A Former Cardiologist's Rx for Productive Workers, Workplaces

Former pediatric cardiologist Dr. Steve Allen, who is now the Wellbeing Champion at CrossFirst Bank in Wichita, Kansas, was our guest on a recent Called to Coach. Steve shared how his work now centers on a different type of heart -- the emotional heart -- and how he is seeking to bring greater employee engagement, wellbeing, flow and performance to CrossFirst through the bank's initiatives, including Q12, BP10 (entrepreneurship), wellbeing and CliftonStrengths. He talked about gaining executive buy-in, the company onboarding process and the vital role of coaching as the company has sought to implement a full-orbed strategy to grow, enhance employee wellbeing and improve performance.

Below is a full transcript of the conversation, including time stamps. Full audio and video are posted above.

What should I look for in a job/career?

Jim Collison 0:01

I am Jim Collison, and live from our virtual studios around the world, this is Gallup's Called to Coach, recorded on May 1, 2020.

Jim Collison 0:20

Called to Coach is a resource for those who want to help others discover and use their strengths. We have Gallup experts and independent strengths coaches share tactics, insights and strategies to help coaches maximize the talent of individuals, teams and organizations around the world. If you're listening live, we'd love to have you join us in our chat room. There's actually a link on our live page right above me up there that'll take you to the YouTube instance. And there's a chat room either to to your right or down below that's available for you. Three little buttons, pop out the chat. Join us in there, ask your questions live. We'd love to interact with you in that way. If you have questions after the fact, you're listening to the recording of the podcast, send us an email: coaching@gallup.com. Don't forget, if you're on YouTube, subscribe to us. That way you get notified whenever we do something new and you can, if you're starting to listen to podcasts now -- all the cool kids are doing that -- any podcast app, just search "Gallup Webcasts" and you'll find us there. Lindsey Spehn is our host today. Lindsey is a Regional Manager here at Gallup. Lindsey, always great to see -- great to spend a Friday with you. Welcome to Called to Coach!

Lindsey Spehn 1:14

Thanks, Jim. Thanks so much! It's always a pleasure to be here. Well, today I'm thrilled we've got our guest Steve Allen with us, a familiar name to many of you, I'm sure. Steve is the Wellbeing Champion at CrossFirst Bank and is based in Wichita, Kansas. He's a key player in making CrossFirst Bank a strengths-based, engagement-focused and performance-oriented organization. In the past 4 years, Steve has had quite a journey. He has developed a holistic approach for CrossFirst for all things Gallup, in his own words. He actually became a Gallup-Certified Strengths Coach in 2016, and has taken countless other Gallup courses along the way -- really too many to name, Steve, if you guys -- if you think of a Gallup course, Steve has most likely taken it. And that's, that's amazing. And just recently, a point of congratulations for Steve, in February this year, Steve became an ICF ACC certified coach. So congratulations on that. We're going to hear a little bit more about that. But as we kick off, Steve, would you mind sharing with us your top strengths?

Steve Allen 2:23

Yeah, that'd be great. So I lead with Achiever, then Deliberative, Consistency, Belief, Individualization, Learner, Responsibility, Connectedness, Relator and Analytical. And my Top BP10 are Independence, Knowledge, Determination and Confidence, and they might show up.

Lindsey Spehn 2:44

I love it. That's great. That's the hope. Lean into that! Well, thank you for sharing that. As we, as we really continue on with this Success Series, Steve's impactful work and huge investment, as we've already talked about, behind it all, was something that we really wanted to highlight. Steve is very wel- known amongst the Gallup tribe and in the coaching community as well for being a very savvy consumer and practitioner of Gallup's research papers as well. So be sure to listen to that, as we kind of continue on with our conversation today, and he might have some good connections there with, with some data points.

Lindsey Spehn 3:22

So like last time, we'll loosely structure the success story into 3 chapters. We'll go ahead and start with kind of how it all began. We'll learn a little bit more about Steve personally as well. And then we'll get into the approach and implementation that CrossFirst Bank has taken as they include strengths and engagement and Gallup sciences into their day-to-day. And then we'll wrap with a little bit more about the results and the impact that they've seen. Of course, just like always, we welcome your questions throughout. So if you, if you have anything, just go ahead and type it into the chat and our friend Jim Collison will, will chime in with, with any of those things. So let's get to it, Steve. If you don't mind, let's go ahead and kick off with a little bit more about CrossFirst Bank.

Steve Allen 4:07

Yeah, so CrossFirst Bank is a 12-year-old bank that started from scratch in Leawood, Kansas, and basically is a bank about trust and about keeping promises. And so you know, our -- originally when we started, I think we had 15 board members and 14 employees. And now we have 374 employees. We went from $22 million of assets early on, and now we, this last quarter, are $5.1 billion. So we've had tremendous success from that standpoint. And we think that that success has been to the fact of when you start something from new people can sort of dream and decide really what they want it to be. And we're really a bank about promises. Our brand is extraordinary service with trusted relationships, banking businesses and professionals. Our vision is to be the most trusted bank in all of our areas by keeping those promises. Our purpose is to serve people in extraordinary ways. And our promise is to contribute to the wellbeing of our employees, our customers, our clients and our communities.

Steve Allen 5:14

So it's really been a great success story. And I think that one of the things that's great about it is we go back and look at the original -- I've been at the bank now 5 years. But the original promises that the, that the 15 folks -- founders -- decided to make to our employees and it's really kind of the three V's: It's Value, Vision and Voice. So the original promise was Value each employee's unique gifts, talents and abilities. The second was to provide a Vision for each employee for their work. The third was to provide each employee a Voice in delivering on our promises. So it's been really kind of a great story, a feel-good story. We have just unbelievable people who work there and they're just awesome human beings. So it's, it's an awesome place.

Lindsey Spehn 6:02

That's fantastic. Thanks so much, Steve! Well, and I know that you've played a key role in creating it to be an awesome place to work. So I want to hear more about that. But before we actually dive into your work at CrossFirst, we'd be remiss if we didn't talk about kind of your unique path to the bank. So let's hear a little bit more about your -- your unique background.

Steve Allen 6:22

You mean, not everybody goes from pediatric cardiology to banking? So --

Lindsey Spehn 6:25

I don't know.

Steve Allen 6:26

Yeah, here you go. I know. Yeah. So this is this -- yeah -- my first career was, I was a pediatric cardiologist for about 25 years with my fellowship, and worked here in Wichita. During that career, I saw about 34,000 patients and had about 27 kids who had heart transplants and 2,000 kids who had major procedures done -- and I didn't do any of the surgeries and stuff. I'm the cardiologist. I did all the, you know, medical work and that sort of stuff, but it was an awesome career. And we were able to really, you know, have a lot of great success, and it's been fun since I've become a coach to look back at that success and, you know, when you look at my themes, I might be somebody who's driven by passion and by mission and value and that sort of stuff. And so I like to dream big. And in my practice, I wanted to dream big. And so my, my, my vision for the, for the practice was to sort of say, you know, How do the kids around Kansas get the best care that they can possibly get? And, and we were delivering great care, but how can we make it better?

Steve Allen 7:25

So what we did, we said, Hey, what do we do really well? What's the stuff we don't do so great? Who does that great? How can we enlist them to be on our team and sort of bring all this stuff together? And so when we did that, we were able to publish results in our practice that we had one of the largest reductions in mortality -- actually equal to anybody in the world -- by doing that. And so, and just that whole idea of starting with the passion and bringing those strengths into it, you know, kind of came along and really had this great success. And, you know, towards the end of the career just really felt like it was time for us to do something different. And I've always had an internal board of directors. And so we discussed it and really just realized that it was time to sort of do something different. So I had no plans of going to the bank or anything else. The bank had reached out to me because they they knew me and said, Hey, we're a trust bank, we're a relationship bank, you know, come over and do some development work. And I'm like, I'm not a banker. Are you kidding me?

Steve Allen 8:20

And so this went on and on for a while. And about 5 or 6 months after paying my COBRA insurance, I called and said, Hey, does this job come with, like, insurance? So I actually joined the bank for health insurance. And, and then, then basically, I came in and I think I'm also the only person who actually negotiated down their salary because I didn't want any responsibility. So, so I went from a part-time job to a quarter-time job. Anyway, I got at the bank and started to have success and they asked me to start a private client group and help manage that. And then at the same time, we were having this great success as a bank and trying to look at you know, Hey, this is a great problem to have! We were 2, you know, 5 years in, we're 2 1/2 times what they thought we would be, we had all these employees. And what system is out there that we can bring in to sort of help us and scale with us?

Steve Allen 9:11

So we looked at a lot of different systems. Jill, my, one of my co-coaches, Certified Coaches at the bank, was one of the first people. And on the board level, it was actually one of the board members who brought the idea of Gallup and said, Hey, you need to look at this stuff. You got to remember, it's right after the 2015 report was published on here's all the workplace things and stuff. And what we needed, we needed a common language. We needed something that was scalable, we needed something that was actionable. We needed something that would be totally business development-related. And that's kind of where this happened. They gave me 3 books one weekend. It was Strengths Based Leadership, StrengthsFinder, and I forget the third one.

Steve Allen 9:57

But I read them all on the weekend. I called them up on Monday and I go, How have I not known about this? This stuff is amazing, right? I have Individualization, so here comes the chocolate candy, right? But But at the end of the day, I got a call a few weeks later and it said, Hey, you enjoy going to the Advanced Coaching course, to become our Certified Coaches, because we're going to do this. And so off we went.

Lindsey Spehn 10:21

Wow, how exciting! That's fantastic! And I want to dig into more about your strengths journey. But first, what would you say -- a favorite Gallup question that we have around here is, What do you get paid to do? What would you say, Steve, in your role as Wellbeing Champion, what do you get paid to do?

Steve Allen 10:39

Yeah, that's a great question. What what I get paid to do is to -- help people forget about time. So where they get to come in and they get to work in the way that they naturally work, act and behave so that they have flow and engagement and, yeah, it's a great job. It's a great job. I tell people, it's like, you know, how'd you get from pediatric cardiologist to here? And I go, Hey, it's not that hard. I mean, if you look in Webster's dictionary, you got heart 1.0, which is the anatomical heart. And you got heart 2.0, which is the emotional heart. I just went from heart 1.0 to heart 2.0 and trying to help -- instead of little kiddos, I get to help our 374 folks.

Lindsey Spehn 11:22

Yeah, big big kiddos. From heart to heart -- I think that's our title here. I love that. Yeah. Great. Well, OK. So you have this buy-in from the board, you know, to, to go to the to the go to the course, the Accelerated Strengths Coaching course with Jill. What did you think of that class? And what did you do afterwards?

Steve Allen 11:42

Yeah. So, you know, I walk in there and, and literally don't really know much at all. And, and it was one of the times where, where, you know, you go to these you go to courses and you meet these unbelievable people that are taking these courses and that sort of stuff. And, you know, they've paid their money and they come in and that kind of thing. And then you have this, you know, incredible experience. Of course, I had Deliberative so I'm trying to hide in the corner not be asked anything. And, and of course, you know, we get to that point in the course where it's about, you know, here's unusual combinations. Don't I have to have Consistency and Individualization? Right? And so -- and we have somebody with this. Why don't you tell us about this, right?

Steve Allen 12:20

But, but the learning that you had, the stuff -- it's just, as most coaches know, all coaches know, you have this emotional kind of connection with the scene, the science behind it, and all the, all of that stuff that came back. And so my copartner in the, in the, in the deal, fabulous human being, she actually coached me afterwards, because I was going through this transition and stuff. She was doing her ICF coaching. So that was awesome. But then we came back, and really, 5 weeks later, 6 weeks later, Jill and I put together an 8-hour course for our CrossFirst University team.

Steve Allen 12:56

And I think that one of the best things that we did right after the course, for me, personally, was just start using the material. Just get in there, you're gonna feel like you don't know everything, you don't know everything perfectly. Doesn't matter, you don't have to; just follow the rules, follow the stuff that's there. And so we jumped into that. We decided to roll it out there. And then over the next 6 months, we came up with a companywide plan, that the first thing that we were going to do is everybody get their strengths. And everybody was going to have a one-on-one, face-to-face -- Strengths Discovery session with me. And so I coached in that next year, right, right near 275 people with those discovery sessions, not to mention, you know, a couple hundred people outside the bank that are, you know, you'd start coaching your friends and family and that sort of stuff and get that experience and that sort of stuff. So, so we started with that, and that's kind of that, that was sort of initial phase.

Lindsey Spehn 13:49

OK. And then as, you know, as we continue to get traction within strengths within an organization, I feel like that just tends to give it a little bit more credibility, you know, along the way, maybe a little bit more buy-in. Let's speak to buy-in first, because I know that's an issue as I work with organizations here in the Midwest, you know, sometimes that is a bit of a barrier on the front end. And it sounds like at least at the beginning, CrossFirst, I know, having been there with you, then there was some pretty instant buy-in, at least from the board, in, in, you know, getting you, you both to the course. But beyond that, could you talk a little bit about what you needed to do to kind of continue to build that proof of concept within the bank and to kind of keep it going?

Steve Allen 14:35

Yeah, yeah. And, and, and it was the board and our senior management team. And really, the senior management team was sort of leading it, and that's just so critical. You know, when they're, when they're talking about it all the time and when they're saying, This is who we are. This is our culture, they're creating that vision for you, you know, and that sort of stuff, it is just so helpful. Because it's one of those kind of things where everybody can just sit back and say, Hey, this is what we do. This is not something new. Again, this is business-oriented, right? So we would tell people, Hey, this, is this is, this is business development. We hope the nasty side effect from this is you really feel great about yourself. But the main reason we're doing it is for performance, because that's what it is. It's about performance. Right?

Steve Allen 15:14

And, and, and, and the buy-in has to be ongoing, right? It can't just be that, you know, one-time done deal. It has to be, This is this is now standard operating procedure. This is how we do stuff around here. It's our culture, right, and you jump on that Gallup Path. And you you work your way up and around, and you realize the bottom section of that is about strengths. And the middle section is about engagement. And the top section is about performance. And, and it's it's really, really important.

Steve Allen 15:42

I love skeptics; they're, they're fun. They're the best ones. I mean, they're just fun because it's fun to be able to come in and say Hey, here's why we're doing this. It's not just another assessment. It's really about helping you understand the starting point for how you can be your greatest thing, you know, and what a -- and we look at it, to be honest with you, we look at it as a gift, and, and, and and to jump back one step, you know, we used strengths, but we really launched a wellbeing program. It was really taking those 5 ideas of of, of wellbeing. Going around for each one of the 5, we made 5 promises to our employees around those. And under Purpose Wellbeing, the first promise is, We're going to invest in strengths. The next one was, you know, Learning and development, Encourage feedback, Set expectations, and, and Appreciation. Those are the 5 that we promised to them. So it was just a piece of this whole broader concept that we took into onboarding, we took into -- we try to put it into everything we can think of.

Lindsey Spehn 16:40

I love that. Yeah. My favorite thing that you said already was, We hope a side effect is that you actually feel good and like it, you know.

Steve Allen 16:48

Yes, a nasty side effect.

Lindsey Spehn 16:49

Actually not being -- yeah, a nasty side effect. But, you know, the real intent here and what, you know, our very best partners, like you all, know, is that, you know, the point of strengths is that you're seeing some pretty hard-hitting performance outcomes on the other side of it. We hope you love it. We know you will, it's really easy to connect with those words. And it's very easy to connect with each other with those words. But we're in the, in the mission of really helping people be more successful and helping organizations be more successful too.

Steve Allen 17:20

Yeah. And in our, in our situation, you know, we we were, I mean, we were rocking and rolling, we were engaged, we were using a different engagement tool at that time and, you know, showed that we were engaged. And, and, you know, but we just thought, How do we add on to this, I mean, you know, you don't have to be sick to get better. Right? I mean, the fact of the matter is, is like, how do you hang on to what you have, how do you keep investing in it? If you're not doing something going forward, you're probably going backward. Right? And so how do you take that next step forward? You know, where is that going to come from?

Steve Allen 17:48

And we just feel like this the language that we could put around this, that you know, and we did all the usual stuff, you know, you put it on emails, you put it on their desk, you put it on their business cards, you know, and that kind of thing, but, but it's really trying to -- in medicine, there's a term called "loading dose," right. And that's the idea that you give them a giant dose up front, and you get that medicine up there so it's working. And then if you just keep giving them some, it'll stay high, it'll stay up where you want it to. And so we try to, you know, embrace this into, into recruiting, right, and, and the onboarding process and, you know, we want people to talk about it in all of those different areas and really get that initial. And then we do have them come to our CrossFirst Way, we call it. And they get the whole, you know, wellbeing package and, and we go from there.

Lindsey Spehn 18:37

Talk to us about CrossFirst Way.

Steve Allen 18:40

Yeah. So CrossFirst Way is sort of our onboarding thing. And we have it's a, it's a, it's a two half-day with a dinner. So we bring folks up to the headquarters there in Leawood and we usually have 20 -- 18 to 25 people. And senior management is there, and then they let me hang around, and, and we present the bank. And so what happens is everybody gets there, we have our introductory time, and we introduce our senior management, and they all talk about their Top 5. And they talk about which ones they you lead with that sort of stuff. Everybody's got their Top 5 on their little, you know, table in front of them. But we feel like it's important for them to see the senior leadership. When we talk about all the leadership of the bank, we put their picture up there, and there's their Top 5.

Steve Allen 19:22

The other thing that we do, we have everybody, when they come in, like get a poster and put one word that describes them. And so, and so, you know, they have that and, and they have their Top 5 and that sort of thing. And then we go into the history of the bank, where it came from, our President/CEO does a presentation of our strategy, where we're going and, and you know, that we are -- one of our Top 5 things this year is we want to be a talent magnet, right, and totally coming from Strengths Based Leadership, and realize saying "talent magnet" is you got to do the other four, right? I mean, that's how you become that talent magnet.

Steve Allen 20:00

So we want, we want teams to get past conflict in a good way. We want them to focus on results. We want them to balance their work life and home life, right? We want them to have that eye on diversity, you know, those sorts of things. So just the reality of being able to do that. And then we move into the last piece, which is, well, we talk about the bank and different visions that we have and strategies along those things. And then I do a presentation on the whole wellbeing thing and I call it "A Day in the Life." And so, so what we want you to have -- and the word that we tell them is that we -- our job, knowing about wellbeing and knowing that of those 5 Elements of Wellbeing, the one that's most impactful is Purpose and Career Wellbeing.

Steve Allen 20:41

And if we can contribute as a bank to our individual employees' wellbeing and that affects -- their Purpose Wellbeing -- and that affects their entire wellbeing because we know that they're all inter, intertwined, right, like, like, like that's, that's our goal, right? If we can every day contribute to the wellbeing of our, of our employees, we could change the world, right? We could change a neighborhood. Right? And it's just so exciting to sort of see this and, and, you know, we know people want learning and development. I mean, what a better gift could you give to somebody to say, I mean, I wish I would have known my strengths more than 5 years ago. Right? I mean, what better gift can you give somebody to say, Hey, you have this; take it with you when you go. You know, it, it's just, it's just, so that's kind of our, our deal with that. Sometimes you get fired up. Sorry about that.

Lindsey Spehn 21:33

No, no, I love it. And I think our audience is, is looking to hear those great stories that you have. So that's, that's amazing. Yeah, you know, I love the phrase, talent "talent magnet" that you mentioned, Steve. I think, you know, as we look at some of our latest research, which I'm sure you know and could recite just as well as any of us here at Gallup. But we know that organizations are looking to become, you know, looking to be able to provide learning and development in a way because the workplace -- the, you know, the workers out there, employees want and need that out of their organization in a way that just wasn't fundamentally true in the past. So it's, it's very ahead of the curve to be thinking about that in a way that will help CrossFirst Bank be able to win in, you know, any war for talent.

Steve Allen 22:19

Right. Yeah, yeah for sure. Yeah, it's just as we know from you guys' great research on on the workplace, right, how it's changed, right? And so if we can be conscious of that and I think what's fun about, you know, the intentionality of the, of the folks who put together our first thing to really realize that. So it's really always been something for us, you know, but there's so much to glean from that. I mean, just taking taking away the that only 7% of the people are, have their wellbeing high, are using their strengths and are engaged. I mean, we got, we got to steal the phrase from, from a friend of ours, Mike, there's a lot of runway, right, there that we can, that we can use to sort of help, help them be better.

Lindsey Spehn 23:06

Yep. Dr. Mike McDonald. Always, always inspiring and educational to us. That's great. So, earlier, Steve, you mentioned having measured your employees before, via an engagement survey, could you tell us a little bit more about how the Q12, as an employee engagement survey, kind of started to get weaved in within CrossFirst?

Steve Allen 23:27

Yeah. So, you know, we were on a journey, and it is a journey and you have to take it step-wise, and, and so, we decided to go with the strengths because, you know, feelings are facts. And so, if we can really start some energy and get some energy going. You know, when you're doing an engagement survey, and it comes off super high, you know, it's like, why do we need to change, right? You know, because -- and the reality is, is that is to really do the science justice and Don Clifton's works justice and the scientists at Gallup's justice, and if we're going to believe the performance paper 2015, we might need to do this and measure really the engagement based on the 12 needs of people in your workplace.

Steve Allen 24:09

And so the reality of it is, we switched over because it's actionable. It's a leading indicator. There's data behind it. And, and, and the comparison to this broad, broad band of other folks, you really get a, you really get a great combination. It -- to be real honest, we were having a little buy-in issue. And so back, back in the day, you guys were, you know, you buy whichever one of the books that was and then there was a code for doing, doing BP10. So we just happened to have 10 people that were on the management team. So I made two fictitious teams, I made two fictitious leaders. I kind of gave them scenarios and how would you rate the person, right? Just so they could see how easy it was? Right?

Lindsey Spehn 24:53

Q12, right?

Steve Allen 24:53

Yep. Yep. So we did the Q12. And so they ran off the Q12. They did the Q12. And then they brought them back and they knew that these were made-up teams, they knew that they were fictitious, but they were -- you could see the psychological worry for the leaders going, Do they really think this of me? You know, do they, I mean, so, so you got this idea. So then, you know, that was kind of a fun way to sort of get them just to do it, to see how quick and easy it was, and that sort of stuff. And then we moved that into, through Access, we used the, the, the Q12 survey. We've, we've done 3. And so this year will be our fourth.

Lindsey Spehn 25:28

Great. So as you think about how you weaved in engagement, I know that there's been some additional, another one of those courses you took was around engagement. Can you tell us just a little bit more about -- just kind of tactically break it down for us after you do your engagement survey? What does that typically look like at CrossFirst? And I guess how also, how might you weave that in with CliftonStrengths and wellbeing and your other initiatives?

Steve Allen 25:52

Yeah. And so, so basically for us, you know, it's been, it's been we tried some things and, you know, moved forward. So first year, we just kind of let people get there. I went around to all the, you know, leaders of our banks and stuff. We had education around what it is, showed them their scores and then let them have sort of state of the team conversation. So here's what it is. Here's where -- here's what we did really well, at. What, what do you think contributed to that? How do you think we could do more of that? You know, that kind of thing. The second year, kind of similar. This last year, Kay and Jill, and Kay's our other Certified Coach, who's fabulous.

Steve Allen 26:29

I mean, and I have to take a moment and say, it's just so great having a multiplicity of coaches, because we will all bring -- duh, I know we're talking to coaches here -- we all bring different strengths. And we all have different things. Like going back to that first class where we did the -- in the CrossFirst, CrossFirst U deal. You know, Jill is just a per -- she's just like a fabulous facilitator. She's just absolutely gifted at it right. And Kay has her talents. And I do what I do, and so just having that interplay.

Steve Allen 26:59

But this last year, we had, because we really wanted to get that "State of the Team" thing down. So Kay and Jill went around with every team in the bank and did a "State of the Team" with them. So, here's our scores, here's kind of what we mean, talk through that. Here's our objective we want to do, hey, which one of our strengths are going to be after that, and it's, and it's, you know, like, so many things that, that when you, you know. A lot of companies are entrepreneurial, they want to try to do their things, but if you just read the instructions, it's pretty simple, you know, to have these things because it's not about the score; it's about the what the score raises -- it's those conversations around that, you know. And, and to be real honest with you, that's one of the barriers, because you have to get past people always wanted to go to the, to the low score, you know, like I, like I want to hop to the low strengths. You got to, you know, you got to say, Hey, let's just, let's go do, let's go do more of this. What if we did more of that? Right? And from that standpoint, and not try to make it 50 goals. Let's just get one, right? What's the effect if we just get this one done? kind of thing.

Lindsey Spehn 28:00

Yeah, exactly. Yes, I love that you got a chance to acknowledge your great partners, Jill and Kay, I know they've been there every step of the way with you. And they're certainly key to your success. Well, one of the things that I've talked about before on this Success Series is that I, my personal favorite thing ever is when our clients get to really dive into our science and our tools, but then they bring that to life in their own way within their organizations and they come up with really, really neat and creative ways to bring it to life in an authentic way, so that it doesn't feel like a thing that we're doing, you know, from Gallup, but it truly is, you know, woven into our culture in a powerful way. So Steve, I know you have countless numbers of examples of ways that you've done that within CrossFirst. I'd love for you to share a couple of those examples with our, with our listeners.

Steve Allen 28:52

Yeah, thank -- Yeah, that's, that's fun. So, you know, we do our internal sales course. And so it's called boot camp, and it's run by our, our President/CEO, and we do 8 or 10 or 12 people at a time. And it's a, again, two half-day, overnight kind of deal. And so, you know, when you start going around Gallup and start looking around, all of a sudden you realize, Hey, they got a book on sales, you know, I mean, they got the strengths-based sales book, right? And so we dove into that, and that kind of thing. So when the, when the folks come, we give them a copy of the book ahead of time, they're they're, they have to read it, and then they come back in, and then we go over for about an hour and a half or so the philosophies of what's going on there, we start to start to point them towards the specific things in sales, you know, so How do you prospect? How do you develop centers of influence? How do you, you know, in Soar With Your Strengths, the No. 1 thing that says you're a great salesperson is you asked for the business, right? How do you ask for the business, right? How do you do those things?

Steve Allen 29:53

And so we kind of talk those through. We also in that, in that time, we use the 4 Domains, actually. And we say, Hey, we know everybody leads in one of these domains. Right? And so how do you ask a question that's in the Relationship Domain? How do you ask a question in the strength base and look for the response. Because if you just start to look at the response, you're going to see so that they might, you know, maybe you ask them, Hey, what's your, what's what's you guys' best way that you create your strategy for the future? And if you see them light up, just keep hammering those questions, because you're gonna make that connection because it feels good to people, right? And being able to do that.

Steve Allen 30:30

And then after the course, because all these courses that I went to, Gallup seems to always offer an hour of coaching. So I thought, well, it must be a good practice. And so after the Coach course, we let them, it's, again, it's all voluntary, that they can sign up for a coaching session where it's specifically around their strengths and the objectives around sales, and where they think they are.

Steve Allen 30:52

Another thing that we've done is that you know, managers are key and in any organization and so you know, Gallup puts out some things that these are the Top 5 talents of managers. And so I thought, well, let's just make a little worksheet here. So, so I took the, I took the little worksheet and I said, Hey, here's the, here's the assignment, here's what the 5 things are. One to five, grade yourself. And after you grade yourself, then say, Hey, what themes do you really think you use really well here? And what themes might get in your way here? And then we come together, and we coach around those. So they've had this idea of doing a little self-awareness around where they are. I mean, you know, we know that 1 in 10 people have the natural talents for being a manager, and 3 or 4 out of 10 can get a few of them, you know. And I tell them, Hey, I think I may have 3, you know.

Steve Allen 31:42

So the fact of the matter is, is how do you get in there and then, you know, help them in those areas where it's like, OK, who's your best partner for that? Right. How can you -- how can you -- who else do you know that does that well? Right. What other theme could you use, right? All those kinds of things that we know about weaknesses, recognizing it, you know, taking responsibility for it and finding a strengths-based way to deal with it. Right. And, and diving in those. The other thing that we've done is all --everybody who comes in for the CrossFirst Way, we give them a copy of the wellbeing book. And in the back of that is, is a code and you can go to the well being site and we talk about how they can use that in their wellbeing. They can, they can, they can take the assessment, that's there; they can see where they're at; they can set up a program if they want to. They can come back to it and, and reassess and, and those kinds of things.

Steve Allen 32:32

So, and the other thing that we did was we took a group of a couple of our bankers came to me and said, Hey, you know, Gallup just put out this paper about culture, you know, one of the little flyers that came out, and it's just got a really, really great stuff in there and that kind of thing. Hey, what if we got a bunch of CEOs of nonprofits to come in, and maybe you can, like, you know, talk through, you know, talk through this with them. And then, and then at the end of the deal, we gave them all a copy of It's the Manager, you know, so that they could have that to take back and then, you know, be something that would be of value to them and also for something that we could come back and sort of say, you know, as the bankers, you know, follow back up with them and that sort of stuff -- Hey, what'd you learn out of there? What, what really jumped out at you? Right, and to have a leading thing, because it's such a great book. Gallup Path is in there. The, the, you know, strengths, engagement's all in there. You know, it was it was really cool somebody wrote that book. So --

Lindsey Spehn 33:29

Yeah, that's great. Thank you for sharing those stories. Well, I know that you've talked, you touched briefly on the fact that you have surveyed around your engagement via the Q12 for the past few years. Let's get into that third chapter of our story here where we're talking a little bit about, you know, given all the great work that you've done with Jill and Kay and other key partners, all the great ways that you've really brought strengths and engagement and wellbeing, performance development to life at CrossFirst, what are some of the ways that you've seen that in the way of results and metrics?

Steve Allen 34:04

Yeah, yeah. So, so, so on my contract, since I'm a doctor, I, they don't let me touch the money. And I can't talk about numbers. So I have to read this, but 24 consecutive quarters with record operating revenue. So the main reason we did this was we had a great engine going, and we needed something that was going to come on and help us sustain it. And we really feel like that the common language, the scalability, the being about performance, the, the proactive nature of Q12 being a leading indicator towards, towards where we really wanted to go, has all really helped contribute to that.

Steve Allen 34:49

Just, just a recent example where we really saw the fact of being, you know, we, you know, we know by your research, there's more coming out because I heard on the webinar last night from Dean that there's some new stuff coming out regarding engagement and resilience. And, and and, and the reality of it is, is that we just went through this trip -- well, still in the middle of it, almost end -- the Triple P program, right. And so our entire bank had to do 10 times the number of loans processed in a normal month. And to see people come around that and, and bolster up each other and help each other out and, and hey, we're not perfect. I mean, people are messy. Trust me, I've seen them on the inside. OK. But the fact of the matter is, is that just to be able to get all of that done, and, and see people come together and see people's themes popping up. And it was incredible.

Steve Allen 35:41

You know, one of the things we really look at as a metric is our Q12 score. And we haven't changed a whole lot -- we've nudged up a .01 every time or so. But, but, you know, this is in the fact that we've gone through some major changes since we started this. We've had some senior management changes. We went from a private company to a public company, so we did the IPO thing. We did a rebrand. We've doubled our number of employees. And, you know, we're really proud to say that, you know, we had on our last survey, we had 94% participation rate.

Steve Allen 36:10

And, and I was -- in one of the classes I was in, was shout-out to Tim Simon and the Engagement Champions. But, but he, you know, Jim Clifton happened to be there. And he coaxed him to come in for 10 minutes. And he talked to us about engagement. And he said, I know my Chief Scientists all think that it's the first question that's most important, but I'll tell you, it's No. 5. It's about caring, you know. And in our last survey, we had 71% of our people say, "Heck, yes," gave that a "5." And I know, I know 4s and 5s aren't the same, but we had 91% of our company give it a 4 or a 5. And, you know, and that's just, and it, but it's just tangible things that you can put into action. Hey, what do you think, you know, what do you think causes us to have that? What do you think we could do, do more of that? How could that spill over into some of the other areas where we need to be more focused, right, from that standpoint?

Steve Allen 37:03

So I think there's also, you know, the realization of watching human beings understand who they are, accept who they are, learn to love who they are, learn to have a connection with another human being, because they make each other better. Right? I mean, seeing those stories happen, you know, I could tell you about one of our teams and, you know, we, you know, a lot of people talk about this, we talk about, we want stars, right? Everybody wants stars. Stars have points and gaps, points and gaps. They're not well-rounded, right? But we want these teams to not be well-rounded; we want them to flourish. Right? And so when you put a bunch of stars in a room, they're probably gonna poke each other every once a while. And the fact of the matter is, is like how do you help them understand we got -- we had this team full of stars, but man, they just, they just, you know, boom, boom, bang. So through coaching and sort of helping them sort of see their best talents.

Steve Allen 38:04

You know, we did a little exercise where it said, Hey, if you're going to plant a garden, what would your garden look like? And they all described their garden, and they're all totally different. Right. And then the other people can see, Oh, you -- and they start to have this understanding it's like, Hey, wait a minute. So when I need to get this thing pushed through, your cactus plant might help. Right? And when I need to soften this up a little bit, your, you know, tulip area is probably better. Right? And they start to sort of see how they can use each other and how they run against each other. And I know there's hundreds and thousands of stories of coaches around with that. But it's seeing people come to work and kind of go, you know what, I'm going to use my Maximizer today because I just know it'll work. And, and, and having that time where they get that appreciation, you know, thrown on top of it, and seeing people, you know, actively trying to catch people doing right. You know, and seeing, seeing people do that. But hey, listen, you know, we have areas of the bank that are better in this than others, right? We have some areas that have better buy-in than others. And, and by the way, It's the Manager has such an effect, you know, around that, you know. So --

Lindsey Spehn 39:16

Yeah, that's great. Both qualitative and quantitative impact. So those are, those are some great impact stories for sure. Well, as you think about what's next at CrossFirst Bank, Steve, and then I actually want to get into some just personal things about your own learning and your ICF path. But as we just kind of bring the CrossFirst story to a close, what, what's ahead for you in the way of bringing Gallup tools and sciences to some of your initiatives?

Steve Allen 39:43

Yeah, so I think for us, I mean, one thing that we're looking at seriously is how do we leverage [Gallup] Access a little bit better? I think the how do we leverage BP10 better and, and, and move that forward? It's really -- we've had a focus and more of a focus because we brought in the whole performance piece this year. And so we're -- we've we're, you know, Re-Engineering Performance Management, if you haven't read it 20 times, get it again. And the fact of the matter is, is that is, is trying to bring in those 5 Conversations, how we do them, well, the constant feedback, the developmental mindset, the coaching mindset, in the moment, future-oriented development, that Quick Connect, you know. Quick Connect might be the best thing in that whole deal. Because you can tell them, Hey, by the way, you get the biggest bang for your buck for your engagement if you do this. And the more you do it, the better off you are.

Steve Allen 40:39

And, you know, hate to, hate to quote you guys back again, but frequency reduces fear, right? So the fact of the matter is, is that the more we do that, and just having those, those kind of things, so a focus on the managers and manager development is going to be something that we're going to follow into. And this is a process. I mean, you know, we've only been doing this a few years and, you know, I live it and breathe it and maybe have some passion towards it. Not everybody does, you know, and so, so, so how do we sort of get that? And I think, you know, this, you know, when I feel when I feel like we're moving forward is that you start to see spon -- you know, spontaneous conversations around strengths and engagement and performance that we don't start. That it's coming from the inside the organization and the individuals and that kind of thing.

Lindsey Spehn 41:25

Sure, truly organic at that point.

Steve Allen 41:27

Absolutely.

Lindsey Spehn 41:29

Well, so as you -- shifting gears now, I know that you have a really interesting kind of story around your ICF certification path in that you, I believe, completed all Gallup courses and even did Gallup coaching to achieve that. I know, within the coaching community, some are interested in ICF; some have already gone and achieved certifications with that, with that entity. So talk to us a little bit about that. I think that's a unique piece for sure of, of your unique story, Steve.

Steve Allen 42:00

Oh, great. Yeah. So, you know, I started off on the journey, like we talked about and, and, you know, I have Learner, Analytical, I got Responsibility, I have, you know, Knowledge is my No. 2 Builder talent, and so, so courses to me -- and in my previous life, it's just, there's always learning. There's always something new; there's always something out there, right. And so taking the different courses, Engagement Champions course and moving into you know the High Performance Team or manager -- I forget what it's called -- Oh, Leading High-Performance Teams. There you go. Sorry, Jeremy --

Lindsey Spehn 42:34

Nailed it.

Steve Allen 42:36

But, you know, you and I got to take the exciting course of the first one I think that was taught outside the thing -- I call it the Fishbowl One because, you know, there was Ryan and Kevin were up front, but then Adam and, you know, I think Brian and Christa and Ben, and everybody else were in the back of the room. So it kind of like was fishbowl and, and, and I'll tell you, that course, I mean, you know, it doesn't get a lot of play. And I'll get to the ASC but I just want to say this. But, but, but I think the important thing about that course is that's where I realized I fell in love with Don Clifton's work. Because --

Lindsey Spehn 43:09

And just to clarify, it's Employing Top Talent. That course?

Steve Allen 43:12

Yes, I'm sorry.

Lindsey Spehn 43:13

On hiring and selection. OK, great. I just wanted to make sure --

Steve Allen 43:16

Hey, I don't have to -- I don't work for Gallup; I don't have to get that right.

Lindsey Spehn 43:19

It's all good. I got you there.

Steve Allen 43:22

Thank you very much! Complementary partnership, thank you very much! But the reality of it is, is that that's, that's where I realized that CliftonStrengths is the third volume. Right? There's all this stuff that came before, right, and, and the value of like, why do you take a course, right? As a coach, why do you take a course? I mean, I'm not hiring people. But man, managers are, and we have -- Kay has hired Susan, she's fabulous. You know, but, but just to have the knowledge behind that to sort of help them think about the difference between selection and development. Help them think about studying your best; help them about glare factors and all those different things that you learn in that course. Right. And just having that knowledge to be able to help when, when you need to be a consultant and not a coach from that standpoint.

Steve Allen 44:07

But, but yeah, so I've taken all these classes and gotten all these hours, and all of a sudden I realized I've coached all these hundreds of people. And I started looking at the ICF deal and I'm like, OK, wait a minute, I've got all the hours; I've got all the coaching, you know, personally. I got to take a test, but I can't take a test until I get mentor coaching. So, about that time, and I have to say, Called -- you know, these podcasts are my lifeline, to be real honest with you, after the ASC. I mean, it's how I met Maureen Monte and got coached by Maureen Monte; it's how I met Cheryl Pace; it's how I met my, you know, global mastermind group, you know who you are out there. You know, just these amazing group of people.

Steve Allen 44:45

But, you know, it's also where you guys were on talking about this and said, Hey, by the way, we're going to offer coaching. And so I got off the thing, got on the website, you know, next thing you know, I'm being contacted by Jacque Merritt, and we had 10 hours of master coaching. And, and to be really honest, it's, it's, it's about ICF, right, it's about the core competencies of ICF and marching your way through each one of those and what they really mean. And we had one session that was me as my strengths and how they might be used. But all the other ones are around those ICF core competencies and being able to, to do those and, and, you know, it was successful, I was able to pass the test with ease and Jacque, we did on my recorded call, and she was gracious to, to, to score it and, you know, give me feedback on it and that kind of thing. And, you know, 10 hours with Jacque Merritt, right, what could go wrong?

Lindsey Spehn 45:39

Right. Exactly, that sounds like a dream.

Steve Allen 45:41

Yeah, yeah, it was, it was amazing. And, and, you know, and I would say, too, I mean, one of the other things -- somebody asked me the other day, like, like, what's, you know, what's the difference between a Gallup course and another course? Right. And, and I jokingly said, Well, everybody has talent, you know, but at the end of the day, it's the quality of the instructors, right? I mean, it's, it's, you know, whether it's Austin or Heather or Todd or Blanca or Jeremy or, you know, you know, they're -- they just bring it to life, right. And, and it's just the ability to sort of watch them. I get mesmerized sometimes because it's so -- they are ease. They're in flow. And you know, when you go there, you're -- that's what you're gonna experience.

Lindsey Spehn 46:23

Fantastic. Jim, it looks like we, we've got you joining us here. Do we have a question?

Jim Collison 46:28

We've got a couple questions. Do we have time? Well, Lindsey, is it OK if I jump in with some questions?

Lindsey Spehn 46:32

Absolutely, please!

Jim Collison 46:32

Kevin was asking, and you know, it's, it's the heart of 2020 right, we're in May of 2020, and of course, COVID-19's a big deal right now, I've been -- because these podcasts have kind of evergreen status in a lot of ways. They're gonna be around for a long time; 4 or 5 years from now, people are going to be listening to them. I always kind of say "high-stress environments," right, this COVID-19 has created high stress. And so Kevin asks, Curious to hear how Steve and Cross, CrossFirst Bank are using their strengths in this current crisis situation. And so have you guys done anything in particular, thinking about strengths and how --grouping people or having people jump in and help, or? Just talk a little bit about that, Steve.

Steve Allen 47:09

Yeah. At the manager level, people have been moved around and we've restructured some teams; we've brought some talent over to sort of help with the process and that kind of thing. At a corporate level, we went to every Monday, our President/CEO puts out a video and talking about different things and that sort of stuff. And every Friday, I started a, you know, one of the, you know, when there's, when there's so much stuff going on, one of the, one of the things around it is gratitude. Right? And so what are we grateful for? So every Friday, I'm actually going to hit "Send" as soon as we're off today, I've been sending out a Grateful Friday blog. And so I did one on Hope with with, you know, Dr. Lopez's work. And I did one, you know, different ones around thing -- today's about a mentor. Like I'm grateful for mentors, right. And so, so we use different topics and that sort of stuff. And I think for folks that that's been good.

Steve Allen 48:04

I shared a little quick story in the preshow; I'll share it real quickly here. My current mentor is a 94-year-old brilliant genius. And he said, Steve, he said, you know, you and I are people who -- we kind of sit up above the treeline, and people come up, and we try to help them and then they go and kind of go back down into the valley. And, you know, but now when you look down the valley, there's a forest fire. And, you know, people, people don't want to be told or learn how to be a better firefighter. They want you to help put out the fire. You know, and the reality of it is, is right, right now, you know, there's a sense of a lot of people just want help putting out the fire. But they also want that idea is like, you know, Hope, you know, Dr. Lopez's work, tomorrow can be a better day. And we can have something to do about it. It's actionable. It's forward-thinking, right? What are the things you're doing today? And so that's, that's kind of what we've been doing.

Jim Collison 48:54

That's so good to hear. You know, we know in times of stress that the ability for people to do multiple things at once is reduced. So when they might be able to do 7, but under under high stress, that may be 1 or 2. Well, when you're when you're doing 1 or 2 things, you really want to be leaning into, like the things you're best at. Right? To have that awareness of that. If I'm going to be limited, let's get limited on those things that I'm best at and not get, you know, not get pushed into an area I'm not -- so kind of very, very important reminder during this time. Richard asks, What aspect from your medical background -- by the way, I love the little medical tweaks you put in this as you were talking about this. It's so good, you have so many great sayings. So what aspects from your medical background are really helpful in the banking world? Were there any surprises when you made the, when you made the change?

Steve Allen 49:40

Yeah. Hey, Richard, are -- and cascade's a fabulous tool, by the way, if anybody didn't need me to say that. But yeah, you know, it's interesting, because I don't really do banking banking. You know, I'm an internal coach, full time, on staff. And even when I was managing people, I was kind of doing the human element. And I would say my experiences in dealing with a lot of different situations -- you know, tough ones, difficult ones, great successes -- has really helped me to be more, you know, have a better understanding of folks and individuals. You know, I think the biggest thing that transfers from my career before to what I'm doing now is my talents and my, and my purpose. Right. And, you know, I love that whole idea around the idea of, of "wellbeing to well done," you know.

Steve Allen 50:38

One of the books that, that, that, you know, you know, when I when I look at Soar With Your Strengths, and the chapter on, you know, strengths developing a framework of mission, right, and then I look at Living Your Strengths, which, you know, Al and Don and Curt wrote, and just that whole idea that, you know, we're given talent, right, and we have that opportunity to use it. And when we really invest in it, like, like, like we're supposed to have a return. And the return I think is for, you know, a bigger purpose, you know, all of us, right? And so we get to that "us" and getting that return, but we have a responsibility, too, to use it. You know, and so really taking that piece of it and saying, Man, you know, it's been such a great thing for me, because it's like, I know how I did as a pediatric cardiologist, and I know what I do now, and I use the same toolbox. Right? I use the same toolbox. They didn't, they didn't take my hammer, I still got it. You know, I have to figure out if it's a you know, ball peen hammer or like one of those little you know, for diamonds.

Jim Collison 51:45

It's it's such a good example, and I think M Davidson in the chat room saying this is why, so wondering if Steve has seen evidence of heart work on people he leads. Have they reported improvements in health and wellbeing and career? We talked a lot about a wellbeing, and maybe the best kept secret here at Gallup right now, although we are going to be doing I think a bunch of work on wellbeing here, as we think about Q3 and Q4 of this year. But what physical changes in people? Have you seen some of that as well?

Steve Allen 52:14

Well, they're all interconnected. Right? And so and so, so they all affect each other and that kind of thing. And I think that the more, you know, the more people can be engaged and enthusiastic about their Purpose Wellbeing, it tends to pull that number up. You know, we know it's not your body surface area; it's, it's the enthusiasm you have for working out. It's the idea of that, you know, it's about energy. How much energy do I have? How much connection do I have to my community? You know, and so, so we've, we've definitely seen people, we haven't measured it scientifically. So and coming from the science world, I can't really make any, you know, in, you know -- but observationally, yeah. You know, when we see people who who've had those effects on that, it's really, it's moved them forward.

Jim Collison 52:54

One of the things we do at Gallup, we have a fitness center. We have two folks whose job it is to kind of make sure we are as fit as we can possibly be, and just kind of care about us, and we do -- we know that makes a difference. I mean, in the 13 years, I've been at Gallup and have been kind of focusing on my own Physical Wellbeing, as part of that is the been the healthiest 13 years of my life. Like, I just don't, I don't struggle, where maybe I used to, and it's allowed me to be more productive. It's allowed me to probably do more than I would have in the past. Are you seeing, are you getting kind of similar feedback from folks? In other words, that you get them engaged, they're doing the job they love, you have them in flow, their time is maybe running away from them. And there's, I've noticed sometimes, there's some worry that you're doing too much. And yet getting the Physical Wellbeing part right with it, that can be a little difficult to do, to do too much. Have you -- have you seen that in your work?

Steve Allen 53:47

Yeah, we've and again, you know, to full transparency, you know, aspirational goals and reality goals, right. You know what I mean? There's a gap and that kind of thing. And those people who -- I think the folks who've really bought into it, right? I mean that they're seeing some changes and that kind of thing. But, but you know, we have to come back to the whole, and that's why, you know, Connectedness, right? So somehow all this stuff has to fit together. But at the end of the day, it's like, it's like, a great team balances that work and life, you know, and, and I mean, integrates it, right. And so part of that integration is, is that piece. And so, I mean, one of the things, I mean just I can speak personally for me, is I made my this year's goals around my wellbeing things, and I was going to -- I'm going to exercise for energy, right? And so, and so, you know, we got the Peloton bike, and, as of this morning, I'm 56 pounds lighter, you know.

Jim Collison 54:38

Wow. Nice! Good work!

Lindsey Spehn 54:40

I love that! Congratulations!

Steve Allen 54:42

That's been over like a -- you know, I didn't do it in a night. It was like, it was healthy, 14 months. I mean.

Jim Collison 54:47

Yeah, sure. Sure. That's pretty great. And --

Lindsey Spehn 54:51

We definitely need to get you added on Peloton.

Jim Collison 54:55

Well, and Physical Wellbeing is just one aspect of it, right, we think, right? The 5 Elements that are in there. And so it's really a focus on, on on the whole person and those, those things that may cause stress and in the Community and the Financial Wellbeing and some of those pieces as well. Lindsay, unfortunately -- we've had some great content here. This is probably for most people worth listening to again, with a pen and paper and some great opportunities. Steve, you've mentioned a lot of things as well, as far as a lot of our books go and a lot of our products. You mentioned Shane Lopez, which you can find him on our site. You can Google him as well, but, so there'll be a lot of links. I'll get Mark working on some of the links in here as well. They'll be in the full transcripts when we produce this. Lindsay, let's thank Steve and kind of wrap it up.

Lindsey Spehn 55:38

Yeah, absolutely. Well, Steve, thanks so much for joining us today. You know, what, what I really like about this Success Story is, is your, your unique ability to convert Gallup's content into true outcomes. You know, I think that's, that's really what gives you so much credibility as a coach and a partner to so many. You know, in a very authentic way, you bring your themes to anyone that you coach and the bank, and we really thank you for that. Yeah, absolutely. You know, I personally felt incredibly lucky to get to partner with you and the CrossFirst team in this journey. And really, just on behalf of the Gallup tribe, I know many know you well, and have had the pleasure of getting to work with you, we, we just really sincerely thank you for being such a caring, thoughtful steward of all of our Gallup sciences and, and all the tools that we put out there. So with that, Jim, back to you,

Jim Collison 56:32

Yeah, thanks, Steve. Thanks again. You guys hang tight for me one second. With that, we'll remind everyone to take full advantages of all the resources we have available now in Gallup Access. Steve mentioned many of them. If you go to gallup.com/cliftonstrengths is a great landing page to kind of get started on that. Don't forget, if you're looking for anything, there's a little Search button up in the when you go to gallup.com, there's a little search button up there. Actually, we've -- that search works out really, really well. So jump in there, start looking for some things, lots of resources; tens of thousands, maybe even hundreds of thousands of posts that are out there available for you. So, do some looking. If you have questions, you can let us know. Send us an email: coaching@gallup.com. Don't forget, while you're there, sign up for our CliftonStrengths Insight Newsletter that we produce every month, if you want to stay up to date with everything that's going on in the strengths community, that's there. If you'd love to join us live, join -- or follow us on Eventbrite: gallup.eventbrite.com -- B-R-I-T-E. And when you follow us there, you'll get a notification every time I post something new. If you go to that site, you can see everything that's scheduled for the rest of this quarter plus the beginning of Q3, so might want to jump out there and get that done as well. We are in the midst of selling out, Lindsey, our Gallup at Work Summit, right, right now. It's virtual, so we really can't sell it out. But we're sure we're going to try. Everybody can join us from around the world -- virtual sessions. It's going to be awesome. You're not going to want to miss it: gallupatwork.com. You can just register right there. Everybody can get in; you don't have to travel. It's going to be incredible this year. We'd love to have you do that as well. Full agenda has been released. Everything's available for you. No reason not to get that done. Time is getting short. So you might want to jump in there; sign up for the summit today. If you want to join us in our social groups, head out to facebook.com/groups/calledtocoach if you want to do it on Facebook. If you're not a Facebooker, and that's OK, if you're on LinkedIn, you can head over to "CliftonStrengths Trained Coaches" -- just search for that; you'll find the group, I'll let you in as well. We want to thank you for joining us today. We're short on time. So no postshow if you're listening live, but we want to thank you for joining us. With that, we'll say, Goodbye, everybody.

Steve Allen's Top 5 CliftonStrengths are Achiever, Deliberative, Consistency, Belief and Individualization.