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Writer's pictureSusan Tatum

Chief Asking Officer: Why Asking for Help is Key to Success


In this episode of Stop the Noise, Susan speaks with Tim Schuster, founder of Pop Up Think Tank. They talk about the power of asking for help, the importance of engagement in leadership, and how Tim’s unique approach to brainstorming can drive buy-in and ownership. Tim also shares his perspective on building trust, making the right asks, and how to generate more meaningful conversations and client relationships.


Notes from the Show


1. The Power of Asking for Help: Many people fear asking for help, but it can be a powerful tool for engagement and ownership. When people are asked for help, they often feel valued and more invested in your success.


2. Building Trust Through Engagement: The best ideas and results come not just from brainstorming but from building engagement and ownership with your network. Getting people involved leads to deeper connections and more actionable outcomes.


3. The Art of the Ask: Consultants and founders should embrace the role of “Chief Asking Officer” by confidently asking for introductions, ideas, and even business deals. Knowing when and how to ask is a skill that can unlock new opportunities.


4. Don’t Wait for the Deal: Avoid putting all your energy into one potential client. Engage with multiple opportunities to diversify and reduce the risk of relying on a single outcome.


5. Consultants and Engagement: Independent consultants often face challenges asking for feedback or reality checks, fearing it might make them appear less competent. But true experts know they don’t have all the answers and grow by engaging with others.


What’s Inside:

  • What is Pop Up Think Tank?

  • How brainstorming creates engagement.

  • Why are we afraid to ask for help?

  • The power of being the Chief Asking Officer.


Mentioned in this Episode:


Transcribed by AI Susan Tatum 0:37

Hi everybody. Welcome back to stop the noise today my guest is Tim Schuster, founder of pop up think tank, which is everything it sounds like, and more welcome, Tim,


Tim Schuster 0:50

Thanks, Susan. And thanks to everybody who's listening in today.


Susan Tatum 0:52

It's really good to have you here. You know, you and I, we just met last week.


Tim Schuster 0:56

We did, yeah, and thanks to Chris Caton, who introduced us absolutely.


Susan Tatum 0:59

And I feel like, you know, we immediately found that we share an interest in asking for help and getting out and asking for the call, asking for help, getting engagement. And I'm really excited to have you here, because just in that conversation last week, I took notes of things, so I'm ready to take notes again.


Tim Schuster 1:19

I appreciate that. And you say interest in asking for help. And yeah, I've been, I've been talking to founders and consultants these last few weeks about the importance of asking for help. In a session I call chief asking officer, and you say interest. And I keep thinking, Well, we are interested in it, but also we kind of just, many of us, are getting the sense of, at the end of the day, I need to ask for what I need. And there is otherwise it's not clear to my network or the people in my life what it will take to for me to take my business to the next level. So an interest in it, yes, a burning call, a burning desire to like, get to the other side, a need. And those are all right there as well.


Susan Tatum 1:54

And I would add power, the power of doing it,


Tim Schuster 1:56

absolutely, for sure, absolutely.


Susan Tatum 1:58

So before we get into this, will you just take a few minutes, and for the listeners that aren't familiar with you yet, just tell us about Tim and pop up think tank


Tim Schuster 2:07

for sure. Yeah. Well, most people, Susan, believe that brainstorming generates ideas, and if they've ever been to a brainstorming session, they know that the idea is to come up with creative new concepts. And of course, we do that at pop up think tank, but what we find more so is that brainstorming generates engagement, buy in, ownership, and so we lead these 90 minute pop up Think Tank virtual sessions that feature a founder or a consultant or a project or something that's just getting off the ground. And we ask people for their ideas, their connections, their thoughts, their strategies, their feedback, and we find incredible results after the session where people actually raise their hand and say they want to help. So we use it to build engagement. We build we use ideation and brainstorming to generate that ownership and buying, which can be a huge lift for leaders and founders of all kinds.


Susan Tatum 2:56

So I you know where my mind goes with that. Tim, is that that ownership. I mean, we see that with leadership development and a persuasion and, you know, manipulation a little bit, maybe in a good way. Yeah, people are, if people are feeling involved, then they do have that ownership, and that ownership makes them more likely to support whatever else that you're doing.


Tim Schuster 3:19

You know, I'm a parent, I have a five year old at home, and I know if I ask her how she wants to start cleaning her room, I have way better make it her idea. How do you want to get approached this? Should we start with? Should we start with the blocks over there, or the dolls over there? And all of a sudden, it's her idea about how we approach this, which means there's, there's more ownership from the beginning. So I think there's this built into us as humans like, there's just engagement that comes along with with having an idea be ours.


Susan Tatum 3:45

Yes, absolutely. And then, you know, I also think there is psychological support for us wanting to help others. Do you think that not asking for help, or fear of asking for help, or just general not doing it? Where does that come from?


Tim Schuster 4:01

Ooh, yes. Fear of asking for help can be it's it's several proms. There's something the face of facing rejection can be like, what if I ask for help and they say no, or what if I appear incompetent, or I don't want to be a burden to the people in my life. And these are all common. What we find, though, is that when people are asked for help, they feel honored. They feel like they can make an impact. They get a specific status in that person's life. If they're asked for help and giving people an opportunity to add value, then, in turn, helps them feel valued. And so by asking people in our lives for advice, a few minutes of their ideas, an introduction or a connection, they can do it and they're happy to do it. They you give them that opportunity to feel like they made an impact, and all the better if they get a thank you note on the other side, I definitely think there's more of a win win in asking for help than than what maybe we realize if we can overcome some of these fears that what if I asked for help and I'm a burden, it turns out you're actually not a burden if you give them enough time to be able to help you. Nobody has 15 minutes right now, right and now, easy world. We're all busy, but everybody has 15 minutes next week. And that's just one way of thinking about what it would look like to ask for help, and all the better if it's tailored to who they are. I'm asking you for help for this reason, and they get a sense that you're out there asking other people for help as well, and they're not sitting there on an island and and coming to save your business. There's other people who are involved as well.


Susan Tatum 5:26

That's true. That's true. And the what's in it for me, but there's so there is a bit of an ego boost. It's like, I'm, I'm asking you for help, because you are who you are, and you're an expert, or, you know, whatever.


Tim Schuster 5:36

Yeah, absolutely. I think there's an ego boost. I also think about the Franklin effect, Susan, and you'll like this. The Franklin effect says that if you ask somebody for a favor as they're gonna like you more than if you try to do a favor for them. And there's a psychology to it. There's an anthropology to it, that if I give the opportunity to do a favor for someone, and I'm able to do it, I just know that they're less likely to kill me. I know they're less likely to come for me. There's a safety and a security and feeling like, if I do a favor for someone, they're going to know that, and that'll be a part of our relationship going forward. And it's called the Franklin effect. You can find it on Wikipedia. It's pretty funny, actually.


Susan Tatum 6:10

yeah, I looked it up. It did say that, and I think I had heard about it, you know, in the past. I mean, it does go back to Benjamin Franklin, right? But it is, it is counterintuitive from what you were saying that yeah, you feel like the law of reciprocity would say, I should do you a favor, and then you're gonna feel like you owe me one.


Tim Schuster 6:28

Yeah? Totally Yeah. You know, the best favors are the ones that we asked for, like, unwelcome or unsolicited favors feel a little bit gimmicky. If someone shows up and to my door and says, Can I do me a favor? Do you need help today? I think we'd all be a little bit suspect, a little bit like, what do they really want? What's really going on here?


Susan Tatum 6:44

Well, so then you just, if you're asking for help, you better tell them what you want, right? I mean, why you're doing it.


Tim Schuster 6:49

exactly what you need. And all the better if it's measurable and objective, and something that that person feels like, if I were to help this person with that something, it'll actually have an impact for sure.


Susan Tatum 7:01

Well, so tell us a little bit more about this chief asking officer theory, because I know you just did a was it a presentation that you did?


Tim Schuster 7:10

Yeah, it's a webinar I do, and I'm pure Minneapolis, and we just had twin city Startup Week, and we brought a few founders together to talk about this idea of Chief asking officer, just as a founder. You are many things. You wear many hats. But one of the things that you are, one of the titles you have, whether you realize it or not, is you are the chief asking officer. You are the one who is responsible for asking for what you need. And when I say asking Susan, I'm talking about, one hand, asking for what you need, introductions, connections, advice, ideas. We need these things. We're not charity cases. We're not out there begging. We just need to ask for what we need. Otherwise our network won't know what it is we need. On the other hand, we also ask to close a deal. Sometimes you just have to ask for the contract, ask for the business, ask for the investment. I've seen so many pitches where it's just beautiful slides and the market opportunity is incredible, but there's no ask. There's no specific here's what we need, and oftentimes the ask is what actually gets us across the finish line.


Susan Tatum 8:05

So I think that being afraid to ask for the deal or not, or unwilling or not wanting to extremely uncomfortable with it is by far the norm.


Tim Schuster 8:17

It is by far the norm. And I appreciate you bringing that up. I think we, you know, none of us want to be a burden to the people in our lives. I don't want to bother them, but at the end of the day, people want to help. They want to feel valued. And one of the best ways to help people feel valued is for them to add value, to contribute value. They work hand in hand. It's a key principle of positive psychology. I feel value when I've added value, so we're not a burden. We have the opportunity to help them, to help if they can, and if they will, and sometimes they need to be asked. I think there's a fear of being appearing incompetent, Susan, where if I ask for help, does that mean I'm not good at what I'm doing, or I'm needy, or I'm not up to the task? And what I'm finding, and what the people that I work with find is that it actually signals a strength. We all know how hard it is to ask for help, and when someone asks us for help, we sort of get a sense of, oh, that must be hard. That's not easy to ask for help, if I were them, and here they are asking me for help. That actually signals a strength. There's a strength in that humility, you know, and I think we're facing rejection, or maybe there's a lot of fear of losing control, or some of the uncertainty. If I ask for help, I might not get exactly what I want. So I always say, but results matter, and at some point we do have to let go a little bit and embrace like good results can come from the art of asking for help.


Susan Tatum 9:31

So with consultants who are as mostly what our listeners are and they're these are highly accomplished experts. So when they so asking for help, even if it is, you know, check my ideas. Give me a reality check or add to this. Or what do you think? I think there's a fear there of it's going to make us look less of an expert, because we need help.


Tim Schuster 9:54

For sure


Susan Tatum 9:55

true experts know that they don't know everything. I saw that somewhere.


Tim Schuster 9:59

Right? Yes, absolutely.


Susan Tatum 10:02

They know everything are not the experts.


Tim Schuster 10:05

They're actually experts at getting to know what they need to know. And that comes through asking for questions and getting curious and asking for what they need, for sure. Yeah, I think there's, you know, I think about the I think about the consultant who spent, him, her, they have spent years, if not decades, in a corporate environment where their calendar is always full. Someone's there are people are always coming to them for a decision or an approval or an insight, etc. And then they get into the consulting world, and the the calendar isn't as full as maybe it was, and now they're in the position of having to reach out and ask for what they need. Ask for time, ask for insights, ask for connections that can be a little bit uncomfortable. And so it can be a little bit of a learning curve there for the consultant who built up the body of work and expertise and now they want to apply to many different organizations, rather than just one. Can be a bit of a learning curve there.


Susan Tatum 10:55

So I think it would be interesting to ask these experts, consultants, when was the last time they actually had to go after somebody to get a meeting? Usually it's the meetings are just stacked up on your calendar, and you didn't go to a lot of work to get them. But let's talk about that specifically in getting these meetings, because that is, that is so much of what these these consultants need to do. You know, I think that so the big problem, the biggest problem that I help resolve anyway is that they're the consultants are not getting enough clients, or it's inconsistent, or it's the wrong clients. But the cause of that, or what's leading into that, in my opinion, is that they're not having enough conversations.


Tim Schuster 11:34

Yes, yeah.


Susan Tatum 11:36

So what are your thoughts on the best way to get into these conversations.


Tim Schuster 11:41

Best way to get into a conversation with a prospective buyer is a really good first impression. And putting yourself in their shoes, if you reach out to somebody that you don't know on LinkedIn and you ask them for time, well, just think about what it would look like if a stranger reached out to you and asked for time, it's going to feel gimmicky. So you got to find some way for there not to be an anxious I need your time so I can close a deal first impression. And that requires patience. And I think, you know, we all deal with slow sales cycles. Takes so long for a client to make a decision, to decide that they need you. And I think one of the best ways to make up for slow sales cycles is more sales cycles, a boatload of conversations that are happening to increase the surface area and increase the amount of opportunities that are there, and then that requires a little bit of art and finesse. And nobody wants to be sold to, and nobody wants to feel salesy. So put yourself in their shoes. If I was getting this message right now, would I be a little bit skeptical? You might be. So they are as well. So make a good first impression and then find a way to add value, without, without it being too much of doing a favor for them, and then a chance to engage. And I think to, you know, asking people, who's the right person at your company, I can use your help who's the right person at your company to talk about this kind of issue that can go a long way as well.


Susan Tatum 12:57

Yeah, and try to resist saying, you know, can I have 20 minutes to demo my software or to tell you what I can do my consulting can do for you? Because, yeah, like you said, nobody wants to be sold to and and everybody's getting bombarded with that sort of stuff anyway.


Tim Schuster 13:12

Yeah, they are. They really are. And yet, sales are happening. Yeah, clients are hiring. Consultants are getting gigs. So when you talk to those who is getting these deals, who is who is getting, bringing on these new clients, we find it's a lot of trust built up over time in a series of different steps and stages that got that person to the buying decision. And it's a combination of content, time, value add, demonstrating expertise. There's no one path. It's a combination of activities over and over again. And not all of us have that kind of stomach to be able to wait that long, which just increases the need then Susan for more sales cycles, don't fall into the trap of waiting for that one key client to say yes, betting your business on


Susan Tatum 13:54

Oh Gosh


Tim Schuster 13:55

happens all the time, and that's either they say yes, and then we end up in another feast and famine cycle. Or they say no when we realize, Oh, I was actually counting on them for my, you know, putting all my eggs in that basket, which really then just looks more like a w2 scenario. Anyway, maybe you just end up back in the corporate world. None of us want that diversify and build that portfolio of potential clients and see them all equally, I think, as part of what's needed in the consulting world.


Susan Tatum 14:22

Well, your to your point about, don't put all your eggs in one basket if you're having that conversation and you're like, I got to close this deal, because you know, this is going to make my month, or this is going to pay the payroll, or whatever, clients, I think, can feel that there is sort of a tension there that is is just going to push them up. And if we stay in problem solving mode and say, This is how I could help you, then how do you get from that to asking for the contract or the deal or the asking them to do that?


Tim Schuster 14:52

Yeah, and this is we, you know, in these sessions that I lead on Chief asking officer, a lot of the conversation then comes down to, how do I make that ask, and how do I know what to ask for and when to ask? And then it ends up becoming the context of the relationship. And so really good consultants and salespeople have just a meter for what kind of goodwill and trust they've built up with with a client having put in the time. Is this working out? Is are we driving there comes a time I think this is ready for it ask, and the Ask has a great way of forcing the issue, because the the secondary risk to not getting the deal is putting too much time and energy on a client that was never going to sign up anyway, and they strung you along. And we got to risk not we got to risk not putting time energy, creativity and emotional energy, into a deal that was never really actually going to happen. And so the Ask actually has a way of forcing the issue. And then ask comes a lot of different ways. Can I have your business deck? What's it gonna look like towards the other what would kill this deal? What would prevent us from working together? Those are all common questions that, in the power of the Ask can do to things moving along.


Susan Tatum 15:52

So it's just a matter of doing it. It sounds like


Tim Schuster 15:58

I'm rereading everything that Steven Pressfield has written and his work on overcoming resistance in the book The War of Art, it really comes down to that the writer knows that they might have to sit at their computer and type for three hours, knowing that very, very little of it sees the light of day. Or the painter knows, like this canvas is blank, but it won't be. It won't be blank unless I do something about it. It'll always be blank unless I sit down and paint. Writers write, painters paint, creators create at the end of the day that is what we do. Consultants consult, and they consult not just after the contract. They consult before as well. So you're always consulting, and that is what we have control over. In fact, our effort, our activity, our willingness to sit there in that chair and do the work is probably our most important asset.


Susan Tatum 16:44

You mean the do the work for the clients,


Tim Schuster 16:46

doing the work of starting the business.


Susan Tatum 16:49

And oh yeah, if you don't have clients you're not


Tim Schuster 16:51

Yeah, yeah, absolutely.


Susan Tatum 16:53

Well, so tell us a little bit more about the pop up Think Tank, because I think it's, it's such a great idea,


Tim Schuster 17:00

I appreciate that, and we should get you to an event at some point Susan. I think it'd be fun to have you there, have your mind a part of what we're doing. They're 90 minute sessions. We host them on Zoom because we believe zoom meetings can actually be really great, and you can do a lot with 90 minutes. And it's not just 90 minutes of talking, being talked at. It's five slides, five questions, a seven minute break with some reflection exercise, individual reflection exercises with breakout rooms so that folks can get to meet the other people and generate some ideas together. And so that's what you would experience if you were to hop into one of our pop up Think Tank sessions. For our clients, they get the opportunity to engage their network in a new way. A lot of consultants and founders know that the resources they need are within their network. They just don't know exactly how to tap into that, or they feel like they have tapped into their network, but need to be, need to realize, potentially, that they haven't quite tapped into their network like they thought they have. Publishing a page in a website is not tapping into your network. It's not actually engaging people. And so, you know, all of this is built around a simple idea of there's more noise in the world than ever before Susan, I know you know that, and that's why you named this podcast after that. But if you were to ask me, What's the opposite of noise, I found myself thinking this opposite of noise. On one hand, it's silent, and we all need a good dose of silence in our life. Silence can be really healthy, and knowing what to do with silence, right? From a marketing and business development standpoint, I think the opposite of noise is engagement, actual rolling up my sleeves and focusing on a thing over a period of time and so more. There's more things out there. If I have to see another post on how much I should be posting, or more content on content, or more SEO on SEO. I mean, it just goes round and round and round and more guilt around how I'm not feeding the social media machines enough. I'm done with it. I'm absolutely done with it. What I want is actual interaction with other humans and actually engage and hear about what they're working on, what matters and and find the life there. And being willing to do more than an hour on something goes a long way. So when, when everybody zigsyou got to zag? Our simple zag is we're asking you for 90 minutes of your time. We're gonna do everything we can to make it worthwhile and for our clients to put them in a posture where they can reach out confidently and ask for that time and ask for that engagement, ask for help. It allows for everybody to win.


Susan Tatum 19:14

What do most of your clients are they looking for product input or community. What are most of them doing with it?


Tim Schuster 19:24

They want you to ask founders, are you getting enough feedback? They would, you know, they're gonna say, Yeah, we get really good feedback all the time. People love our product idea, etc. You know, the best feedback a founder can get is actual is the kind of feedback that's generated with actual actions. So the old phrase I hear what you say and trust what you do. It is so true with clients and customers, they will tell you nice things to your face about the service you're offering or the product you're offering. They don't want to hurt your feelings. They're relying on you to show you that you can be objective about it. And so that's one of the things about a space that is built around feedback. And I. And brainstorming on behalf of a project, in reaction to a project, or hearing the vision and the problem that wants to be solved, helps that founder, that consultant, that leader, be in a posture of more objectivity, and then to be able to take it all in one swoop and look at the themes and look at the similarities and what's being inputted on that that can be a gift. I think it is. Actually sometimes it's easier to hear feedback from 30 people all at once in one synthesized document than it is to have 30 separate conversations where you're just sort of distracted and kind of tossed and turned all over go for 30 all at once.


Susan Tatum 20:35

So then is the client in the room with is part of the brainstorming? Or is this taking place without them?


Tim Schuster 20:41

Yeah, we keep the founder client in the main session with us, and then we unleash into breakouts the individuals who are participating to not anchor or continue the interview or to in any way prevent objectivity. We want folks to know that they can be honest about what they're hearing. And that requires that requires courage for our clients. And part of our work with clients is helping them understand, like, what's happening here, why it's a good thing. And the worst kind of feedback is no feedback is more noise is getting the silent treatment, the fact that they're here in the room, interacting around your value proposition, the problem that you want to solve, your idea. That's the win. That's community, that's momentum, that that right there, in and of itself, is what we're after.


Susan Tatum 21:23

So is there something magic about the number of 30 people?


Tim Schuster 21:28

Yeah, 30 people is it's aspirational. Sometimes we have 25 we also can scale it beyond that as well. We've had zoom sessions with as many as 55 60 people, and they always work. What's magic about 30 is there's a statistical validation number there. It starts to get really meaningful. From that many eyes, that many that more connect, that many more connections. And then in our surveys after the event, we've asked folks how they want to be involved. We see really great numbers. If there's 30 people at the event, we're definitely going to see 18 20, 22 responses on how people want to continue to help that founder and continue to be in their cart.


Susan Tatum 22:03

That's so cool. I wonder if so, if you were a consultant with a high ticket service, and you're not, you don't need a whole bunch of clients, but you want to have the best possible solution or service, what do you think? Because it seems like it could be really valuable to if you could get managed, to get a handful of your clients together, prospects.


Tim Schuster 22:26

For sure. Yeah, and this is, this is what's happened over the last few years, is we'll do a we'll do a session with a client, and then it goes really well. And pulling off an event together builds trust and momentum. We've figured out each other's learning styles. They understand how I react to stress. I understand how they react to stress, and then we have these ideas and this people momentum, and what has happened over the years is they've asked me to continue going in certain ways. So would you be willing to create marketing assets for us or be our CMO? And in the spirit of wanting to serve the client, I've said yes, and I've been happy to say yes. Those have been really fun engagements. Enjoy those clients still to this day, but this year we have said, How about at our company? We've said, How about we do less of those engagements, and we start to train other consultants. How to facilitate these pop up think tanks. We give them the training, the community, the resources, the know how, the templates, the coach them through it, and we see if this does the same for their client, networks and their engagements, if it builds trust and visibility the same way, maybe it did for us. Maybe this is a tool they can use. And so that's been a brand new program for us this year, and it's been really fun. The first five consultants who have said we want to do this and we want to offer this to our clients, and it's just been a joy to watch that come alive.


Susan Tatum 23:32

Congratulations. And I think it's a fabulous idea. Heard of think tanks and brainstorming and all this kind of stuff. But to do it the way that you're doing it, you've simplified it, it seems like and just making it work. It's great. And I do want to get back to the training that you're offering to consultants, because I think people might be interested in it. What are the five people that the five consultants that are doing the training now? What kind of consultants are they?


Tim Schuster 23:57

They are marketers, they are coaches, they are social activists. They have specialties, and they're abroad. It's been really incredible to watch the breadth of these first five I suspect as we go on, as the cohorts emerge, you'll be far more in the marketing space, where it's creative ideas and kicking off marketing engagements. But we're open right now to how various kinds of independent consultants can use this as a tool in their toolbox for their clients. And I think you know that's one of our promises, is that we're not here to take your professional identity. It's a 1099 thing. It's you will be using this underneath your own brand and name, and that's a really important feature of it, just to make sense when you need it and when you'd like to use it. And of course, it's a really public offering, so there's 30 new eyeballs, 30 new people are being exposed to that client consultant relationship, which then creates visibility for not just the client, but for that consultant as well. The training is this has been really fun to put the training together, Susan. there's it's not video content. It's not more things to consume, to watch. Nobody. Wants to hear me talk about pop up Think Tank. What we do is we do a pop up Think Tank together. We collaborate on it. We come up with the plan together. And so just like how we do a pop up think tank for our clients, well, our consultants, who start in our network and in our training start as a client, they do go through the process on that end of it and seeing it through the eyes of I'm going to be leading this someday. I better go through it myself so I can talk about it, and then they get the benefits of it as well. And that's been the game changer for us. Is like we just learn by doing and doing it together.


Susan Tatum 25:30

That's fantastic. So what if people that want to know more about that Tim, how do they get in touch with you?


Tim Schuster 25:35

Appreciate that question. Pop up Think tank.com. Is the place to start. You can design an event as a free tool. Design event if you're interested in joining, facilitators, there's a link right there in the top of the page, join facilitators. We'd be so happy to interact with anybody who wanted to entertain joining us on this adventure and seeing the power of ideation, not just to generate ideas. It does that, and they're great, they're good ideas, but to generate the engagement and and cut through the noise, that's been the real joy, because the end of the day, this work is about relationships. It's about connection. It's about rolling up our sleeves with people we trust and know, and wanting to do good work for good people and do it together. So I appreciate you having me on Susan, it's been so fun to learn about you and who you're serving.


Susan Tatum 26:19

It's been a pleasure meeting you too, Tim. And I think we can't emphasize the importance of engagement enough, and it's so hard to get in this noisy environment, and I think you've really found a way to do it. So congratulations.


Tim Schuster 26:33

I appreciate that, and thanks for the thankless work of hosting a podcast, of creating content, inviting guests, getting it out there. I appreciate this and the gift, it can be just a reminder, oh, the noise is actually optional, and we can, we can work together to put it where it needs to go, and then retreat into spaces where we have clarity and engagement and can think of deeper about things without being distracted. And so thanks for all you're doing to stop the noise, because we need, we need we need less noise and we need more engagement, more clarity.


Susan Tatum 27:03

I appreciate that. And have a great day and enjoy. You're having some good weather in Minneapolis, right?


Tim Schuster 27:09

We are, yes, yeah, I appreciate that. Thanks so much.

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