Three Change Facilitation Questions

There are many reasons given for why employees resist change, including:

1. They don’t know why the change is needed

2. They fear the unknown

3. They fear they lack the necessary skills

4. They have a fear of failure

5. They are comfortable with the current state

6. They do not trust the change originators

7. They believe that it is a temporary fad

8. They were never consulted

9. They have no information about the change

10. They are exhausted

11. They worry about the effect on the status quo

12. The benefits and rewards are inadequate

13. They fear they will lose their jobs

14. They believe that they will be expected to do more with less

15. They have a fear of losing control

16. The change is occurring at a bad time

17. Their support system will be lost

18. They had a prior negative change experience

19. They have empathy for employees who will be adversely affected

20. There is too much uncertainty around the change

21. They still resent the effects of past changes

22. There are real threats associated with the change

23. They fear any change

24. They don’t like that their routines will be changed

However, the change consultant, William Bridges, says that it isn’t the actual change that employees resist, but rather the transition that must be made to accommodate the change. If the employees do not make the transition, the change will not work.

“Change is not the same as transition. Change is situational [and external]: the new site, the new boss, the new team roles, new policy.

Transition is the inner process through which people come to terms with a change, as they let go of the way things used to be and reorient themselves to the way that things are now.

In an organization, managing transition means helping people to make that difficult process less painful and disruptive.”

It does this by answering three key questions introducing the change initiative. The first two questions relate to the external changes taking place. The third question relates to the internal psychological transition that the employees need to make.

Question #1: What is changing and why is it happening?

Employees need to know what the change is and why it is necessary.

Employees will not buy into a change if management cannot explain it in a clear and simple statement without any jargon. The statement should also be brief- Bridges recommends that it be only 1 minute!

Question #2: What will actually be different because of the change?

Employees need to know how the changes will affect their lives, their jobs, and the functions of their department.

Management should be able to explain in specific terms the actual differences that the change will make in how programs and procedures operate, where staff will be located, and how functions will be organized.

Question #3: Who is going to lose what?

Employees need to let go of their old situation before they can start something new.

Management should take the time to understand how the world looks to the employees and use that as the starting point to help them identify the losses and endings they are experiencing. This will get the issues out in the open, give the employees the tools they need to move forward in a difficult time, and build trust by showing that management cares about the employees.

Would answering these three questions have made a positive difference when introducing change initiatives in your organization?

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Character Counts, But It Can Lead You Astray

Let me start by saying I place a high value on a person’s character. However, unlike like many coaches and executives I have worked with, I also understand that it is not as determinative as it is often portrayed to be in the media or as much as most people think it is.

Coaches often brag about a player being of high character. Teams and businesses often proudly state that they only hire people who possess fine character. Yet we are inundated with news stories about workers who commit malfeasance against their employer, and players who run afoul of the law from these same companies and teams that only hire people with great character.

The assumption we tend to make when things like I just described happen, is that the business or team was wrong about those individuals’ level of character. While that certainly is a valid possibility and perhaps accurate in some cases, chances are much higher that the reason for this is what is known as the Fundamental Attribution Error. This is where we take a perceived trait in someone and assume that since they possess it in one area, it applies to all areas. When it is a positive trait, like high character, it is often referred to as the “Halo Effect.”

We forget that good people sometimes do bad things; like the clergyman who cheats on his taxes, or the man who volunteers to help underprivileged children and then goes home and abuses his wife. Not long ago, several professional athletes were taken for millions of dollars by a financial advisor and when one of the bigger victims (QB Mark Sanchez) was asked about it, he said he trusted him because he was a Christian, thereby assuming he was honest and trustworthy. That is an excellent example of an attribution error in action.

New leaders often start by saying they are only going to bring in high character people. This is a great and noble idea, but if you start bringing high character people into a corrupt environment, they are more likely to become corrupt as well, rather than be able to convert the corrupt people into people of high character.

Sometimes it is better to clean house and build back up. When trying to salvage what was good, you may end up making an attribution error or two when deciding on what or who to keep, and be back where you started before you have a chance to succeed.

So, my advice to businesses and teams is to evaluate the character of all of your prospects, but do not use that evaluation as a heavily weighted factor in your hiring decision.

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Changing Face of the New Hotel General Manager

In the olden days, the General Manager was the friendliest face you saw when checking into a hotel. The host supreme, he was entrusted with the task of interfacing with the guests and making them feel at home. He accommodated your wishes, catered to your demands, and made troubles vanish into thin air. A competent General Manager was worth his weight in gold, and made all the difference between a good and great stay at a hotel!

Today, however, the genial General Manager is fast transforming into a power tool that takes care of various responsibilities, sometimes simultaneously. Gone are the days when he would stand in deference in the hotel lobby. This Jack-of-all-trades now has his fingers deeply and firmly embedded in not one but many pies and is adept at juggling his many roles with a quiet exterior and charming panache.

So what exactly does the new age General Manager do?

The short answer to that is ‘Almost everything!’

It’s true. From tasting food and ensuring top-notch room service to assuming a leadership role and guiding the team towards the company’s goal, the General Manager’s responsibilities are varied in nature and not restricted to any one division of the hotel.

Here’s a more detailed description of what is expected of a General Manager. In addition to overseeing day-to-day options, he’s in charge of…

Building a vibrant organization
Creating a distinctive work environment
Establishing priorities and setting the goals of the company
Spearheading innovative and strategic thinking
Managing human resources and mapping their productivity
Driving the team towards success by setting a personal example
Maintaining the highest standards across all operations
There’s no denying that a General Manager has a lot on his plate. Each responsibility has to be executed with perfection and mistakes are not tolerated kindly in the hospitality industry. Accustomed to fighting fires every day, the General Manager goes around troubleshooting a wide range of problems without batting an eyelid. Safe to say, this job is not everyone’s cup of tea.

What characteristics are desirable in a General Manager?

The General Manager is one of the most respectable, demanding, and exacting positions in the industry. Not everybody can do justice to this role. It takes a person with considerable ingenuity to step into those shoes. Here are some of the traits you should look for in a prospective General Manager.

The Ability to Multi-task

This one makes it to the top of my list for obvious reasons. The typical workday of a General Manager is extremely complex since they are required to oversee so many things and. With equal alertness and perspicacity, they have to supervise guest relations, housekeeping, front desk, finances, F&B set up, compliance, employee evaluation, and any events that may be happening in the hotel. Unless he has excellent time management skills and organizational talents, a General Manager will never be able to rise up to the occasion and keep things together.

Professional Troubleshooting

Most people who land up at a hotel for a lazy getaway are completely oblivious of the chaos playing out behind the scenes. All they see is a haven of peace, luxury, and indulgence functioning like well-oiled machinery, while attends rush to fulfill any wish or demand they may have.

All this is possible, in large part, to the General Manager and his common sense, quick thinking, and the creative and practical solutions he comes up with for every day problems that crop up. Anything that can go wrong does go wrong, and it’s the General Manager’s decisiveness that allows him to avert disasters and keep things working like clockwork in the hotel.

Adaptability & the Desire to Learn

The hospitality sector is one of the fastest evolving sectors in the world. Technology, policies, government legislation, and local politics all contribute towards the changing of times, and it falls upon the General Manager to foresee these changes and prepare for them.

In my experience, the best General Managers are those who welcome the new. Instead of being frightened, they’re curious about the developments taking place in the industry. They’re well-informed and, despite their hectic schedule, they find a way to stay abreast of industry news and trends. By doing so, they ensure that no latest innovation gets by them. They apply their knowledge to work so that their hotel moves with the times and adapts continually.

Teaching & Mentoring

We’ve already established that a General Manager should constantly be amassing knowledge related to the industry and his position. But it’s also important that he passes on what he’s learned to his team, so that they’re equipped with the necessary skills and knowledge to work efficiently and independently. Few things are more frustrating and draining for him than to micromanage all the tasks that fall in his lap. For the hotel to function optimally, the staff has to display initiative. This can only happen if they’ve been mentored properly and taught how to be resourceful and quick-witted.

Like I mentioned earlier, a good General Manager is a valuable asset to any hotel and selecting the right one is no mean task. Given the complex nature of the position, I would always recommend that you ‘grow’ your own executives. This allows you to select from within the ranks and prepare somebody who’s familiar with the working of your hotel for the managerial role.

However, that may not always be possible, and you may have to fall back on traditional ways of searching for someone competent to take over the role of a General Manager.

When doing so, keep the following best practices in mind:

Always bring in someone who knows the business, the industry, and the people involved. Unless you’ve got a very small establishment, the General Manager will not be able to learn everything fast enough to carry out his responsibilities competently.
Look beyond the management training courses, seminars, or workshops the candidate may mention on his resume. In my experience, these programs tend to emphasize too much on the importance of formal quantitative tools, which, though relevant, are hardly integral to the job at hand.
Scan the potential candidate for the qualities we talked about earlier. They’re just as important as the qualifications and experience the prospect brings to the table.
Finally, when you find the right candidate and welcome him onboard, allow him /her at least three to six months to collect information, build a network, establish relationships, and set the direction for the team. Do not assign pet projects or specific tasks in this duration. It will be counterproductive and divert attention from his main goals of driving the team to success.
A good General Manager is integral to the smooth functioning of a hotel. He works behind the scene to offer a pleasant and hassle-free experience to guests and patrons. On his discretion stands the reputation of the hotel and on his efficiency depends all other divisions. So make sure you invest time and effort in selecting the right candidate for the job, for he’s the one who will lead the establishment to its ultimate vision.

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5 Top Advantages of Promotional Tents for Events

Business Can Be Taken To Different Locations

Most companies conduct business and engage with potential customers by means of showrooms. However, the problem is, traditional showrooms are rigid and inflexible. If they want to let more people from other places know about their brand, it is best to rent or purchase a marquee tent, which is available at local event companies.

All they need to do is set up the pop up tent at trade shows, community fairs, markets or wherever their customer base is located. They will have their own space and use customized branding so consumers will remember their business.

Boost Engagement Using a Standout Display

Companies can network and engage with prospects at trade events. However, it can be hard to get the people’s attention when there are lots of other businesses around. Therefore, they need to do something to let their company stand above the rest of the crowd.

They can customize their event tents with colored walls of their choice and canopies. They can also print their branding in full-color text complete with graphics. High quality tents can draw more customers and provide them with an opportunity to market their brand and products.

When businesses participate in trade events on a regular basis, a marquee event tent can help a lot.

Tents are versatile and User-Friendly

A number of the biggest companies join extravagant traveling road shows that feature modified trucks and campers. This can be cost prohibitive for a lot of businesses. On the other hand, a tent can be a versatile and cost-efficient solution that offers most of the several advantages given by a motorized showroom.

Modern tents are not only safe; they are also easy to assemble using uncomplicated tools. Basic marquee tents can be assembled by only a few skilled team members, reducing costs in the long run.

Marquee Tents are Effective for Sponsorship

One of the effective ways to develop a brand is by engaging with a community. When a business entails some sort of sponsorship, it would be a great idea to rent a marquee tent for a single event or invest in a customized one to use for a long time. This can be used in community functions, sports events and local farmer’s markets, to name a few. When businesses are active in their community, using a tent with clear, visible branding can provide people with a shaded area during events.

They can optimize their marketing by means of creative brand exposure at sponsored events.

Promotional Tents Are Cost Effective

To minimize costs while keeping their business lean and agile, companies can rent or buy a commercial/event tent from their local event tent company. A marquee tent allows them to set up wherever they are, when they are hosting an event on their property or heading out on the road.

The features of versatile marquee tents include interchangeable canopies and walls, mounting solutions for decorations and lighting plus connecting structures that can create a bigger complex of tents for projects like trade shows.

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Important Factors to Consider When Creating a Website

Purpose of Creating the Website

When a website is built with a purpose in mind, this will let businesses have clearer goals that will enable them to improve the whole planning process. Website projects have different goals including building traffic and improving communications between a brand and its target audience.

Prior to developing a website, it is crucial to know the exact purpose of the website. Businesses should also know the best way to set goals and create a website that meets this ultimate purpose. These important things to consider will help them create a focus and support the whole project.

Web Design and Layout

The way a website is designed, in terms of UI and UX, psychologically affects the way people respond. There is nothing better than a remarkable online user experience. When a website is being developed, one vital factor to keep in mind is creating an appealing design. Clean, quality designs allow viewers to focus on valuable content displayed and the brand’s essence.

Typography

It is very important to understand the typography fundamentals for a website. Texts that are extremely big or small can have an effect on the viewers’ response to them. Fonts should be given close attention, choosing one that directly draws the target audience without compromise to the brand’s purpose.

Security

A lot of websites fall prey to hackers either because of ignorance or poor maintenance. Any website can become a victim of several threats including malware and viruses, among others, particularly due to the latest advancements in technology and constant updates that make websites open to many, different risks.

Performance and Speed

Even if websites have great content, visitors can be discouraged when they are slow due to functionality errors. An optimized website that functions fast can benefit from the following: increase in returning visitors/customers, higher search result ranking (that has an effect on traffic) plus efficient mobile performance. These should always be considered before building a website to make sure of an overall effective performance.

Target Market

It is also important for businesses to know their target market and customers’ requirements to build a website that addresses their needs. For instance, a website designed for fashion enthusiasts is far more different than a site built for engineering professionals. A clear understanding of the market specifications will give a clearer picture of the web design, colors, style theme, layout, call to action and content strategy.

SEO and Important Plugins

SEO is among the most important aspects of a website. Even with great content and other smooth functionalities, everything will be pointless if SEO is not given importance. Creating a website that has a clean SEO code will make it easier to be visible to the target audience.

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6 Elements of Web Design That Are Crucial to Success

1.Call to Action (CTA)

Customers get encouraged to engage with a business when there are calls to action (CTAs) on its website. For instance, words like “Contact us today” shows that a business wants to build a relationship with its customers. However, businesses should make sure that CTAs are relevant to a visitor’s level of engagement with the company.

When visitors are only starting to learn more about a brand, the company can ask them to subscribe to its email newsletter. On the other hand, loyal customers will probably like to join a brand’s loyalty rewards program. No matter what companies want visitors to do at their site, they should add a call to action on all their web pages.

2.Short Loading Time

Whenever people search information on the web, they like the loading time to be as quick as possible. Otherwise, they will leave the website at once. Testing their website beforehand will allow them to determine loading time problems, which can be addressed in time for the site’s release.

Providing customers with a great user experience will increase customer retention so it is best to evaluate a site’s loading time the moment it has launched. With short loading times, customers get the information they need when they need it. When a website fails to deliver, it will be left behind by competition.

3.Active Blog

An active blog enables customers to remain updated on the company’s events, most recent products and other industry-related info. It is an effective way to stay connected with them, particularly if the things that companies post encourage viewers to engage with their brand.

Updating their blog on a regular basis lets customers know more about their brand’s values and willingness to encourage communication. When they deliver fresh, relevant, engaging content to users, their brand becomes recognized, which makes them an authority in the industry.

4.Clean, SEO-Friendly Code

It is crucial for companies to have a clean, SEO-friendly code when they are creating new web pages or optimizing those that already exist. Improving a site’s code can boost the overall ROI (return on investment).An SEO-friendly code give a clean picture of a site’s content to guide search engine spiders.

WordPress and other CMS services offer plug-ins that can make the process of boosting search engine rankings and cleaning up code easier. Since WordPress does not require much knowledge on coding, it is a viable solution for companies that struggle to drive traffic to their sites.

5.Compatibility with Different Browsers

With the progress of technology comes the steady growth of internet browsers. It can be challenging to keep up with Internet Explorer, Chrome, Safari and Firefox, to name a few. In designing a website, it is a must to make sure that a website can be reached from different browsers.

A site should register well on the major browsers as well as the older versions. Ignoring this important step may disregard a big percentage of a company’s customer base. It can bring about unnecessary expenses to a developing business.

6.Navigation

When customers find it hard to navigate a website, they will leave and move on to other sites. To make navigation more appealing and efficient, businesses should review their site and look at it in the eyes of a new visitor. They should only choose sensible navigation streams.

Including a site map is an effective way to allow visitors to navigate more easily and search engines to crawl a site. In addition, streamlining navigation by removing pages that are not needed or do not perform can reduce load time, which in turn improves the quality of a brand’s online presence.

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Should You Go for Mobile Sites or Responsive Sites

According to statistics, using mobile devices to conduct searches online has considerably grown in the last two years. As a matter of fact, about 95% of mobile device users depend on their gadgets to look for local products and/or services. For this reason, businesses have to make sure that their websites register well on all kinds of devices to reach this increasing number of mobile users.

It is but wise for large companies with web presence to create a mobile-friendly website that can be clearly viewed from any device. So, when businesses plan to launch a new website, it is best to choose a responsive web design that is able to adapt to any mobile device.

Incorporated with Social Media

Nowadays, websites are required to be integrated with social media. Due to the latest technology, sharing information is now more convenient therefore; businesses that do not incorporate social media fail to benefit from the so-called modern day word-of-mouth marketing.

Social media paves a way for customers to promote a business’ brand, give reviews and be updated about the latest news on the company. Platforms such as Facebook, Twitter, LinkedIn and Pinterest make it easy for businesses to distribute their written and visual content like product images and brand videos.

Captcha Tests

Businesses that do not have ready captcha tests receive nothing but spam in their contact forms, website forms and comment sections. Such tests that come in the form of random letters and numbers typed before submission of a web-based form, spell the difference between humans and robots.

Including these short captcha tests in their contact forms will make sure that humans alone are able to utilize their site’s resources, which let them save both time and costs.

Efficient Security

As technology evolves, the latest, more advanced security risks have greater chances of compromising a website’s reputation. These include malware, viruses, malicious apps as well as the dangers posed by hackers. Websites have to prevent security breaches on the front and back ends.

Ecommerce sites and other websites designed to conduct online transactions require extra security measures to secure customer personal details. To reduce the possibility of browser-based risks, businesses should include SSL certificates in their websites.

While this is being developed, it is crucial to go over the security features added to the website’s framework and design. It is important, as well, to conduct security checks on a regular basis or else, hire the services of a provider for the job.

Customer Testimonials

Customer testimonials, just like offsite reviews, can be used to promote businesses. Including customer testimonials on a site will reveal more about a company’s products, services and customer commitment.

When companies have an existing loyal customer base, they can solicit some online reviews. In case these customers provide their recorded testimonials, this is the right time to make branded videos. The more sincere and detailed testimonials provide more chances of drawing new customers.

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Better Academic Outcomes In Small Schools

Small schools have great variety. We learned that we don’t need standardized schools — that kills the soul! In Chicago we saw fabulous small schools that were Afro-centric, schools that focused on phonics, fabulous small schools about whole language, small schools that are using the city as a place to investigate. Why? Because they were small, they were focused and they beat the odds on academic outcomes. Small schools are the single most powerful intervention that we can imagine for young people. And the evidence at high schools was even more powerful, as you’ll see in our report.

Learning Lessons

There are now data from 25 years on big mistakes we make when we’re reforming high schools. The data reveal these myths:

• Myth One: You can reform schools incrementally. Forget it. You never get to where you thought you were going. Despite your anxiety, work the hard issues up front; you cannot work your way into them. You cut too many deals if you ease off and make everybody happy in the beginning. And I see a lot of people doing that. I’ve seen too many schools start out saying we’re going to break big schools into small schools. They keep almost everything the same. And within three years, they end up with a couple of interdisciplinary classes. The bottom of the school — where failure is more evident — is never touched.
• Myth Two: You can keep the same infrastructure. We’re still going to have the principal, the 16 vice principals, all those deans for discipline, the boys’ deans and the girls’ deans. And department heads and counselors that are organized by an alphabet, and then classroom teachers, who are doing the real work. And what we’re going to do now, maybe, is take the department heads and make them the heads of the small schools. Forget it. This is a time for serious conversation. Where I’ve seen it done well, like in New York City, labor unions have been fabulously supportive. Yet, I keep hearing from management how labor won’t go for it, so they’re not willing to push the limits. You can’t keep the same infrastructure.
• Myth Three: You need a separate ninth grade. One lesson is don’t do a ninth grade school – a kind of vertical, horizontal thing. You just create another threshold, and then the students drop out after ninth grade. If you’re going to build a community, it’s nine-12. And you know what, the seniors do not molest the ninth graders. They help them!
• Myth Four: Veteran teachers are cynical. “Old” teachers can’t and won’t do what’s necessary, and their experience equals burnout. We have seen the limit of treating experienced teachers like they are dead wood. A bunch of schools in New York decided to hire young, excited, amazing young people from Brown and Wesleyan. And they’re all really, really smart. But it would have been nice to have some teachers who know something.
• Myth Five: Standards and standardization are the same. Standards are not the same as standardization. Small schools, by their nature, are very interested in being held accountable — which is one of the remarkable things about small schools. The parking lots aren’t empty at 2:00 p.m. Teachers hold each other accountable; they hold the students accountable; parents hold the teachers accountable; and everybody holds the parents accountable. Kids hold themselves accountable. Standards are not the same as being the same.
• Myth Six: Professional development has to happen from the outside. Teachers have an incredible amount of knowledge, if given the space to say what 20 years inside dysfunctional institutions has done to them. A relation between inside and outside expertise is fragile — and powerful.
• Myth Seven: Tokenism will solve the problem. Two more black faces in an AP class just doesn’t do it for me. You can’t just play with the top and color-coat. You’ve got to take on the whole thing. Whole-school reform is the point.
• Myth Eight: One of my worst nightmares is when people turn small schools into tracks. There was a school somewhere in America, where administrators decided that they’d have five small schools inside one previous big-school building. So one school was going to be the Special Ed school; one was going to be the Chapter One school; one was going to be the pregnant and parenting school; and one was going to be the language school, for the Latino kids. And then, one school was going to be the humanities school, to attract the middle-class white kids back to the school. That’s not what anybody ever meant by small schools. That is a fundamental distortion. Small schools are heterogeneous, and commit to figuring out how to bring the genius out in everyone.
• Myth Nine: The illusion that accountability means rules and surveillance of teachers and students. That is not accountability, that is oppression. Accountability comes from relationships and responsibility. That’s what small schools produce. You can’t hide. It’s a group of committed folks.

Accountability requires autonomy. A big mistake is not giving small schools the autonomy that they need to do the work that they need to do. Small school teachers, and parents, and community members are willing to be held accountable. But the only way they can be held accountable is if you give them the autonomy to develop the curriculum, to organize their time, to figure out their assessment system and the ways that they would measure student progress. We could always close down small schools if they don’t work. However, we don’t close down big high schools when they don’t work. Close small schools down if they don’t work, but first, give them time. Let them grow. Don’t make autonomy a gift that some schools can earn. That’s a setup. Make autonomy a beginning condition. Then put people under the light of surveillance if they screw it up. What we do now is put everybody under the light of surveillance, and it chokes them.

What’s Needed Now?

First, I’m very taken by this “metropolitanization” analysis. It’s a good idea, and very useful to document the space of injustice between what’s happening in urban areas and what’s happening just on the other side of the border. In education, we could easily do that. We could track who’s in Special Ed; who’s getting college-eligible courses; who’s in AP classes; what are the post-graduate outcomes; how much teachers get paid; what are the drop-out rates across our cities; and where are the certified teachers. And we could document pretty easily the redlining of public education.

Second, we need a theory of change. I don’t think it’s hard to imagine where we need to go. That’s not the mystery. How to get there is not so clear; and how to get there systemically is less clear. I’m tired of hearing small schools is not a systemic strategy. It could be a systemic strategy if districts figured out how to learn from small schools rather than crush them. So we need a joint strategy of internal-to-districts work, and external advocacy. There are teachers who are quitting because they won’t teach English only. There are teachers who are refusing to place kids in a bottom track. There are parents who are creating freedom schools in the South, and some of that is getting called home schooling. And not all of those people are our enemies. They are asking for inside help and external push. We need the combination of pilots and protests. We need the melding of internal reform and sit-ins. We need to be working both sides. This is what I mean by the politics of urgency.

Third, we need to offer support for teachers and parents and places not yet engaged in reform. Too many of our friends are teaching and working and committed to schools that haven’t yet done the work. What we can’t do is only go to the places where there’s sufficient energy for change or we will lose some of our most dedicated buddies and friends. I know many of us have committed to staying in places that are not “there” yet, and you’re doing God’s work. Thank you all.

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