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Well, welcome back to another episode here on the Enneagram at Work Podcast. I am your host, founder, and managing director here at Enneagram MBA. And today we are continuing on with our crash course type overview of all nine types. We've done type one, we've done type two, and today we are diving into all things type three, striving to feel outstanding. Sometimes this type is known as the achiever, sometimes the performer. You might also see them called the chameleon or the shape shifter. And we're going to talk specifically about why those two names have been attributed to our type threes. And we're going to talk about their leadership style, how they might show up as a teammate, and then how to be a supportive teammate to your type three teammate, even if you don't identify as an Enneagram type three. And since our last workshop, they have added over 30 new hires. And they wanted to make sure that everybody who had joined the team since last year, our last session, that everybody had an opportunity to be introduced to the nine types, get help clarifying their dominant type, start to increase their others' awareness with people on their team and people in different departments. So that was a really, it was a really fun one and something that we do with with many of our clients. Sometimes it makes sense to host another workshop like the one from this week because there are so many people who have joined the team. Other times it might just make sense to do a small group where we do a call, or sometimes it's just individual. Hey, I'd like this individual to go through their assessment results. I'd like for this individual to go through their manager's type information, maybe bring in the manager at some point as an overview, but just to get caught up and start being introduced to the Enneagram and the language that so many other people on the team are using. So we've done that and we have a couple other Enneagram introduction workshops to uh to facilitate. And as always, uh we'll share some interesting takeaways from that. Um, I think the the thing from this week that I found to be interesting was just well, and we talked about it, how it was um it was a younger group overall, very uh, I think everybody was most likely under the age of 30. And so we also just kind of chatted a little bit about how the Enneagram can be just it is just one kind of look angle for understanding somebody. And you could use another tool, maybe like predictive index or disc or strength finder to understand a different angle. And then there's other things outside of just personality assessments, like generationally, um, also things like who was your first manager and what did you learn from them? What did you learn that you absolutely want to do, or maybe what did you learn that you absolutely never want to do? Um, race, gender, socioeconomic class, um, status, uh, country of origin, where they live now. So all these things we're always talking about play into how an individual is going to show up and that it cannot just be uh distilled down to one of nine Enneagram types, but this can be a really great place to start. It can be a memorable place to start, getting curious, understanding different perspectives other than your own. And I think sometimes that's the power of this, is just to realize oh, the way that I'm seeing the world is a perspective. It may not necessarily be the truth, the way that things are. And we can, we, we can kind of have some of that um, I guess, humility or understanding by our Enneagram type giving us some insight into, hey, this is the these are the things you tend to focus on. And then by that, we can also start to understand what we might be missing and not focusing on that maybe other people very much are. So um we do have a couple more introduction Enneagram workshops coming up with uh teams, departments. So anything interesting, I will be sure to pass along to you here. Um, with that though, let's get into our type threes. Our threes, as I mentioned, are striving to feel outstanding, sometimes called the achiever. And I think who doesn't want to be known as the achiever, right? And and so sometimes that nickname I almost I almost don't like because it's like, well, of course I'm an achiever. I want to be an achiever. And so that's why we I really do like the awareness to action type names and type descriptions because it's less about the the helper, for example, with the type two, or in this case, the achiever. It it goes a layer deeper. And so for our type threes, the layer deeper, the core logic has to do with that feeling need. The feeling need for our type threes is I want to feel outstanding. And that means I might walk into a room and you know, be focused on how can I be outstanding? How can I feel outstanding? How can I be seen as outstanding? Um, how can I be seen as successful? I have all these big goals. I want to go far. I want to get there fast. Efficiency is really important. I want to do big things, I want to accomplish all these goals, check, check, check, check, check, do an excellent job at all of them. Um, our type threes, I mentioned earlier that sometimes they're known as the chameleon or the shapeshifter because something else that they can be really great at is this ability to um kind of see a room. Who's in the room? What's the vibe of this room? Who am I expected to be in this room? What am I expected to say and do in this room or in front of this person in front of this group? And so I'll show up that way with one group, and then I'll show up the way that I need to with another group, maybe another department, or my boss, or I'll be another person with my book club and my kickball team, and then at home, or with this other family member. And so that is such a skill to have that political savviness, organizational savviness where you kind of understand people and what they're after and what they're looking, how they're viewing things, and then who do you need to be in order to get your goal accomplished, in order to be seen as successful and outstanding. And it is such a strength. Sometimes it can be overdone or it can just be overdone in general, to the point where the type three can sometimes almost lose themselves and get caught up in this current of shoulds. I should behave this way, I should do it this way, I should want this thing. And during uh the workshop that I mentioned uh just a minute ago, there was uh one of the managers had shared that in his experience, and this organization has been using the Enneagram, I believe, for about four years now. Um, he had said that in his experience, at some point, all the threes that he knows that are threes who are really self-aware, who are bringing other people along. So their success means um I'm successful by bringing my team along with me and them being successful, said they've all kind of had to have some moment of burnout where they just keep taking on and taking on. And then they have this, they kind of crash out, and they are able to painfully and and not always quickly um start to understand who am I really and what do I really want? And that can be whoo, that can be a big thing. That can be a big thing to process. Um, probably a great thing to to talk with, with the with a therapist, talk over with a therapist. Um, but I thought that is something that we talk about. And I thought it was interesting that the manager also, before I even had a chance to say anything, also kind of noticed that in the threes in his life. Um, our type threes bring confidence and they bring clarity to their teams, and they can also feel an immense amount of pressure to always be the best or look successful. And I think so many of us can really relate to this, especially if we are showing up somewhere in corporate America, um, or you know, with a quickly growing startup, even a lot of this is baked into our culture here, especially in the United States. And so this one's always a little tricky because even me, I'm like, oh, I identify so much with this. But at the end of the day, um, like we say with all of these, I think uh an unofficial typing tip is which overuse strengths, which list of overuse strengths from the type kind of has caused me the most grief, giving me the most problems. Sure, have I had a couple of problems or challenges from the type three overuse strengths, maybe um, you know, a belief that my worth as a human being is tied to my salary or to a job title. Um, maybe it's the constant need to feel successful. There are some some things in there, but overall in my life, I have not ran into challenges because I'm trying to be outstanding, because I'm trying to feel outstanding, because I'm trying to go after a goal or be successful. And for our threes, they will have who those who end up being type threes, um, they may notice, oh yeah, I've had some consistent issues, some repeat issues because of the overuse strength column, which we'll talk about in just a minute. So that that might help you. Um, I'm hoping that even if you're not a type three, that you're listening to be able to either lead or work next to a type three in your life, or maybe there's somebody at home who, even though we're talking about the work context, um, you'll be able to bring some things back to them. So, okay, striving to feel outstanding, what does that look like? So their core logic and motivation is this deep desire to be successful, to achieve, and to be seen as capable. They measure their self-worth often by accomplishments, job title, salary, um, recognition. And they really do feel like who I am is as a human being, is directly tied to the title on my business card. It can be really hard to um pull apart who I am as a human being and I'm worthy, regardless of how much money I make or my title or how much I'm working or how much I'm doing. I can be a worthy human being, a valuable human being, even when I'm napping, even when I'm resting. But that is a very difficult thing to grasp many times for our type threes. Um, they are always on the lookout for the next goal or benchmark of success, just constantly looking to accomplish, yes, check things off their list, but to I hit that goal, I hit that goal, I hit that goal. And they can adapt really quickly to whatever is needed to win in any type of environment. So that kind of goes back to that political organizational savviness that so many type threes have. They understand who they need to be in order to be successful in that group or in that room. Um, strengths that they have in the workplace is their energy, is their focus and that drive to make things happen, to produce results. And then that energy can be incredibly inspirational to others and others feeling like, okay, I can accomplish big things too. And so you they're passing along some confidence, some optimism to those that they lead and those that they work next to. They tend to be really skilled at setting goals. Um, they can be very inspiring in communicating that vision. And more than just casting a vision, they're gonna be very good at delivering and executing whatever needs to be done to accomplish that vision and those goals. Um, we have talked about how they can read a room really well and adapt their image to fit whatever it is that's expected. Hence the the nicknames at times the chameleon or the shapeshifter. Now, when those strengths get overused, it can look like over-identifying with your work, your image, your title, your paycheck, the car you drive, the house you live in, the neighborhood that you live in. And at some point, like I mentioned, the manager from our recent workshop had shared, at some point there's gonna be a burnout moment, a burnout time. Um, because you're just, you're just you're go, you're doing too much, right? You just because you so identify with those things, anything else outside of those things like rest, like leisure, um, can be really hard to do because it's like, well, this has nothing to do with my goals. This isn't moving me forward in life. Um, they can also struggle with a loss of self-identity and authenticity. And that goes back to that, who am I? I'm trying to be all these different people and all these different situations, but who am I really? And what do I actually want? I feel like I'm supposed to want some of these things, the picket fence, the job title, the success, the corporate job, whatever it might be. Um maybe that's what I want, but I've never stopped to really ask like, is that really what I want? Do I maybe want to live on a cow sanctuary? Do I want to live on a goat farm? You know, I and at some point, most threes are gonna kind of have that come to Jesus with who am I really and what do I really want? Um, the other thing, the other way that they can overuse their strengths is by prior, prioritizing results over relationships. And this is a big one for our type threes who are moving into management and to leadership, but it can also be a big one for those um teammates and those coworkers. It's hard to really build trust and work collaboratively and not have, you know, unspoken tension when if others experience you as putting your own success and results ahead of maybe their feelings or their needs or their wants or their opinions. Um, there can also be some impatience with the pace that some others move at or how they process information. And it can feel like things are dragging on. It can feel really frustrating that somebody doesn't have an opinion to share or isn't as far as long as you would like them to be. Um, and then they they can also struggle a little bit with some overcompetitiveness or um, you know, other people just feel like, man, there is just brutal. Like we're constantly in competition. But do we have to be in competition? Um, and then lastly, I think I'd said this somewhere is just difficulty resting. Um, I'll also add, and maybe we'll get to this when we talk about leadership styles, but one of the other struggles that our type threes will have is around delegating because they can do it faster, they can do it better. And so when they move, especially when they move up into a leadership role, it's hard for them to let go of the things that got them to that new level because nobody else can do it as good as them. And so they'll just keep doing those things and attempting to take on their new roles. And again, it's gonna probably lead to burnout and they're not developing and allowing their people to learn from their own mistakes. And so that can be really hard, though. Somebody who's striving to feel outstanding that can be a struggle to let somebody else do it who's not gonna do it as fast as you, who may make a mistake, who may have to redo it. Um, and that is that's hard. Um, but there is some sort of reframe in there around I can still feel outstanding by being an outstanding supportive leader, allowing my people to make mistakes, allowing them to learn from their mistakes. So one day they can do it as fast. They can do it as well as I can. Um, some ways that a type three might show up at work. Um, they're gonna be very success-oriented, very future-oriented. They are going to love good, clear goals. Uh, they're gonna love performance metrics, not just um how somebody feels like they did a good job. It's like, no, I want to know how you're tracking this, how you're ranking this. Um, and then they really do have a tendency to thrive from recognition. And that makes sense. Somebody who's striving to feel outstanding, well, you got to be recognized for being outstanding. So they they kind of go hand in hand. And I had shared on Instagram as I was promoting this episode that there the real world feedback, insight from a handful of type threes, um, is it was around recognition and letting them know how well they did. And there was a group uh this summer, depending on when you're listening to it, but it doesn't matter. There was a group, and when we did the type specific breakouts, the type three had shared how important and meaningful getting recognized was. And they had shared it's really helpful if it's specific. And then they had also said, like, I kind of want to hear it regularly. And some of the others on the team had shared, oh my gosh, I'm so glad that you shared that because I do just assume that you're gonna knock it out of the park every single time and you're gonna knock it out, and then you're gonna move on to the next thing, and I'm gonna move on to the next thing with you, and then the next thing, the next thing. And so you're right. I haven't done a great job of slowing down. It doesn't even have to be a slowdown, um, but just taking the time, taking a pause to tell you what you did great at, to tell you that I see you. I see how hard you've been working, um, I see what you're accomplishing. I know this isn't easy. Um, and being and being specific uh about it. So that's something, and it's gonna be different for all different people, probably very different for different types of threes. But that could be a great question if you are working next to or leading somebody who identifies as a type three is hey, um, what makes you feel outstanding? What makes you feel good? How can I recognize you in a way that um, yeah, makes you feel good? Um, their work style also involves moving fast and expecting others to keep up. And when they don't, it can get kind of frustrating. And then they are most likely going to do really well, going to excel in roles that require communication, leadership, and visibility. They typically don't have a problem being in the spotlight, being at the front of the room. And there are others who that is your word, that's the worst nightmare. And so threes, they enjoy it, they tend to be good at it. Um, so leveraging that strength, those strengths as a type three, and then also leveraging those strengths if you happen to be leading or working next to a type three. How can you find ways for them to leverage those things? Now, their leadership style is known as the pace setter because they tend to be in the trenches, shoulder to shoulder, kind of setting the pace with their teams. They're not up in some high tower barking orders down. They're they're really in it. And that can inspire others to be such hard workers, to excel in whatever it is that they do. So their leadership style really is to lead by example, by Setting ambitious goals and most likely doing it at a fast pace. They can really drive productivity and results across the whole team, across the organization. They are strong motivators who can probably use a little work in stopping to celebrate wins, but they're great at inspiring confidence in others. So that could be a really tangible thing that if you happen to be a type three leader, is just reflecting. Are we pausing enough to celebrate all the amazing things that we're doing, all the big goals that we're achieving? Um, and if not, what could we do? Maybe you ask the team, hey, how do you guys want to celebrate? How do you want to be recognized? Um, let's make sure that we're recognizing, we're getting our efforts recognized. The rest of the organization knows all these amazing things that we're doing before we just head on to the next thing. Um, and then a leadership challenge sometimes that they can run into is around delegation, which I just mentioned. Um, and then the other one I would say is that sometimes this isn't just leadership, but sometimes our threes can be so focused on what other people think of them, their image, how they're showing up that, and and they're so polished and intentional about how they're being viewed and and and who they need to be in that situation, that it can be hard, a little hard to get to know them. And others might think that they're a little inauthentic, maybe a little fake. I don't think threes would ever think that's what they're doing, but sometimes on the receiving end of some of this behavior, that's how it might be coming across to others. Which um the definition of self-self-awareness from Tasha Yurik, who wrote the book Insight, all about self-awareness in the workplace, said you have to have two things to be self-aware. You have to have the will and you have to have the skill, some sort of skill, some sort of Enneagram tool, strength finder tool, therapy, um, other professional development tools, will and the skill to be able to see yourself and how others experience you more clearly. And sometimes how others experience you is the part that is a little cringy. Um, at work, some of their pet peeves might be inefficiency, indecision, lack of follow-through. This is probably the ultimate, like this meeting could have been an email type of type of thinking. Um, they hate to be slowed down by bureaucracy or low standards, very high standards for themselves and the people around them. Um, it can feel frustrating. It could be a pet peeve if their efforts and their hard work and their accomplishments are never recognized. And I think that that is probably true for most of us, most types. And then sometimes they can have a hard time when it feels like they're being forced to deal with heavy emotions or somebody who what they seem as overprocessing or being overly emotional that distracts that person from their work and their goals, distracts the team from where they need to get to. And so, you know, not every moment is going to be the right moment to have an emotionally heavy conversation or for somebody to be to be venting about a hard day. However, there's probably sometimes, and if you need to intentionally carve it out as a type three coworker or as a type three manager who's having a difficult conversation with a coworker who wants to feel seen and heard, um, you might need to schedule that in, you know, um, you might need to schedule an extra 15 minutes to your one-on-one, or you might need to um, you know, actually change the story where it's like I we can actually be more outstanding if we allow people to, you know, bring their whole selves to work and not necessarily read us their diary, but if they're having a hard time and they feel like they have people at work that they can talk to and who care, we're gonna have more buy-in. This culture is gonna be happier, healthier, hopefully more collaborative, hopefully more productive. And so um the story now becomes we are striving to feel outstanding and we can be outstanding when we allow people to have a human experience at work. Um, some version of that. Our type three preferences is that they love clear goals and they love a good, solid way to measure those goals and that success. Um, they are focused on being productive and they want to go fast. So they really appreciate that in others. They appreciate being recognized for their results. A lot of times it's public acknowledgement of those achievements, but you gotta ask your type three people at home or at work. Um, and then they really appreciate opportunities where they have to lead, to be influential, and to drive initiatives. They're gonna do a great job. They're gonna get it done, they're gonna do a great job. And so the more you can give those opportunities, the more you're gonna get from them because they want those opportunities. Um, when you're giving feedback to a type three, what I hear is that they want their results to be acknowledged first. Um, they want to feel like you value their competence and their accomplishments. And then the feedback needs to be focused on how they can have sustainable success, how they could be even more successful, not just focusing on the effort alone. They want, they're probably going to appreciate it if you can frame their growth and opportunities for growth as a way to level up their performance. Um, so if you can kind of position it as you're gonna be even more successful, more outstanding, more high performing, if you can tweak these things. And then, you know, we probably gotta remind our type threes, reinforce that value, their value isn't solely based on achievement, that their presence matters, their ideas, um, their thoughts and their opinions and the energy that they bring to the room, to the group also is very important. Um, how threes can approach feedback themselves. Um, I if especially if they're a manager giving feedback, resisting the urge to um fix it fast uh without fully understanding the problem, or maybe not fully understanding how people feel about the problem that needs to be fixed. Um it's gonna be helpful for our type threes during feedback if they can really listen on um how how people are reaching their goals, not just are they or are they not? That's gonna make other people feel heard. Um, and then the other thing that our type threes can do is to practice self-reflection, but not necessarily turning in into a to-do list right away. And that's gonna be really hard. That's gonna be really hard. That this could be a good one to process with your therapist for sure. Um, you know, you don't you don't have to. There, there's gonna be the urge to do it. It's not gonna be easy to resist the urge. Um, but how can you practice self-reflection and just sit with it rather than jumping immediately into a to-do list or trying to fix it? Um, with all of these, we're also talking about how the three instinctual biases will overlap, giving us three different flavors of our type three. And this can be a pretty wide, a wide range of expression of the type. I think we have the textbook type three, and then we also have a type three who might look like more of a one, or maybe even more of like a six. And that's gonna be that one specifically is gonna be our preserving three. So uh with all of these, our preservers are focused on resources. Do we have enough? They're focused on health and wellness, um, getting their needs met, helping other people get their needs net, traditions are important, routine is important, risk assessment is important. And so when you overlay that with the three, it's almost a little bit not totally in competing, but it's a little bit of um some opposite energy. And so our preserving three is going to work really hard. This is probably gonna be the type that's most behind the scenes. So they're gonna be working really hard behind the scenes to maintain success and stability. Um, they're gonna be really focused on efficiency and security and practical wins. Okay, practical wins. And then they may look like a type one at first, where they are going to be maybe a little bit more grounded, a little bit more disciplined, maybe a little bit more reliable, maybe even a little bit more um group conscientious. Ultimately, though, it will striving to feel outstanding versus striving to feel perfect will be the thing that am I a one or am I a three, which would be worse? Not being perfect, not being outstanding. That could also be a helpful one. Uh, the next flavor of our type three is the navigating three. So navigators focused on group dynamics, um, understanding the hierarchy, understanding roles and responsibility, information sharing. They don't necessarily have to be in charge, but they want to know who is in charge. And so our navigating threes tend to be um focused on success through relationships. That makes sense. Success through relationships, influence, and social awareness. They're gonna be the ones that um really, really are reading that room, aligning with power structures and kind of the ultimate, ultimate networkers. So I think any three can be this way, but out of all the flavors, this is gonna be that political savviness to the max. Um, and then they're gonna have a tendency to be really polished communicators, um, maybe more of a team player than the other two flavors, and really have an ability to build trust with their team because of this kind of focus on the group, understanding the group dynamics. And then the last flavor of our type three is the transmitting three. And this is going to be the more the probably the most charismatic, the most bold, um, and the most image conscious out of all the three. Our type, our transmitters are focused on transmitting, getting noticed for their impact, for their big accomplishments. So you just really kind of double down on that outstanding energy. Um, you're going to get a big drive to stand out, to achieve, most likely publicly, visibly, um, and really leave a mark. Have have uh have a legacy that they they are leaving behind to others. They want to be remembered. And then these ties I mentioned, they're gonna be pretty charming. They're gonna have this magnetic presence and may often be seen as kind of the face of a project or an organization. That that's just going to, they might just naturally fall into that role, or other people might be looking to leverage that, those strengths. And so you might find our transmitting threes in that position. Some of our growth opportunities for our type threes. Um, one is the arrow to the six, where you're gonna be able to pull in some of that collaboration, that team cohesion that our sixes are so good at, um, maybe slowing down a little bit to really build trust and include others in your decision making. Um, you might value the process a little bit more when you're dialing into this, the strengths of the six, um, appreciating the process, not just the result. And then uh when you're really when you're really dialed in here, you might learn to lean on others and start to really appreciate success as a group and a belief that success doesn't have to just be solo. Your other growth point, resource point for a type three is at the type nine point, striving to feel at peace, presence, and peace. Um, here is where you're going to practice stillness and reflection without an immediate to-do list. Um, ideally, you're able to rest without productively, um, without feeling like you have to be productive, without feeling guilty because you're resting and not working. Um, and then here, you may also find some contentment without always accomplishing something, without always being productive. You might find peace and contentment in just a beautiful, I'm looking out my window now and thinking, oh, the leaves are so pretty. What a great weather, what great weather, the sun's out. So you might find joy, peace, and just these little moments that have nothing to do with something that you accomplished or something that you were able to produce or do. So as we wrap up, what can you do with this information? I got a couple of quick experiments. So if you are a type three, can you take five minutes at the end of your day to think about, maybe even list out how you showed up, how you showed up for your team members, how you showed up just in general, not necessarily what you achieved. So just kind of reflecting on that. Um, can you let someone else take the spotlight or celebrate their success? And I know that you can. So, where are those opportunities to let someone else take the spotlight and allow their success to be celebrated? And then um, at which when we have our threes that are really dialed in who have done a lot of self-development, professional development, um, this is something they're typically already doing. They're bringing their teams along on the success path. They're they're celebrating their team's wins. Um, and then last little experiment here is is there an opportunity where you might actually need to say no to be able to recharge so that you can show up and be even more outstanding for the next opportunity that makes sense. I think it's really hard to say no, especially if you can do it and if you can do it well and you can do it fast. Oh, sure, I'll just, I'll just say yes. I can just, I can do that, get the pat on the back. Um, but it might serve you. You might actually be able to be more outstanding if you pass on this opportunity, rest, recharge, reflect. And then the next most aligned opportunity, you're ready to show up and knock it out of the park for. Um, now, the other side of this is if you work with a type three, making sure that you're recognizing those achievements. We've talked about that at the very beginning. Um, and I would say publicly, I would also say privately, and I would say regularly and specifically is what threes are telling me that they want as well. But again, this would be a that would be a really great question for someone specifically to understand how do you like to be recognized? What makes you feel most appreciated? And then um don't dismiss their drive. That is, you know, that that is something that they appreciate about themselves that they're good at. We don't, we do not want to necessarily dim that. We want to make sure they're taking care of themselves, sure. Um, but look at finding ways or helping them make sure that that drive is going to be there. Are they channeling it to the most meaningful goals, the most aligned goals that align with their values, where they want to go with their career. So helping them not say, oh, slow down, take it easy. Um, but hey, let's channel that drive and make sure that it's it's working with where you want it to go. And then there may be opportunities to encourage them to kind of open up a little bit more authentically to share a time that they failed, a mistake that they made, something that they're having a hard time for, maybe asking for help rather than pretending like they have it all figured out, that they don't need any help, that they've never made a mistake. And again, we're not asking when we say authenticity here, we're not asking you as a type three to bring your diary to work and read it to everybody. Um, but it's just, hey, well, how can you kind of connect with your teammates as a leader? How can you connect with the people that you're leading and show, hey, I've been there too. I get it. And I know, I know how hard this can be and really help them feel seen and understood. All right. So um I think that some takeaways, just some some quick reminder takeaways, celebrating that energy of the three. We want to, we want to celebrate it. Um, look at all the ways that they have impacted the organization for the better with their ambition, their confidence, their ability to produce results, making sure you're recognizing those efforts and those accomplishments. Um, next week, we are going to be looking at our type four, striving to feel unique and how it shows up at work. These are things that we get into a little bit deeper, depending on the workshop or the program that your organization goes through. But we get into how to understand yourself, how to understand the people that you work with and lead. Um, we also will look at um specific leadership coaching sessions where we dive deep, deep, deep into uh your type and how it shows up in different areas, looking at it to help you with your career advancement, to help you with a specific issue. So if you are interested in workshops, programming for your team, or individual coaching, either career coaching or leadership coaching, I'm gonna invite you to check out the options over at enneagrammba.com. And with that, as always, I appreciate you being here and I look forward to seeing you in the next one.