Harmonised Success

- Designs and delivers coaching programs for individual and organisational leadership transformation, fostering high-performing leaders and teams.
- Champions a culture of wellness and productivity through bespoke coaching for leaders and teams, prioritising well-being and self-care to harmonise their work and life.
- Drives transformation with customised leadership development programs, focusing on innovation & adaptability.
- Pioneers holistic wellness & self-care practices in organisations, creating a balanced environment for productivity and well-being.
- Works with leaders from industry-leading organisations, including Hyundai, Qatar Airways, ING, HSBC, Yokohama, Citigroup, Vodafone, Makita, O2, Bridgestone, Xiaomi, RyanAir, British Gas, and General Motors.

Leader Developer & Work-Life Harmoniser

Self Employed

- Led initiatives for UK & Middle Eastern companies, achieving 30-35% improvement in sales gross margin through customer-centric approaches.
- Cultivated high-performing sales & customer service teams, exceeding 90% customer satisfaction in multiple companies.
- Mentored leaders, fostering growth with personalised development & succession plans.
- Built positive cultures, boosting employee retention and satisfaction across diverse environments.
- Implemented performance management frameworks, increasing performance & productivity by 50% in multiple companies
- Designed, executed, and refined contact centres for startups & BPOs in the Middle East, driving operational excellence.
- Coached individuals (1:1) on leadership, sales, team building, culture creation, and well-being.

Senior Management Consultant

Axle Group Holdings Ltd

- Led sales team overseeing distribution across 4 UK warehouses.
- Implemented a sales strategy that increased team performance by 35%.
- Achieved a 100% staff retention rate for 2 years with coaching and development plans.
- Grew market share of key accounts by 40% and increased credit spend from the Top 50 by £50m+.
- Implemented a wholesale strategy resulting in a 50% rise in bulk orders.
- Secured new stockist accounts, expanding market reach and product portfolio (premium & budget brands).
- Developed team members for senior roles, contributing to organisational growth.

Director of Sales Operations

Slipstream Global

- Led sales and marketing division with comprehensive oversight.
- Established and facilitated a leadership development program, grooming future operations delivery managers.
- Designed training and management programs, boosting employee retention by 70%.
- Implemented lead qualification strategies, improving lead quality by 50%.
- Increased lead generation quality scores by 20%, optimising divisional performance.
- Managed 10 simultaneous projects for major clients (Microsoft, Oracle, HP, IBM, SAS, and Fujitsu), delivering excellent service and client satisfaction.

Sales/Marketing Operations Manager

Convergys Intelligent Contact

- Led a large contact centre (200+ staff, 20 managers) to operational excellence, exceeding client expectations.
- Achieved consistent recognition, with the team winning "Outsourcing Contact Center of the Month" multiple times for major clients.
- Engineered a remarkable 35% increase in employee retention and maintained exceptional churn below 5%, fostering a highly motivated workforce.
- Cultivated a robust talent pipeline by mentoring future contact centre team managers.
- Implemented innovative incentive programs, leading to a 25% productivity surge, 35% sales growth, and 30% improvement in customer satisfaction.
- Managed P&L effectively, achieving a 25% increase in CPS through fixed and hybrid models, ensuring optimal profitability.
- Improved quality standards by improving monitoring (30% advisor score improvement) and setting new service benchmarks.
- Designed and implemented diverse coaching programs, optimising employee development and solidifying succession plans.

Sales & Customer Service Contact Centre - Site General Manager

- Led a team of 100+ and 10 managers, achieving "Outsourcing Contact Center of the Month" multiple times for clients like British Gas & Sky.
- Boosted employee retention by 30%, keeping churn below 5%, and fostered a motivated team.
- Mentored team members into management roles, demonstrating a commitment to internal talent growth.
- Implemented incentive programs that increased productivity by 25%, sales by 35%, and customer satisfaction by 30%.
- Managed floor P&L, raising CPS by 25% for clients through fixed and hybrid models, ensuring profitability.
- Improved quality through improved monitoring (30% advisor score improvement) and coaching models, setting new service standards company-wide.

Sales & Customer Service Contact Centre - Floor Manager

- Led high-performing team of 20, exceeding sales and retention targets for industry leaders (British Gas, O2, Sky, Shop Direct). Team consistently received "Team of the Month" honours.
- Implemented strategies that reduced churn to under 5% and boosted employee retention by 50%, fostering a motivated team.
- Developed team through coaching, elevating several members to senior roles. Pioneered new KPIs to improve performance.
- Played key role in recruiting & onboarding over 100 staff, ensuring a competent workforce.
- Shadowed managers and took on additional responsibilities, demonstrating a commitment to continuous learning.

Sales & Customer Service Contact Centre - Team Manager

- Led sales team as Senior Advisor, boosting overall success and efficiency.
- Consistently exceeded targets in outbound sales & inbound retention campaigns.
- Perfect attendance record: Demonstrated unwavering commitment.
- Shadowed manager, led team briefings, revamped scheduling & implemented incentives (to boost performance & motivation).
- Managed team seamlessly in manager's absence, ensuring continuity.
- Coached & supported team members, significantly improving their skills & performance

Sales & Customer Service Contact Centre - Senior Sales Advisor (Team Leader)

Oracle Advertising

- Exceeded daily sales targets (8+) for Sky, BT & Dogs Trust campaigns.
- Promoted to Team Leader, training new recruits with my expertise.
- Optimised outreach by mapping strategic areas for door-to-door activities.
- Earned "Salesperson of the Day" multiple times for exceeding expectations

Field Sales Team Leader

I Develop Leaders And Help Them Achieve Work-Life Harmony | Transforming Leaders In Industry-Leading Organisations | DM “Harmony” Or Book a Free Call

𝗜 𝗵𝗲𝗹𝗽 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗴𝗲𝘁 𝘁𝗵𝗲𝗶𝗿 𝗹𝗶𝘃𝗲𝘀 𝗯𝗮𝗰𝗸

Are you an ambitious leader ready to maximise your potential, refine your skills, and achieve work-life harmony? One where your work and life seamlessly integrate without making sacrifices? One where you're not burnt out, manage your time, or stop arriving home with an empty tank?

Drawing on my experience as a trusted advisor to leaders across a range of industries, I specialise in supporting individuals to achieve outstanding, holistic success in both their professional and personal lives.  

My approach focuses on key areas such as self-awareness, habit development, optimising productivity, and emotional intelligence.  By nurturing these skills, leaders can achieve greater balance and effectiveness, leading to a more fulfilling career that positively impacts their personal well-being and those around them.

𝗛𝗼𝘄:

𝗧𝗮𝗶𝗹𝗼𝗿𝗲𝗱 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁: Elevate your leadership skills through personalised coaching, fostering confidence, innovation, and authenticity in your approach. Whether you are starting as a leader or are an experienced senior leader, my customised approach will help you develop while achieving work-life harmony. 

𝗔𝗰𝗵𝗶𝗲𝘃𝗲 𝗛𝗮𝗿𝗺𝗼𝗻𝘆 𝘁𝗵𝗿𝗼𝘂𝗴𝗵 𝗦𝗲𝗹𝗳-𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁: Embrace self-awareness, mindfulness, self-care, and well-being as essential pillars for holistic success. Discover strategies that promote work-life harmony while boosting productivity.

𝗪𝗵𝘆 𝗠𝗲:

My personal story of being an overachiever, senior leader, burning out, and recovering means I know how it feels to feel out of control, out of place, and struggling to maintain harmony between work and life. My subsequent journey over the past ten years has been enlightening. 

I now help other leaders with self-awareness, self-care, mindfulness, habit formation, and breaking to achieve harmonised success while focusing on leadership development. 

Benefit from strategies from my work with leaders and teams at industry giants, including Hyundai, Qatar Airways, ING, HSBC, Citigroup, Yokohama, Vodafone, Makita, O2, Bridgestone, Xiaomi, RyanAir, British Gas, General Motors, and many more.

𝗕𝗼𝗼𝗸 𝘆𝗼𝘂𝗿 𝗰𝗮𝗹𝗹 𝗼𝗿 𝘀𝗲𝗻𝗱 𝗺𝗲 𝗮 𝗗𝗠 𝘁𝗶𝘁𝗹𝗲𝗱 '𝗛𝗮𝗿𝗺𝗼𝗻𝘆' 𝘁𝗼𝗱𝗮𝘆 𝗮𝗻𝗱 𝘀𝘁𝗲𝗽 𝗶𝗻𝘁𝗼 𝗮 𝗳𝘂𝘁𝘂𝗿𝗲 𝘄𝗵𝗲𝗿𝗲 𝘆𝗼𝘂𝗿 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗮𝘀𝗽𝗶𝗿𝗮𝘁𝗶𝗼𝗻𝘀 𝗮𝗻𝗱 𝗽𝗲𝗿𝘀𝗼𝗻𝗮𝗹 𝘀𝘂𝗰𝗰𝗲𝘀𝘀 𝗯𝗲𝗰𝗼𝗺𝗲 𝗵𝗮𝗿𝗺𝗼𝗻𝗶𝘀𝗲𝗱.

Hakuna Matata For Leaders: Beyond the Carefree Chorus


This post is a tribute to my friend Matty Piazzi, to whom I had promised to analyse 'Hakuna Matata' from a leadership perspective.

So, here goes:

The infectiously catchy "Hakuna Matata" music from Disney's "The Lion King" may seem to offer the ultimate getaway—a "carefree" attitude.

However, underneath its playful tune lies a deeper leadership lesson about establishing a happy and productive workplace. 

𝐋𝐲𝐫𝐢𝐜𝐬:
Hakuna Matata!
What a wonderful phrase
Hakuna Matata!
Ain't no passing craze
It means no worries
For the rest of your days
It's our problem-free philosophy
Hakuna Matata!

𝐅𝐫𝐨𝐦 "𝐍𝐨 𝐖𝐨𝐫𝐫𝐢𝐞𝐬" 𝐭𝐨 "𝐖𝐞𝐥𝐥-𝐛𝐞𝐢𝐧𝐠":

Timon and Pumbaa's philosophy, translating to "no worries" in Swahili, In the context of the workplace, doesn't call for simply ignoring problems; instead, it emphasises prioritising employee well-being, which ultimately results in higher productivity.

𝐇𝐞𝐫𝐞'𝐬 𝐡𝐨𝐰:

→ Psychological Safety: When leaders create an atmosphere of psychological safety, their teams have the freedom to experiment, make mistakes, and gather insights without fearing negative consequences. This leads to deeper employee engagement and supercharges creativity in their roles.

→ Stress Reduction: Persistent emotional and mental stress hinders innovation and effectiveness. Leaders who establish a culture that mitigates burnout and prioritises work-life harmony empower their teams to thrive.

→ Teamwork: Timon and Pumbaa depend on each other. Leaders who instil a strong feeling of cooperation and collaboration in their teams provide a support structure where they overcome challenges and enjoy victories together.

→ Recognition & Appreciation: Appreciating employees' accomplishments, big and small, goes a long way toward improving morale and creating a great work environment. When employees see that their efforts are appreciated, they are encouraged to keep up the good work.

→ Opportunity For Growth: Leaders who care about their employees' well-being and development invest in them by providing opportunities for learning and development. This keeps them motivated and engaged, as the days when 'salary' was the number one determining factor are gone. 

𝐋𝐞𝐬𝐬𝐨𝐧:
Adopting Hakuna Matata's key values of well-being, open communication, cooperation, and development helps leaders create a work environment that not only reduces stress but also develops a sense of purpose, collaboration, and creativity.  

It's a concept that goes beyond merely declaring "no worries" and establishes the groundwork for a flourishing and successful team.

Join the "Hakuna Matata" Leadership Revolution!

Saieed Sadeghzadeh

Another Candle, Another Chapter.


A friend asked me yesterday what my highlights over the past 36 years were as we spent the evening celebrating my birthday. 

My answer was pain, trauma, wrong decisions, mistakes, hurt, and all the good things in between. 

If I went back, I would do it all over again. 

Why? Without it, I wouldn’t be who I am today, the real me, the one who can look back and learn, look side-to-side and keep my mind open, switch lanes to course-correct, and continue looking forward to the road ahead.

I wouldn’t have learned any of this, wouldn’t have been broken by life, and later on deliberately broken myself again to be built up again, wouldn’t have 'Kintsugi’d' myself, wouldn’t have felt the ‘light come on,’ one that has not only helped me, but I’ve been fortunate enough to help many others too, to help their 'light come on'....

The paradox of looking forward to achieving being able to stay still and be present, where feeling, learning, experiencing, and making others feel, learn and understand has become my mission. 

Where self-awareness and mindfulness have become the foundation of my pursuits to help individuals, as to me, getting that right gets a lot of other things right in both work and life and trickles into their teams and relationships too. Oh, and add humour to that, too, as I do that A LOT.

This is a special day for me, and it always has been, not because of celebrations, parties, and gifts, but because it gives me that unique opportunity to intensely look back, reflect, take stock, and…come to peace with it all to understand that 'I'm okay,' 'I'm human,' 'I don't know,' and 'maybe I'm wrong.'

I'm grateful for making it to 37, as the rest is a present in itself. 

Instead of the ‘Happy Birthdays,’ the well-wishes, and the kindness I know you'll show me today, the best gift you can afford me is to yourself by finding a quiet space, removing distractions, and taking 5-10 minutes to ask yourself these questions today:


- Who is [insert name]?

- What does [insert name] want?

- What has [insert your name] learned?

- What's on [insert your name]'s mind when the world falls silent?

- How does [insert your name] feel when you go to bed at night?

- What does joy and peace look like for [insert your name]?

- What would [insert your name] like to leave as a legacy?

Close your eyes, visualise what your ideal looks like and write it down....

The answers to these can be a great start to the process of the light coming on....

Do it as a gift to me, and if not, do it for yourself.

Be kind to yourself throughout...

Thank you.

P.S. The writing on the cake says ' Dear Saieed, Happy Birthday' in Persian.

𝐇𝐨𝐰 𝐝𝐨 𝐲𝐨𝐮 𝐛𝐮𝐢𝐥𝐝 𝐚 𝐬𝐭𝐫𝐨𝐧𝐠 𝐜𝐮𝐥𝐭𝐮𝐫𝐞 𝐟𝐨𝐫 𝐫𝐞𝐦𝐨𝐭𝐞 𝐭𝐞𝐚𝐦𝐬?


Level 1 - Trust and Empathy:
Establishing trust and exercising empathy serves as the foundation.

Level 2 - Shared Values & Inclusivity:
Everyone is aligned with the team’s mission and feels included.

Level 3 - Open Communication:
Transparent and frequent communication among team members and leader.

Level 4 - Accountability & Innovation:
Everyone is accountable and the environment is creative.

Level 5 - Results & Belonging:
The team collectively achieves and everyone belong.

For a deeper dive into the topic and levels, check out the carousel below, a collaboration with my colleague and friend Daria Rudnik, a Leadership Coach, Team Architect, And Expert Remote Team Builder.

Enjoy!

Culture for Remote Teams

𝐀 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐂𝐫𝐢𝐦𝐞 𝐒𝐞𝐫𝐢𝐞𝐬 - 𝐏𝐚𝐫𝐭 𝟐: 𝐀 𝐏𝐮𝐳𝐳𝐥𝐢𝐧𝐠 𝐏𝐮𝐳𝐳𝐥𝐞 


Sarah's investigation led her deeper into the company's web of lies.

Behind closed doors and hushed conversations, she began to piece together Mr. Black's puzzle of manipulation. 

Mr. Black thrived on fear, using it as a weapon to keep his employees under constant pressure and worry. 

In his view, this was the best way to get 'performance out of them.' 

Through public humiliation, strategically placed conflicts, and fabricated rivalries, he excelled at pitting his teams against each other, making them fight for his attention and resources, and ensuring their silence and compliance.

One further puzzle piece Sarah uncovered was the "anonymous feedback" system. 

Employees were 'encouraged' to submit "constructive criticism" about their colleagues, a system that Mr. Black cleverly exploited. 

He would then manipulate the system, plant seeds of doubt and discord among team members, turn them against each other and deflect attention from his shortcomings.

Another method involved creating a culture of information silos. 

Teams were discouraged from collaborating, kept in the dark about company goals, and often had to compete against each other for limited resources. This killed innovation and caused a sense of isolation among employees, making them more susceptible to Mr. Black's manipulation.

As Sarah dug deeper, she found out the toxic culture went much deeper than she thought at first. 

Mr. Black's thirst for power and obedience had metastasised, poisoning the entire company culture. 

Performance reviews became tools for punishment, promotions were withheld from those who challenged Mr. Black, and fear dominated every interaction in the company.

The toll on the employees was evident. 

Sarah noticed more people missing work, more leaving their jobs (which Mr. Black made very difficult), and a general lack of excitement in the office. 

Fear and gloom had replaced the once fun and creative office... 

Despite this, Detective Sarah Wilson wasn't one to back down from a challenge. 

The injustice she saw made her more determined. 

With her strong resolve and growing concern for the team, she kept going, set on revealing the truth and dismantling the toxic web Mr Black had so meticulously woven...

End of Part 2.

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📌Did you enjoy this post? Follow me to get the next part in the series. 

📌Need a leadership detective for your organisation? DM the word 'detective', and let's talk about the cases I've closed.  

Why Leaders Shouldn't Wear Sunglasses


Leadership is a journey in an ever-changing environment.

Leaders enjoy achieving high levels of success but often find themselves faced with stress and challenges. 

One way they deal with this is through unhealthy coping mechanisms that frequently act as friends in these situations, like sunglasses that protect from the harsh light of the sun. 

These mechanisms may reduce the seriousness of the event, creating a false feeling of control. 

They could change one's view of the situation, often distorting our ability to grasp and face challenges head-on.

The Challenge for Leaders: 

- While these methods may bring momentary relief, they often come with a long-term cost. 
- They may change the perspective of reality, taking us farther away from true answers and long-term resilience. 
- Overwork, isolation, workaholism, micromanagement, perfectionism, blame-shifting, and avoidance may give a brief relief, but they endanger the long-term health and development of both you and your teams. 

Instead of engaging in these techniques that obscure vision, practice behaviours that brighten the way ahead. 

➙ Prioritise your social life: Schedule social events and personal interactions away from work. This promotes work-life harmony while also meeting emotional needs. 
➙ Embrace flexibility: Recognise the significance of adaptability and flexibility in navigating unexpected times, allowing for innovative ideas and creative problem-solving. 
➙ Foster open and honest communication across teams: Create a safe space to confront challenges and find collaborative solutions. 

Remove your sunglasses and address the challenges of leadership with unwavering clarity and courage. 

Weather the storms with a clear vision that will lead you and your team to a better future. 


Over to you: What strategies do you take to remain focused and resilient in your leadership position?


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Are you ready to begin on the road to leadership clarity? Let's talk about how to live a harmonious existence with healthy coping mechanisms that allow you to flourish rather than merely endure. DM 'Harmony' to begin. 

Bad Leadership as Performed by Dysfunctional Discordant Notes (Part 10 - Final Part)


For the last part of the series, I'm looking at “Duality” by Slipknot and “Into the Void” by Black Sabbath. 

“𝐃𝐮𝐚𝐥𝐢𝐭𝐲” 𝐛𝐲 𝐒𝐥𝐢𝐩𝐤𝐧𝐨𝐭

"Duality" offers a unique perspective on leadership, urging leaders to embrace paradox and navigate the inherent complexities within themselves and their teams. 

𝐋𝐲𝐫𝐢𝐜𝐬: 
𝑃𝑢𝑡 𝑚𝑒 𝑏𝑎𝑐𝑘 𝑡𝑜𝑔𝑒𝑡ℎ𝑒𝑟
𝑂𝑟 𝑠𝑒𝑝𝑎𝑟𝑎𝑡𝑒 𝑡ℎ𝑒 𝑠𝑘𝑖𝑛 𝑓𝑟𝑜𝑚 𝑏𝑜𝑛𝑒
𝐿𝑒𝑎𝑣𝑒 𝑚𝑒 𝑎𝑙𝑙 𝑡ℎ𝑒 𝑝𝑖𝑒𝑐𝑒𝑠
𝑇ℎ𝑒𝑛 𝑦𝑜𝑢 𝑐𝑎𝑛 𝑙𝑒𝑎𝑣𝑒 𝑚𝑒 𝑎𝑙𝑜𝑛𝑒
𝑇𝑒𝑙𝑙 𝑚𝑒 𝑡ℎ𝑒 𝑟𝑒𝑎𝑙𝑖𝑡𝑦 𝑖𝑠 𝑏𝑒𝑡𝑡𝑒𝑟 𝑡ℎ𝑎𝑛 𝑡ℎ𝑒 𝑑𝑟𝑒𝑎𝑚
𝐵𝑢𝑡 𝐼 𝑓𝑜𝑢𝑛𝑑 𝑜𝑢𝑡 𝑡ℎ𝑒 ℎ𝑎𝑟𝑑 𝑤𝑎𝑦
𝑁𝑜𝑡ℎ𝑖𝑛𝑔 𝑖𝑠 𝑤ℎ𝑎𝑡 𝑖𝑡 𝑠𝑒𝑒𝑚𝑠

𝐈𝐧𝐭𝐞𝐫𝐩𝐫𝐞𝐭𝐚𝐭𝐢𝐨𝐧: This constant internal battle can be interpreted as a metaphor for the paradoxes inherent in leadership. Leaders are often expected to be both decisive and adaptable, compassionate and firm, and visionary while remaining grounded. Accepting and navigating these contrasting traits, rather than shying away from them, allows for a more nuanced and effective leadership style.

𝐋𝐞𝐬𝐬𝐨𝐧: Effective leadership necessitates embracing paradox and navigating complexity. By acknowledging and accepting the inherent contradictions within themselves and their teams, leaders can develop a more holistic understanding of the situations they face and foster an environment that thrives on diverse perspectives and adaptability.

“𝐈𝐧𝐭𝐨 𝐭𝐡𝐞 𝐕𝐨𝐢𝐝” 𝐛𝐲 𝐁𝐥𝐚𝐜𝐤 𝐒𝐚𝐛𝐛𝐚𝐭𝐡

"Into the Void" serves as a cautionary tale for leaders about the dangers of unchecked power and the importance of remaining grounded in ethical principles.

𝐋𝐲𝐫𝐢𝐜𝐬: 
𝑅𝑜𝑐𝑘𝑒𝑡 𝑒𝑛𝑔𝑖𝑛𝑒𝑠 𝑏𝑢𝑟𝑛𝑖𝑛𝑔 𝑓𝑢𝑒𝑙 𝑠𝑜 𝑓𝑎𝑠𝑡
𝑈𝑝 𝑖𝑛𝑡𝑜 𝑡ℎ𝑒 𝑛𝑖𝑔ℎ𝑡 𝑠𝑘𝑦 𝑡ℎ𝑒𝑦 𝑏𝑙𝑎𝑠𝑡
𝑇ℎ𝑟𝑜𝑢𝑔ℎ 𝑡ℎ𝑒 𝑢𝑛𝑖𝑣𝑒𝑟𝑠𝑒 𝑡ℎ𝑒 𝑒𝑛𝑔𝑖𝑛𝑒𝑠 𝑤ℎ𝑖𝑛𝑒
𝐶𝑜𝑢𝑙𝑑 𝑖𝑡 𝑏𝑒 𝑡ℎ𝑒 𝑒𝑛𝑑 𝑜𝑓 𝑚𝑎𝑛 𝑎𝑛𝑑 𝑡𝑖𝑚𝑒?
𝐵𝑎𝑐𝑘 𝑜𝑛 𝑒𝑎𝑟𝑡ℎ 𝑡ℎ𝑒 𝑓𝑙𝑎𝑚𝑒 𝑜𝑓 𝑙𝑖𝑓𝑒 𝑏𝑢𝑟𝑛𝑠 𝑙𝑜𝑤
𝐸𝑣𝑒𝑟𝑦𝑤ℎ𝑒𝑟𝑒 𝑖𝑠 𝑚𝑖𝑠𝑒𝑟𝑦 𝑎𝑛𝑑 𝑤𝑜𝑒
𝑃𝑜𝑙𝑙𝑢𝑡𝑖𝑜𝑛 𝑘𝑖𝑙𝑙𝑠 𝑡ℎ𝑒 𝑎𝑖𝑟, 𝑡ℎ𝑒 𝑙𝑎𝑛𝑑 𝑎𝑛𝑑 𝑠𝑒𝑎
𝑀𝑎𝑛 𝑝𝑟𝑒𝑝𝑎𝑟𝑒𝑠 𝑡𝑜 𝑚𝑒𝑒𝑡 ℎ𝑖𝑠 𝑑𝑒𝑠𝑡𝑖𝑛𝑦

𝐈𝐧𝐭𝐞𝐫𝐩𝐫𝐞𝐭𝐚𝐭𝐢𝐨𝐧: The lyrics are a metaphor for individuals or organisations pursuing unchecked growth and expansion. This relentless pursuit can often lead to a sense of invincibility, making leaders susceptible to unethical behaviour and potentially harmful decisions.

𝐋𝐞𝐬𝐬𝐨𝐧: Effective leadership requires a balance between ambition and responsibility. Leaders must strive for progress and success while upholding ethical principles and maintaining a clear understanding of the impact of their actions on stakeholders and the broader community.



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Bad Leadership as Performed by Dysfunctional Discordant Notes (Part 8)


For this week, I'm looking at one of my personal favourites:  “One” by Metallica and "Silent Lucidity" by Queensrÿche.

“𝐎𝐧𝐞” 𝐛𝐲 𝐌𝐞𝐭𝐚𝐥𝐥𝐢𝐜𝐚

Effective leadership requires an ability to connect with others on a deeper level. Metallica's iconic song "One" offers a powerful message about the importance of empathy and shared experience in leadership.

𝐋𝐲𝐫𝐢𝐜𝐬: 
𝐷𝑎𝑟𝑘𝑛𝑒𝑠𝑠 𝑖𝑚𝑝𝑟𝑖𝑠𝑜𝑛𝑖𝑛𝑔 𝑚𝑒 
𝐴𝑙𝑙 𝑡ℎ𝑎𝑡 𝐼 𝑠𝑒𝑒 
𝐴𝑏𝑠𝑜𝑙𝑢𝑡𝑒 ℎ𝑜𝑟𝑟𝑜𝑟
𝐼 𝑐𝑎𝑛𝑛𝑜𝑡 𝑙𝑖𝑣𝑒 
𝐼 𝑐𝑎𝑛𝑛𝑜𝑡 𝑑𝑖𝑒 
𝑇𝑟𝑎𝑝𝑝𝑒𝑑 𝑖𝑛 𝑚𝑦𝑠𝑒𝑙𝑓 
𝐵𝑜𝑑𝑦 𝑚𝑦 ℎ𝑜𝑙𝑑𝑖𝑛𝑔 𝑐𝑒𝑙𝑙...

𝐈𝐧𝐭𝐞𝐫𝐩𝐫𝐞𝐭𝐚𝐭𝐢𝐨𝐧: The protagonist's isolation and suffering evoke the importance of understanding the experiences of others, especially those who are facing challenges. Leaders capable of genuine empathy can build stronger relationships, foster trust, and create a more inclusive environment for their teams. They can also leverage shared experiences to unite people towards a common goal.

𝐋𝐞𝐬𝐬𝐨𝐧: True leadership thrives on empathy and the ability to connect with others. By actively listening to and understanding the experiences of their team members, leaders can build stronger relationships, foster collaboration, and inspire collective action.

"𝐒𝐢𝐥𝐞𝐧𝐭 𝐋𝐮𝐜𝐢𝐝𝐢𝐭𝐲" 𝐛𝐲 𝐐𝐮𝐞𝐞𝐧𝐬𝐫ÿ𝐜𝐡𝐞 

Leaders often carry the weight of responsibility and navigate complex situations. Queensrÿche's "Silent Lucidity," while primarily focused on themes of dreaming and the subconscious, holds a valuable message for leaders: the importance of self-awareness and introspection. 

𝐋𝐲𝐫𝐢𝐜𝐬: 
𝑅𝑒𝑙𝑎𝑥 𝑐ℎ𝑖𝑙𝑑, 𝑦𝑜𝑢 𝑤𝑒𝑟𝑒 𝑡ℎ𝑒𝑟𝑒
𝐵𝑢𝑡 𝑜𝑛𝑙𝑦 𝑑𝑖𝑑𝑛'𝑡 𝑟𝑒𝑎𝑙𝑖𝑧𝑒 𝑎𝑛𝑑 𝑦𝑜𝑢 𝑤𝑒𝑟𝑒 𝑠𝑐𝑎𝑟𝑒𝑑
𝐼𝑡'𝑠 𝑎 𝑝𝑙𝑎𝑐𝑒 𝑤ℎ𝑒𝑟𝑒 𝑦𝑜𝑢 𝑤𝑖𝑙𝑙 𝑙𝑒𝑎𝑟𝑛
𝑇𝑜 𝑓𝑎𝑐𝑒 𝑦𝑜𝑢𝑟 𝑓𝑒𝑎𝑟𝑠, 𝑟𝑒𝑡𝑟𝑎𝑐𝑒 𝑡ℎ𝑒 𝑦𝑒𝑎𝑟𝑠
𝐴𝑛𝑑 𝑟𝑖𝑑𝑒 𝑡ℎ𝑒 𝑤ℎ𝑖𝑚𝑠 𝑜𝑓 𝑦𝑜𝑢𝑟 𝑚𝑖𝑛𝑑
𝐶𝑜𝑚𝑚𝑎𝑛𝑑𝑖𝑛𝑔 𝑖𝑛 𝑎𝑛𝑜𝑡ℎ𝑒𝑟 𝑤𝑜𝑟𝑙𝑑
𝑆𝑢𝑑𝑑𝑒𝑛𝑙𝑦 𝑦𝑜𝑢 ℎ𝑒𝑎𝑟 𝑎𝑛𝑑 𝑠𝑒𝑒 𝑡ℎ𝑖𝑠 𝑚𝑎𝑔𝑖𝑐 𝑛𝑒𝑤 𝑑𝑖𝑚𝑒𝑛𝑠𝑖𝑜𝑛

𝐈𝐧𝐭𝐞𝐫𝐩𝐫𝐞𝐭𝐚𝐭𝐢𝐨𝐧: Leaders who engage in introspection can gain valuable insights into their own motivations, biases, and limitations. This self-awareness allows them to make more informed decisions, build stronger relationships, and ultimately lead with greater empathy and effectiveness.

𝐋𝐞𝐬𝐬𝐨𝐧: Effective leadership requires a commitment to self-awareness. By engaging in introspection, reflection, and honest self-assessment, leaders can cultivate a deeper understanding of themselves, leading to better decision-making, stronger relationships, and a more authentic leadership style.

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Bad Leadership as Performed by Dysfunctional Discordant Notes (Part 9)


I’m looking at “For Whom The Bell Tolls” by Metallica and “Schism” by Tool in this post.

“𝐅𝐨𝐫 𝐖𝐡𝐨𝐦 𝐓𝐡𝐞 𝐁𝐞𝐥𝐥 𝐓𝐨𝐥𝐥𝐬” 𝐛𝐲 𝐌𝐞𝐭𝐚𝐥𝐥𝐢𝐜𝐚

The song offers a tale of challenges, risks, and sacrifices a leader and their followers make.

𝐋𝐲𝐫𝐢𝐜𝐬:
𝐹𝑜𝑟 𝑎 ℎ𝑖𝑙𝑙, 𝑚𝑒𝑛 𝑤𝑜𝑢𝑙𝑑 𝑘𝑖𝑙𝑙, 𝑤ℎ𝑦?
𝑇ℎ𝑒𝑦 𝑑𝑜 𝑛𝑜𝑡 𝑘𝑛𝑜𝑤
𝑆𝑡𝑖𝑓𝑓𝑒𝑛𝑒𝑑 𝑤𝑜𝑢𝑛𝑑𝑠 𝑡𝑒𝑠𝑡 𝑡ℎ𝑒𝑖𝑟 𝑝𝑟𝑖𝑑𝑒
𝑀𝑒𝑛 𝑜𝑓 𝑓𝑖𝑣𝑒, 𝑠𝑡𝑖𝑙𝑙 𝑎𝑙𝑖𝑣𝑒 𝑡ℎ𝑟𝑜𝑢𝑔ℎ 𝑡ℎ𝑒 𝑟𝑎𝑔𝑖𝑛𝑔 𝑔𝑙𝑜𝑤
𝐺𝑜𝑛𝑒 𝑖𝑛𝑠𝑎𝑛𝑒 𝑓𝑟𝑜𝑚 𝑡ℎ𝑒 𝑝𝑎𝑖𝑛 𝑡ℎ𝑎𝑡 𝑡ℎ𝑒𝑦 𝑠𝑢𝑟𝑒𝑙𝑦 𝑘𝑛𝑜𝑤
𝐹𝑜𝑟 𝑤ℎ𝑜𝑚 𝑡ℎ𝑒 𝑏𝑒𝑙𝑙 𝑡𝑜𝑙𝑙𝑠
𝑇𝑖𝑚𝑒 𝑚𝑎𝑟𝑐ℎ𝑒𝑠 𝑜𝑛
𝐹𝑜𝑟 𝑤ℎ𝑜𝑚 𝑡ℎ𝑒 𝑏𝑒𝑙𝑙 𝑡𝑜𝑙𝑙𝑠

𝐈𝐧𝐭𝐞𝐫𝐩𝐫𝐞𝐭𝐚𝐭𝐢𝐨𝐧: The song can be seen as a metaphor for a leader who faces a crisis or a challenge in their business or organisation. They have to make difficult and risky decisions and sacrifice some of their resources or goals. They deal with the uncertainty and the pressure of the situation and may question the purpose and the outcome of their actions.

𝐋𝐞𝐬𝐬𝐨𝐧: Leaders should be courageous and selfless. They need to be loyal and committed and not abandon or betray their comrades or their mission. They should also be wise and prudent and not engage in senseless or futile conflicts. They should also be respectful and compassionate and not disregard or ignore the impact of their actions on others.

“𝐒𝐜𝐡𝐢𝐬𝐦” 𝐛𝐲 𝐓𝐨𝐨𝐥

Leadership often requires navigating diverse perspectives and fostering an environment that accommodates individual differences.

𝐋𝐲𝐫𝐢𝐜𝐬:
𝐼 𝑘𝑛𝑜𝑤 𝑡ℎ𝑒 𝑝𝑖𝑒𝑐𝑒𝑠 𝑓𝑖𝑡
‘𝐶𝑎𝑢𝑠𝑒 𝐼 𝑤𝑎𝑡𝑐ℎ𝑒𝑑 𝑡ℎ𝑒𝑚 𝑓𝑎𝑙𝑙 𝑎𝑤𝑎𝑦
𝑀𝑖𝑙𝑑𝑒𝑤𝑒𝑑 𝑎𝑛𝑑 𝑠𝑚𝑜𝑢𝑙𝑑𝑒𝑟𝑖𝑛𝑔
𝐹𝑢𝑛𝑑𝑎𝑚𝑒𝑛𝑡𝑎𝑙 𝑑𝑖𝑓𝑓𝑒𝑟𝑖𝑛𝑔
𝑃𝑢𝑟𝑒 𝑖𝑛𝑡𝑒𝑛𝑡𝑖𝑜𝑛 𝑗𝑢𝑥𝑡𝑎𝑝𝑜𝑠𝑒𝑑
𝑊𝑖𝑙𝑙 𝑠𝑒𝑡 𝑡𝑤𝑜 𝑙𝑜𝑣𝑒𝑟𝑠’ 𝑠𝑜𝑢𝑙𝑠 𝑖𝑛 𝑚𝑜𝑡𝑖𝑜𝑛
𝐷𝑖𝑠𝑖𝑛𝑡𝑒𝑔𝑟𝑎𝑡𝑖𝑛𝑔 𝑎𝑠 𝑖𝑡 𝑔𝑜𝑒𝑠
𝑇𝑒𝑠𝑡𝑖𝑛𝑔 𝑜𝑢𝑟 𝑐𝑜𝑚𝑚𝑢𝑛𝑖𝑐𝑎𝑡𝑖𝑜𝑛

𝐈𝐧𝐭𝐞𝐫𝐩𝐫𝐞𝐭𝐚𝐭𝐢𝐨𝐧: The song’s title and theme can be interpreted as a metaphor for the inherent complexities and contradictions within individuals and teams. Leaders who acknowledge and embrace this complexity can create a space for diverse perspectives and foster an environment where individuals feel valued and empowered to contribute their unique strengths.

𝐋𝐞𝐬𝐬𝐨𝐧: By acknowledging the multifaceted nature of people and situations, leaders can foster a more inclusive and collaborative environment, allowing individuals to thrive and contribute their unique perspectives towards achieving a common goal.


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𝐀 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐂𝐫𝐢𝐦𝐞 𝐒𝐞𝐫𝐢𝐞𝐬 - 𝐏𝐚𝐫𝐭 𝟏: 𝐀 𝐆𝐥𝐢𝐦𝐦𝐞𝐫 𝐨𝐟 𝐃𝐚𝐫𝐤𝐧𝐞𝐬𝐬


A scene straight out of a scary movie played out as the heavy oak door swung open... 
 
Under the pale, strobing light of fluorescent bulbs, Detective Sarah Wilson felt a chill run down her spine as she breathed in the musty air, heavy with dust motes. 
 
The desks and the floor were covered in papers, indicating something sinister.
 
This wasn't your ordinary office; something much darker was going on.
 
Sarah surveyed the room with the vision that comes with being a top detective. The air was thick with an undercurrent of dread. She knew this was about more than just frustrated employees or overdue projects. It ran much, much deeper than that.
 
As Sarah sorted through the scraps of paper, she could feel all eyes watching. The team exchanged worried glances with each other and then forced on fake smiles.
 
Sarah proceeded to speak to the team, who were pretending to have their heads down by now, but she knew all their attention was on her. 
 
Some truths eventually started to surface. 
 
Emily Jones, a talented young team member, whispered that the company's CEO, Mr. Black, was taking credit for her groundbreaking work. 
 
Anxiety hit Sarah's gut. 
 
There were multiple instances of this. This was just the beginning. 
 
The team's impending collapse became increasingly apparent as the investigation advanced. 
 
She continued.
 
A seasoned programmer, John, said that Mr Black stifled his creativity because he consistently rejected his new ideas in favour of dull, "safe" alternatives.
 
Maria, the marketing manager, described a general sense of unease and uncertainty. Instead of using performance reviews to develop the team, Mr Black had turned them into a controlling mechanism that created fear and prevented employees from speaking freely. 
 
Team meetings, which used to be full of energy and cooperation, were now characterised by nervous silences and very little actual discussion.
 
Sarah felt her shoulders sag as she listened to each of their stories. 
 
The team's morale had clearly taken a nosedive. 
 
Sarah realised that this, rather than being a routine case, would eventually lead to a fight for the company and its employees' survival. 
 
A search for the truth had only just begun....

End of Part 1.

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Bad Leadership as Performed by Dysfunctional Discordant Notes (Part 7)


For this week, I'm looking at “Fear of the Dark” by Iron Maiden and "Du Hast" by Rammstein.

“𝐅𝐞𝐚𝐫 𝐨𝐟 𝐭𝐡𝐞 𝐃𝐚𝐫𝐤” 𝐛𝐲 𝐈𝐫𝐨𝐧 𝐌𝐚𝐢𝐝𝐞𝐧

Leaders often operate in uncertain conditions, navigating complex decisions and shifts. Iron Maiden's "Fear of the Dark" provides a powerful message about acknowledging and embracing vulnerability in leadership. 

𝐋𝐲𝐫𝐢𝐜𝐬: 
𝐼 𝑎𝑚 𝑎 𝑚𝑎𝑛 𝑤ℎ𝑜 𝑤𝑎𝑙𝑘𝑠 𝑎𝑙𝑜𝑛𝑒 
𝐴𝑛𝑑 𝑤ℎ𝑒𝑛 𝐼'𝑚 𝑤𝑎𝑙𝑘𝑖𝑛𝑔 𝑎 𝑑𝑎𝑟𝑘 𝑟𝑜𝑎𝑑 
𝐴𝑡 𝑛𝑖𝑔ℎ𝑡 𝑜𝑟 𝑠𝑡𝑟𝑜𝑙𝑙𝑖𝑛𝑔 𝑡ℎ𝑟𝑜𝑢𝑔ℎ 𝑡ℎ𝑒 𝑝𝑎𝑟𝑘 
𝑊ℎ𝑒𝑛 𝑡ℎ𝑒 𝑙𝑖𝑔ℎ𝑡 𝑏𝑒𝑔𝑖𝑛𝑠 𝑡𝑜 𝑐ℎ𝑎𝑛𝑔𝑒 𝐼 𝑠𝑜𝑚𝑒𝑡𝑖𝑚𝑒𝑠 𝑓𝑒𝑒𝑙 𝑎 𝑙𝑖𝑡𝑡𝑙𝑒 𝑠𝑡𝑟𝑎𝑛𝑔𝑒 
𝐴 𝑙𝑖𝑡𝑡𝑙𝑒 𝑎𝑛𝑥𝑖𝑜𝑢𝑠 𝑤ℎ𝑒𝑛 𝑖𝑡'𝑠 𝑑𝑎𝑟𝑘…

𝐈𝐧𝐭𝐞𝐫𝐩𝐫𝐞𝐭𝐚𝐭𝐢𝐨𝐧: The lyrics paint a powerful image of a leader grappling with vulnerability and fear in the face of darkness. This vulnerability translates to a crucial leadership quality: the acknowledgement of fear. Denying or ignoring these emotions can cloud judgment and lead to disastrous decisions.

𝐋𝐞𝐬𝐬𝐨𝐧: Great leaders are brave. They don't shy away from fear, but face it head-on. They're willing to explore the unknown, even if it's scary. And they know they don't have to go it alone – building strong relationships with their team helps everyone succeed. By admitting they're not perfect, these leaders inspire their teams and guide them through challenges with clear thinking and a strong presence.

"𝐃𝐮 𝐇𝐚𝐬𝐭" 𝐛𝐲 𝐑𝐚𝐦𝐦𝐬𝐭𝐞𝐢𝐧 

Leading is a constant battle. Rammstein's "Du Hast," captures this perfectly. The song isn't about avoiding conflict, but confronting it.

𝐋𝐲𝐫𝐢𝐜𝐬: 
𝐷𝑢, 𝑑𝑢 ℎ𝑎𝑠𝑡, 𝑑𝑢 ℎ𝑎𝑠𝑡 𝑚𝑖𝑐ℎ, 𝑑𝑢 ℎ𝑎𝑠𝑡 𝑚𝑖𝑐ℎ
𝐷𝑢 ℎ𝑎𝑠𝑡 𝑚𝑖𝑐ℎ 𝑔𝑒𝑓𝑟𝑎𝑔𝑡, 𝑑𝑢 ℎ𝑎𝑠𝑡 𝑚𝑖𝑐ℎ 𝑔𝑒𝑓𝑟𝑎𝑔𝑡
𝐷𝑢 ℎ𝑎𝑠𝑡 𝑚𝑖𝑐ℎ 𝑔𝑒𝑓𝑟𝑎𝑔𝑡 𝑢𝑛𝑑 𝑖𝑐ℎ ℎ𝑎𝑏 𝑛𝑖𝑐ℎ𝑡𝑠 𝑔𝑒𝑠𝑎𝑔𝑡
𝑊𝑖𝑙𝑙𝑠𝑡 𝑑𝑢 𝑏𝑖𝑠 𝑑𝑒𝑟 𝑇𝑜𝑑 𝑒𝑢𝑐ℎ 𝑠𝑐ℎ𝑒𝑖𝑑𝑒𝑡
𝑇𝑟𝑒𝑢 𝑖ℎ𝑟 𝑠𝑒𝑖𝑛 𝑓ü𝑟 𝑎𝑙𝑙𝑒 𝑇𝑎𝑔𝑒?

𝐈𝐧𝐭𝐞𝐫𝐩𝐫𝐞𝐭𝐚𝐭𝐢𝐨𝐧: This fuzziness around "Du Hast" reflects the two sides of conflict itself. Conflict can tear things apart, but it can also push for growth and progress. Great leaders understand this. By tackling conflict head-on, they open the door to honest communication, solve deeper problems, and ultimately build stronger teams.

𝐋𝐞𝐬𝐬𝐨𝐧: Conflict is an ever-present reality in leadership. However, by acknowledging its multifaceted nature, fostering open communication, and seeking collaborative solutions, leaders can effectively navigate these challenges. This approach transforms conflict from a disruptive force into a catalyst for positive change, ultimately fostering stronger and more resilient teams.

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The Truth About Elite Teams.....


Elite teams aren't built on kumbaya moments - they're built on a shared purpose.

What makes an elite team?
 
- Forget "A-Players": It's All About the Mission: A bunch of superstars without a common goal are just a collection of egos. Elite teams are driven by a burning desire, a mission that starts a fire and fuels an unstoppable pursuit.
 
- Purpose Over Paycheck: Elite players don't just show up for the money. They believe in what they're building, and that belief bleeds into dedication and an unstoppable drive to succeed.
 
- No Room for Comfort: Elite Teams Sharpen Each Other: By continuously sharpening each other, elite teams accomplish a level of sticking together and working very well together that goes past individual brilliance. They become a force to be reckoned with, regularly achieving goals and going beyond expectations.
 
- Leaders Who Bleed with the Team: Forget barking orders from the ivory tower. Elite team leaders are in the trenches, leading by example with hard work, passion, and a mindset to get their hands dirty.
 
- Harmony Through Shared Sacrifice: There's no room for egos or turf wars. Elite teams are a well-oiled machine, with each member understanding their role and committed to the overall good.

This isn't about comfort zones - it's about crushing goals.
Thi isn't about lots of happy hours down the pub, but lots of laser-focused hours.
 
Elite teams grow and excel at challenges, pushing boundaries and supporting innovation's messiness. They fail fast, learn faster, and never settle for mediocrity.

However, and this is a big 'however,' where WELLBEING and CULTURE need to be prioritised to ensure the above is sustained and healthy rather than toxic. 
 
Over to you: What's your definition of an elite team?


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𝐀 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐂𝐫𝐢𝐦𝐞 𝐒𝐞𝐫𝐢𝐞𝐬 - 𝐏𝐚𝐫𝐭 𝟑: 𝐓𝐡𝐞 𝐏𝐥𝐨𝐭 𝐓𝐡𝐢𝐜𝐤𝐞𝐧𝐬


As Sarah navigated the treacherous web of deceit and manipulation, a new layer of complexity was revealed. 

Mr. Black had built a network of enablers, individuals within the company who formed a protective shield around him, nicknamed 'The Enforcers.'

Sarah's first clue of this came through noticing a series of odd promotions. 

She found a department head, Mr. Smith, whose sudden success seemed too good to be true. Despite lacking qualifications, he had Mr. Black's full support.

As Sarah dug deeper, she discovered a pattern. 

A 'select' number of individuals consistently received glowing appraisals despite questionable results. They also had access to confidential information far beyond their titles and departments. 

Mr. Smith and his 'friends' weren't just incompetent beneficiaries of Mr. Black's generoisty; they were his eyes and ears. They enforced his will within their departments, ensuring his directives were followed and quashing any opposition within their domains.

This group of enablers wasn't just about unquestioning loyalty. Sarah suspected Mr. Black had instilled a culture of fear among them too. He probably had leverage over them, keeping them quiet and loyal through intimidation or risk of exposure.

Sarah was a crossroads....Should she confront Mr. Black directly?

She understood the high stakes: her reputation, career, and even safety were on the line. Yet, the opportunity to dismantle this toxic system and deliver justice to the employees far surpassed the dangers.

Sarah was also given a stroke of luck. She noticed a 'Ms. Thomas,' the newer member of 'The Enforcers', seemed especially nervous.

Sarah took a shot and planted a little seed, a made-up detail that would make Mr. Black look weak, knowing it would get his attention. 

She was right; Ms. Thomas went running to the big boss like a pebble, starting a snowball rolling downhill.

It was time to make her move...

End of Part 3.

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