.

Denial, followed by anger, are the first two stages of the grief cycle.  Those of us who have experienced bereavement may be familiar with the other three stages; negotiation, depression and finally acceptance. For those who are interested, there is a rather good episode of House MD where House tracks the grief cycle in Doctor Cameron, who goes through it on behalf of one of her patients. (If anyone has any details as to which episode this is, or knows a youtube link to it, please let me know!) All of which begs a rather obvious question:

Let’s assume this is happening. So what?

The answer is in two parts:

- In the short term, if we know what the prevailing mood is, we can perhaps be a little more forgiving of ourselves and others when we observe it. By not taking it personally we are less likely to overreact and prolong the situation.

- In the medium to long term, if we know that this period of anger will be followed by negotiation, depression and acceptance, we are in a position to anticipate the prevailing mood, prepare for it, and help our clients through it. This could be source of competitive advantage, or it could be simply about doing the right thing.

In the meantime, thankfully, we have a royal wedding and the Olympics to look forward to. It will be interesting to see how much, as a nation, we get into the spirit of these events. There is also an expectation that these things will help to stimulate the economy through tourism and related expenditure. Let’s hope so.

A cynic might argue that that’s all well and good, but what happens after that? Er … who knows? Maybe it depends on where we are in the grief cycle. Maybe by then the government’s much publicised happiness survey http://www.bbc.co.uk/news/uk-politics-11837785 will produce some helpful results that will make a difference. Or maybe that’s too far down the track to worry about.

Our view? Keep an eye to the future, but remember to stay in the moment – after all, that’s where the action is.

My good friend George tells me that from that first “Surf’s up!” phone call, to the journey down to the beach and then getting in the water is a pure, charged, adrenalin rush. The passionate, blinkered attention between call and water makes each wasted second feel like an hour. Nothing is more important than getting in the water. If you get a puncture, just leave the car and deal with it later. Run the rest of the way. It doesn’t matter.

Then comes that magic moment. As soon as you hit the water it’s complete calm and utter peace. “It feels so right when you are out there. Most of the time it’s crap, but it doesn’t matter. You’re there, with your mates. That’s all that counts.”

Good surfers are lucky. They have been able to develop skills which allow them, potentially, to achieve their goal of riding that perfect wave. These include;
- Awareness. Of themselves, the people around them, and their immediate environment.
- Decision making. In the moment decisions determine which waves they catch, and how they ride them.
- Strategic thinking. A clear strategy is easy to follow and has a definite outcome.
Surfers also have certain personal qualities which allow them to do what they do well, including;
- Self confidence. An unerring belief in your ability is fundamental. You don’t want to hesitate in front of a big wave.
- Self analysis. An ability to analyse your performance, preferably in real time, is key to improving your skills.
- Self discipline. You don’t tend to see fat surfers under 40. Over 40 is a different matter …
- Instant responses. Being totally in the moment won’t save you if you can’t react instantly to changes around you.

Not everyone is good. But they are all trying to be. And they learn from each other. That’s a very Darwinian process. It’s called adaptation if you’re a biologist or behavioural modelling if you’re a psychologist. The rest of us would just call it imitation or simply copying.

What I find interesting about these lists is that they are also the skills and qualities that are required in abundance to be an effective business leader. In the knowledge economy, when you are running a (usually global) virtual team, you need to be able to “show and tell” or visibly demonstrate all these skills. It’s no longer about walking the walk and talking the talk; it’s about being able to walk, talk and chew gum – with a smile on your face. Try it. It’s not as easy as it sounds.

Back to surfers. When you talk to them you know that, despite the smile, and the relaxed, engaging charm you are just one more distraction they have to deal with before they can get back in the water and pursue their dream. And, unusually, you don’t mind. You get it. You also get their Buddha-like patience. You experience their listening skills. And despite knowing that you are a distraction, you still get the feeling that they have all the time in the world for you. And you know that’s not faked; that’s who they are.

Surfers are a breed. Their skills set them apart. And they all share the same passion for their ultimate objective. In the meantime they remain ruthlessly, relentlessly and totally in the moment.

Even Laird Hamilton, the most famous of all surfers, who has already ridden the perfect wave (perfectly, if there was any doubt. And this is a MUST watch: http://www.youtube.com/watch?v=pYQQtxb8wv0&feature=related) still surfs. Why? Because he, like the rest of us, never knows when an even more perfect wave will arrive. Out of the blue. When we least expect.

But Laird, and his fellow surfers, and unlike the rest of us, is determined to be ready, just in case. Because you never really know, do you?

Blog by Mark. Comments invited…

The answer depends in part on the angle from which you’re approaching it. Here are some examples;
- Yoga: Yogis talk about “being present”. The implication is a buddhist-like acceptance of what is.
- Internal Martial Arts: Practitioners talk about “feeling the Chi”. There is a sense of being attuned to everything that’s going on. Their Zen-like accounts can sound like the experience of flow, described by Mihaly Csikszentmihalyi as being “fully immersed and involved” in an activity.
- Organisational Psychology: Recent papers in this field talk about Absorption, Mindfulness and Hypo Egoic States, which focus on “enhanced attention and awareness” and sound in practice like a mixture of Yoga, T’ai Chi, Qigong and meditation.
- Academics: Scientists, especially in the soft sciences, use the term reflexivity in relation to their research and academic papers. The idea is that you “stand outside yourself” in order to be able to critique your own work.
- Therapists: Often use a technique called dissociation. It shares the notion of reflexivity in that it’s about stepping outside yourself in order to gain an external perspective on your issues. It can be done either consciously or, in clinical hypnotherapy, in trance work.
- Management Consultants: Management theory has since the 1980’s recognised “presenteeism”, which is in some ways the opposite of being present. You’re there, at your desk, working apparently long hours, but in reality you’re not actually doing work at all. You’re probably on Facebook, or getting over a hangover. You’re only sticking around late, or coming in early, to impress the boss and keep your job.

There are other examples too. Sports people talk about being “in the zone”, or in the case of the England football team, the opposite; “not turning up”. And there’s the widely used phrase, in business and elsewhere; “bringing your A game”.

While this is a wonderful diversity of perspectives, it doesn’t provide us with any consensus. Some of them seem to overlap, but they are clearly not the same. So what’s going on?

Most of us accept, and neuroscience confirms, that there is a division between the conscious and unconscious mind. There is also a surprising amount of mental activity that can be done “automatically” by the unconscious, without interference from the conscious mind.

This explains how you can drive for miles down the motorway and, although you haven’t crashed, you don’t remember it.

We tend to think of this division as a fairly clear line. Either we are conscious and aware or we aren’t. But what some of these practices hint at is that it may be possible for some of us to turn that “line” between consciousness and unconsciousness into a “zone”.

The many potential benefits of being able to do this include;

• improved creativity and problem solving
• fuller and better communication, especially listening skills
• conservation of energy, especially when faced with multiple conflicting priorities
• greater sense of achievement and wellbeing; what psychologists don’t like to call “happiness”

It’s a lovely thought, but the sticking point is that most of these practices can take years to learn. And busy entrepreneurs, CEOs and senior managers don’t have that kind of time.

What’s going to help busy people most in this age of anxiety are in-the-moment "tools" they can pick up quickly, use instantly and that become part of their unconscious behaviour, like driving that car on the motorway. And that’s what we've been working on.

Blog by Mark. Comments invited…

Business life, and life in general, is remembered as a series of moments. Some good, some bad. Being (and staying) in the moment, we believe, can increase the relative proportion of good moments.

We have developed a set of tools which allow busy, stressed, over-informed and over-diarised people not only to seize the moment, but even more importantly to control it by staying in the moment. If you’re a tennis fan, it’s a bit like being able to perform like Mahut and Isner at Wimbledon this year.

Our material is drawn from;

• Leading edge, best-practice theory and evidence from Organisational Psychology
• Best of breed Eastern Philosophy and principles
• Five decades of hard-edged business experience. Between us, in case you were wondering

The reason we’re doing this is because we are delivering the training we wish we’d had twenty years ago. The stuff that would have prepared us for the knowledge economy, rapid and discontinuous change, austerity Budgets and (dare we even mention it) England crashing out of the World Cup at last 16 stage.

Because of our business experience we only focus on the stuff that works. These are tools that we use every day, so we know exactly how good they are.

We call them tools because, like hammers, screwdrivers and chisels, they are relatively easy to pick up and use, and the more regularly and often you use them the more skilled you become.

During the summer we are going out and about demonstrating our “in-the-moment Strategies” tool in a series of one-on-ones with selected opinion formers. We’ll let you know how we get on.

In the meantime, thanks for reading. And if you have a view about this and there’s something you’d like to say, do let us know.

Mark & Patrick