Camille Rapacz: We hear a lot about the importance of having a vision and a mission statement. But what does this really do for business? Is it just a marketing statement on a marketing ploy, or does it serve a purpose inside the organization? Well, today we're going to talk about vision, mission, and the good, bad, and the ugly of it, because sometimes they're done really well and sometimes not so much.
Camille: Welcome to The Belief Shift. The show that explores. What you really need to know about building a successful business.
I'm your host, Camille Rapacz: business coach and consultant who spent too much of her career working in corporate business performance.
George: And I'm George Drapeau: your co-host and her brother. I'm a leader in the tech world bringing my corporate perspective, but mostly my curiosity.
Camille: Together, we're exploring beliefs about success and how to achieve it. But mostly we're bringing practical solutions so you and your business can thrive.
Camille Rapacz: Good morning, George. Good morning, Camille. I had a long but very fulfilling week of leadership retreating. Feeling very accomplished today.
George Drapeau: Yeah. It sounded like it was an amazing week. I'm happy for you.
Camille Rapacz: Yeah. It was cool. And it kind of sparked this topic for today, which is, well, let me just start with a question for you.
So we're going to talk about mission and mission statements. So I have a question for you. How often in your career have you worked for a company where the vision and the mission of the company felt truly connected to your work for you and for your team?
George Drapeau: More than 0 percent for sure. That's definitely happened.
I don't know if it's as much as half of the time, 50%. I don't know. The big companies I've worked at, we have these annual surveys every year, this is like a whole section of the survey. Do you feel like you understand the company's mission? Do you feel like you understand your contribution to it?
All that stuff. And when I've answered the surveys, I mean, I've been in management for a while. And I think that managers, leaders, tend to feel more connected to mission just because of how they get the information than the individual contributors. But I'll say optimistically half the time. And I think I'm lying.
I think it's less.
Camille Rapacz: Yeah. I think this is a really tough thing for organizations to do well. And we're going to give some examples where you're going to see even some of the biggest companies who you would think do it well are struggling with making this work in their business really well.
But it's not impossible. And I think most of it is just about taking the time to actually do the work. But I want to talk about even just, what does good look like when you talk about a vision and mission statement and what you just said about, doing a survey and They're asking you like, are you clear on the company vision?
That is something that had come up from one of my clients recently, that that was one of their lowest scoring in their employee engagement was that employees were like, no, we don't have a good connection to the vision. So they wouldn't work. Right. Let's get to work on that. Which is great.
That's really what the engagement survey should do. But then it kind of led me to like, Oh, it'd be really fun to look at what are some companies that maybe have good vision and mission statements, which ones don't. And then what do you do from there? What is that for? So that's what I want to talk about today.
So first let's start with the definitions of vision and mission, because I do think these get mixed up. So the vision statement for a business, it is the long term view. It's the, what, what does the business want to achieve? Ideally, this is an ambitious and aspirational statement, but also still actually practical and achievable, like it could be done.
And it's brought it up that it encompasses all the goals of the organization. And so imagine this is the umbrella over the mission statement, which is how you're going to achieve the vision. So the vision is what, and then the mission is how. And that is just that clear expression of what your company does, how it does it, and why it does it.
So it's also speaking more to the present activities of the business whereas the vision state is much more future looking and aspirational. So those are the definitions.
I wanted to go through a few examples to just, as I say that, it's probably still hard to kind of imagine what does that really mean?
I pulled out a few examples of some companies that I think have pretty good vision and mission statements ready for this? Absolutely.
So Patagonia is the first one I picked. Patagonia vision statement: we're in business to save our home planet. I thought that was pretty cool. When I read that, I was like, I didn't know that was your mission for your vision statement, but that's pretty awesome. Awesome. Their mission then is to build the best product, cause no unnecessary harm, use business to protect nature, and not bound by convention.
George Drapeau: What do you mean unnecessary harm? When is the executive suite deciding this harm is necessary? Go do that now. Go harm some people or some animals?
Camille Rapacz: I do not know. I do not know. Yeah. Seriously though, I like this. Yeah. I mean, it's a good what and how, and you get a better sense of what they're really, focused on, the ecosystem, the earth, and you know, that's what they're all about.
So that's Patagonia.
LinkedIn is the next one I picked. So completely different type of business. Their vision statement is to create economic opportunity for every member of the global workforce. Their mission statement is to connect the world's professionals to make them more productive and successful.
Also pretty great like vision of what they want to achieve in that economic opportunity and then how they do it is through connecting people.
George Drapeau: This is even more succinct than the Patagonia example. I love this.
Camille Rapacz: I do too. I think this one is actually pretty rock solid.
All right. So the next one I picked was Apple. You and I are big users of Apple products. Yeah. Their vision statement is to make the best products on earth and leave the world better than we found it. Pretty cool vision. Their mission statement. It's actually two visions. Yeah, it is. It's two visions together.
It is. Yeah. Their mission is to bring the best user experience to customers through innovative hardware, software, and services. Interesting. Yeah. I like that here they got specific about the how and saying we do a hardware software and services, like now, you know, they're a tech company, that first statement, you don't know that they're a tech company.
George Drapeau: I think they're undershooting their goal. I mean, this is cool and you can tell that they pay attention to this mission, but to focus on the user experience is only part of what makes Apple great. It's a big part, but it's not all that makes Apple great. And I feel like the mission could be more encompassing than that.
Although I bet you, I bet you they worked on it and they added more words and realized, no, no, no, no. We can't. It's too many words. So they just focused on this.
Camille Rapacz: The wordsmithing of these is where it gets really hard. What's the most important words to put in? So it is the signage statements I've seen are really long and then you lose sight of what it's about.
Exactly.
George Drapeau: Yeah. But overall, I like this. I like this. I think it's correct. They behave this way.
Camille Rapacz: Yes. It feels in line with the Apple that we know. Right? Absolutely. Yeah. Okay. So I have one more good example.
Ikea, their vision statement is to create better everyday life for the many people. Okay.
I know it was a funny way to say it, but that's how they say it. Their mission statement is: our business idea supports this vision by offering a wide range of well designed functional home furnishing products at prices so low that as many people as possible will be able to afford them.
George Drapeau: I fell asleep halfway through the mission statement.
Yes. One litmus test I have for vision and mission statements is can you recite them by memory without going through extremes? I couldn't. I'd have to hear this 50 times.
Camille Rapacz: Yes. I think that part of the challenge with their mission statement is they have these words in the front that are meaningless because if you understand what a mission statement is, you don't need the first part that says our business idea supports this vision.
Yeah, we hope so. So it's kind of like take that out and just say and maybe even wide range and just say, we offer a well designed functional home furnishings at prices so low, many people as possible can afford them. This is wordsmithing though, at some point you get a little fatigued trying to perfect these statements.
But that's what businesses need to do. They need to just keep working on perfecting them. And so organizations spend a lot of time and money coming up with these things, but I'm wondering, if that's all you knew in a business, so say I'm a leader, is there enough there for it to be meaningful to the average leader in the business?
George Drapeau: Yes, and I have another litmus test myself for mission statements, and that is if there's too much specific connection to the details of what the business does, it's probably not an optimal mission statement.
I want to offer a couple other mission statements that I think are really good, and then I want to offer one later, that's a bad one.
Camille Rapacz: I want to make a clarifying point though. Yeah. So the vision mission statement it's serving multiple audiences as part of the challenge. So there's the customer and how the customer perceives the mission and vision, but it also has an internal impact.
So we have to talk about both of those. Right. So when I was asking the question of, is there enough here for an average leader to be able to, apply that to their work every day. That's different from, is that meaningful to a customer?
George Drapeau: So if you look at the Patagonia one, I think the vision and mission are great.
And this says nothing about clothing. Right. Don't say how they're going to do that. And I think that's right. Perfect. It's perfect. It's so happens that right now they make clothing, but that's not the only way they could achieve this mission. Use this mission to achieve this vision. And I love that about it.
And I don't think it's too vague. I think some people would look at this and say, like, where's the part about they do clothing? Like, that's not the point of what these are trying to go for. This tells you what's driving them. I like that.
With the LinkedIn one, it's a little bit more specific. Connect the world's professionals to make them more productive and successful. Actually, it doesn't still say it's a website, but it does zone in a little bit more about they're going to be connecting professionals. You can apply social network out of it. But I'm fine with that level of detail. There's still plenty of room for them for how to do that mission. I do think those are enough.
I think when you get into the Apple one, you're getting more specific than I personally prefer, but it works. It's perfectly describes their approach. That's like, there's no question to anybody, any of those audiences about what Apple does. Some of the audiences could question Patagonia. Or linked in.
I don't have that problem.
Camille Rapacz: Yeah. And I'll just add was one comment that what you said about, Patagonia and that, they make clothing is that they actually make more than that. And I think that's why the statement is that vague, right? They also make gear. They're outdoor clothing and outdoor gear.
I get why they said, let's just say product. Cause we don't want to box ourselves in. We're trying to do all of these things but it's all mission to be, yes, it does have to be flexible enough that your strategy has room to maneuver. That's what they're doing. But I would argue that the vision and mission alone.
Don't give an individual leader enough to still be able to take action on it. What I think it does do is, and what it should do is, oh, I can rally around that. I get what that means for our culture. I can choose whether I'm excited about this being part of this company or not based on what they said.
And that's what you want. You want it initially to be like, that sounds cool. Tell me more.
George Drapeau: Absolutely. I completely agree. So may I supply two others that I really like? I don't have vision statements, but I have mission statements. One is Microsoft's and I remember their old one used to be back in the eighties.
It used to be a computer on every desktop and a computer in every home like that. And they don't make computers. But that fit what they were doing because something needs to power them. Their current mission statement says, our mission is to empower every person and every organization on the planet to achieve more.
That's beautiful. Doesn't say anything about how they do it, and Microsoft is in many businesses, but I'm kind of getting goosebumps thinking about that. That is inspiring.
Camille Rapacz: Yes. Can I read you the vision statement that goes with it? I just looked it up because I was curious. So their vision statement for that is to help people and businesses throughout the world realize their full potential. Yeah,
George Drapeau: absolutely. Awesome.
Camille Rapacz: That's a great vision. And then with that mission being empowering every organization to accomplish more, I think those go nicely together and it doesn't box them in either.
George Drapeau: The other one that I liked is Tesla's mission statement. To accelerate the world's transition to sustainable energy. I mean, 7, 8 words. It's clear, very clear what they're trying to do.
And it leaves them so much room. You can see how all the businesses fit into that in completely different ways, the cars, the rockets, the batteries, all that stuff to accelerate the world's transition to sustainable energy. The vision statement actually, I think is in the wrong direction. It says to create the most compelling car company of the 21st century by driving the world's transition to electric vehicles.
Yeah, sure. I think that's a level below mission, not above mission. I mean, it's correct.
Camille Rapacz: Yes. this is what mission and vision statements should do, right? They should get you kind of really excited and jazzed up about the company, but it also needs to do more than that.
It needs to outwardly have this great connection for customers, like all the excitement that you just had over those two, mission statements, like that's great. That's what they want it to do, but it has to work internally as well. And that's where some of the challenge can show.
Oh, I mean, you can be challenged on both sides, but the challenge is to be able to do both with a mission and a vision statement. If you look at them from the internal leader perspective, so I'm just managing my, accounting department and that sounds great, but does it tell me what I should actually do?
Does it help me prioritize work? It doesn't get to that level. It's not intended to, but it is the starting point. Not intended to. Yeah. Not intended to do that level, but it is. The reason I say that is because I think when, you have engagement surveys and people say, I'm not, I don't really get the vision. There's more to it than just, I don't understand the vision or mission of the organization. It's also, and I don't know what that means to me. That's really what employees are saying,
George Drapeau: Yeah, I agree 300%. I think that vision and mission statements are very tricky.
I think this is one of, in my opinion, we've talked about things that we've said, you know, if you want to be good at this, it's not that hard, it's trainable, don't worry, it seems weird. I think this is one of the things that's hard to get. Because it's like being a good writer. You have to be concise and very crisp about your language.
You have to refine this. There's a lot of work that gets into getting this right. But also, yeah, like you said, let's be clear about what its purpose is and is not. And I think a lot of people put more into what its purpose is than is really there.
Camille Rapacz: Yes. And the reason that this gets so hard is if you get a group of leaders in a room to decide this, you're going to have all sorts of varied opinions about which word is the right word.
Because we all experience language differently. Yeah. Words have different meanings to us. I can have a word in a sentence that I love, and you'll be like, I don't like that word. So you'll be nitpicking over the semantics of this whole thing and, it's good work to do.
But it's hard to do and it's tedious. And so that's why this can be really difficult. It doesn't mean you shouldn't do it. It's some of the hardest work to do, but it can also lead to some of the most, you know, thoughtful, compelling strategic plans. Cause that's what this, this is the beginning of a strategic plan and that's why it's so important.
Okay. Let's have some fun with some bad ones. Okay. So here's some bad vision and mission statements. So this was a statement for KFC, Kentucky Fried Chicken. They have since changed and updated this, but best was from back in 2013. They had a one that said to sell food in a fast, friendly environment that appeals to price conscious, health minded consumers.
That's cute. What do you think? Is that totally in line with our experience as customers of KFC?
George Drapeau: No, absolutely not. I think what it sounds like is the the positioning statement that the marketing group came up with, like, we're going to be the low cost leader we're going to have good friendly service.
And then they threw in this health minded thing. Like, no, like, come on, let's get real. You are not that health minded. I would like to give them credit and believe that maybe they're trying to think that way, but, oh, fried chicken, fried chicken.
Camille Rapacz: I know, were they really trying to think that way? Because while they had health minded in the statement, at the same time, they also launched a burger where they replaced the bun with fried chicken.
So there's a great example of products that we're creating, not at all aligned with our mission statement. I'm almost having a heart attack just thinking about it. Yeah.
George Drapeau: Okay.
Camille Rapacz: Not great. So not a great example. So here's another one. Facebook. Not my favorite company. I'll be honest. Facebook's mission is to give people the power to share and make the world more open and connected.
I don't know if this is the original original, but this was a version of their mission statement. And they later updated it to people use Facebook to stay connected with friends, family, to discover what's going on in the world and to share and express what matters to them.
George Drapeau: Sure, that does happen.
Camille Rapacz: And it does happen.
George Drapeau: It's like that scene in the Matrix where Neo just is told by Morpheus what's really going on and he says, the Matrix is using us as these and he shows a picture of a battery cell. And that's what's happening here. Right? Sure, those things do happen, but their main purpose is to exploit our connectivity for selling ad revenue.
That's the business. We're the business. We're not the customer.
Camille Rapacz: This is such a dishonest mission statement. I just don't even know what to say. Right. I mean, I think we all know this by now. We've all learned that we're the product. I, yes, you're right. It is like being in the matrix and like, Oh, battery cells.
Yeah. We're just battery cells. Okay. Now we're the batteries. Yeah. Yes. I don't know how Facebook fixes this at this point to just be really honest about what they're, all about and what they're doing. But it's also not really a very compelling statement to me. Like, you know how you got all excited about the other statements and like, Oh, that's a cool mission.
Like those are great. Like Tesla and Microsoft. Yeah. You're connecting people. I mean, I guess that's sharing and expressing what matters. Sure. I don't know. It just falls flat as well. Even if that was their genuine mission statement, there's just something lacking.
The dishonesty of it, I think, yes.
So both of these statements, the, KFC example, and this one to me speak to just, we see you, it's insulting. Like do you really think we don't know what you are as a business? We know. We know. Don't insult us, our intelligence.
Here's a couple more. So the first two were just not congruent with the experience we actually have of you as a company. These two have a different problem. So here's the first statement. This is from the company American Standard.
The toilet people? The toilet, yes. Okay. Be the best in the eyes of our customers, employees, and shareholders.
George Drapeau: Wow. To achieve what?
Camille Rapacz: I shouldn't have told you what company it was and I should have just asked you if you knew. Oh, this is toilets. Clearly it's toilets. Yeah. Clearly we're talking about toilets.
But maybe because they're toilets, they didn't want to like say. It's so generic. Literally this could be every company on the planet. That's too far. I agree. I mean, I want to be the best in the eyes of my customers, employees, and shareholders if I had them. So way too generic. Here's another one.
Undisputed marketplace leadership.
George Drapeau: I gotta say that doesn't even sound like a mission to me as big as it is. It doesn't. It's a, we're number one. We're number one. It's a cheer.
Camille Rapacz: We're going to win. Basically. We just want to win. Also, literally every company on the planet. So this was Hershey. I don't know if these two companies still have these statements.
These are statements that they had at one time. They may have improved.
George Drapeau: Can I suggest a different one? For Hershey? Yeah. Yeah. To delight children into poison dogs and cats.
Camille Rapacz: Maybe they want to leave out the second half. Yeah.
George Drapeau: I don't know. Like I was just to offer people a moment of delight in their daily lives. I think it's better?
Camille Rapacz: I think it's better too. So let me Google this. I bet they've improved this. Cause I just Googled what were some of worst statements.
I bet they've made a better one.
Oh, this is good. I got to read you the new mission statement. See what you think. Bringing sweet moments of Hershey happiness to the world every day. I nailed it. I pretty much nailed it. That's totally better. Yes. But the reason I bring this up.
That's cute. I can get excited about that.
George Drapeau: it's much more charming too. I don't know. It's cute. It really is cute.
Camille Rapacz: Bringing sweet moments of Hershey happiness. Yeah. So I think that is a much better improvement, but you can see the point of this. And this is a trap that most businesses fall into it.
So I'd like, it makes sense that in the early days they had a very fluffy and weak vision statement mission statement. Because just be the best is it is what we want to do, but it means that the the leadership hasn't yet gotten to a level of what do we actually mean by best best in what way. Best in what?
What purpose are we serving here? Facebook is really all about people connectivity, but they're saying it in a kind of a mealy mouth way, or obviously that part is also very dishonest.
Back to the Patagonia one, they're really about protecting the planet. That's the thing that really holds that organization together. Which is very different from what I just said about Hershey's, but I love them both. I need both those things in my life, right? I would love to eat some Hershey's chocolate while I'm wearing my lovely Patagonia jacket.
So the point in bringing up these last two was to just say, A, this is difficult to do. It's And B, if you see a statement that is too generic, it just still needs some work.
We need to dig more deeply into why does this company exist? And can we get aligned around that? So oftentimes when we create statements like this, it's because A, there's misalignment in leadership. People cannot agree on what the company really is about. Or B, they just haven't spent enough time digging into that alignment.
So those are the big things to look out for.
George Drapeau: Do we have time to play with a couple more? Cause there's three more. Yeah. Go for it. I don't know if we've talked about this much, but I used to. participate in the drum and bugle corps called the santa clara vanguard. This whole youth activity called drum and bugle corps or drum corps international, which i'm a very strong fan of for what it tries to do for youth. At least in north america. Here's their current mission statement, which I think is a little messy, but it's still inspiring.
It says: our mission is to inspire communities and enrich lives by increasing opportunities for participation education and excellence in the performing arts. I feel like they should wordsmith that a little bit, but the concepts of inspire, enrich lives and excellence in the performing arts are great because what it does for the organization and the members and the donors and the kids is it helps you think, Oh, we're not just drum corps.
We're not just drums and bugles. There's performing arts and these big cores do have a number of different performing arts activities. That's beautiful. I like the inspiring communities. In enriching lives. It's just a little bit too wordy.
Camille Rapacz: Totally with you on that.
George Drapeau: But what do you think about that? The mission statement?
Camille Rapacz: I mean, it's what I know of them is absolutely, true and in alignment. I think you hit the problem head on, which is you just have to get to the refining the words.
Can you take some things out and still stay true to that statement?
George Drapeau: The Blue Devils, by the way, their big rivals, theirs is Blue Devils Performing Arts permanently enriches the lives of young people through a commitment to youth development and performance excellence while providing enjoyment for our local community audiences worldwide.
Also lovely, feels like a few too many words, but it's very clear. Yes. Also doesn't say drums and bugles, which is good.
I'll read Disney's, which I found disappointing.
The mission of the Walt Disney Company is to entertain, inform, and inspire people that's a list around the globe through the power of unparalleled storytelling. They should have stopped there.
Reflecting the iconic brands, creative minds, and innovative technologies that make ours the world's premier entertainment company. You also need to be able to say the mission statement in one breath for it to be good. That's another big rule. I have too many words.
Camille Rapacz: Jamming a lot in there, right?
George Drapeau: I think that they did stop with power of unparalleled storytelling.
I love that because if you boil down everything that Disney does, the theme parks, the cruises, the movies, the stuff, it does come down and they try to create characters and tell stories. I think that's a great driving force there.
More aspirational, more crisp. It doesn't need to tell you everything about what the company is doing.
Camille Rapacz: And I do think that that's the trick is, it's either on the, they're too vague. They're trying to just make a general statement or they're trying to say everything, when you don't need to say that in the mission statement.
You don't need to say all the things that you do. You need to say at a high level. So to your point about the Disney one. Yeah, I think that unparalleled storytelling. That's what I think of. The whole part about creative minds, innovative. Yeah, that's great. That's part of the process though. Yeah.
Really need that information. These are great examples because it just gets back to my point of this is not easy to do. And some of the biggest, most successful companies struggle to do it. But I think part of the reason that these companies do well. It's because you see that they have versions that have improved over time.
And when leaders are actually doing that work and willing to come back and say, how do we make our vision mission statement better than it was? Because as a business, you are also learning and adapting. And your leadership is maturing. And so you should come back to this vision and this mission statement exercise periodically to make improvements. To make it more succinct or on the other hand, maybe you're trying to make it more specific depending on where your mission statement lives, there's improvement to make.
And those are the first ingredients of a strategic plan. So when those aren't good, It is makes it harder to do the work of creating a strategic plan because let's take the example of your vision mission statement is really broad. Okay. So if I say look, we just want to be undisputed marketplace leaders.
Well, there's a million ways to do that. There's a million ways that you can go about winning in the marketplace. This doesn't really guide us in any given direction. But when you're more specific, like LinkedIn, connect the world's professionals and make them more productive and successful.
Well, immediately you're like, okay, job number one is connection. Now we got to make a strategy around how we do that. Yeah. Yeah. And then how are we helping them be productive and successful? What does success look like? So they start digging into it. Having these elements at the top really helps you start to then dig into the strategy of now we need a plan like this year, our strategic plan for how we're going to realize the vision and the mission.
So when these are weak, that means that job is a lot harder than when it's more clear and succinct and you can keep lining things back up to it. Absolutely. Yeah. It's the whole reason to have it.
Okay, George, share one more statement that you like.
George Drapeau: It's Google. Google's mission is to organize the world's information and make it universally accessible and useful.
Yes. It's as crisp as their homepage.
Which also is impressive for how many different things Google does. Yes. There's a lot going on there. So that is impressive. I think so. I admire them for that.
Camille Rapacz: And I bet you the work that leaders did to get to that and come up with these vision and mission statements and tie things together was a worthwhile exercise for them as they keep building and advancing their strategic plan.
That's an essential part of the conversation as they're doing it and deciding what the business is going to do next.
George Drapeau: Absolutely. Makes me want to work for those guys.
Camille Rapacz: Ooh, yikes. Are you listening? Hypothetically. Hypothetically, I'm like, I kind of want to work for any of these good vision statements, right?
Patagonia. Let's go. I'm there. Yeah, absolutely.
Which is, one of the reasons you want this to be good. So you want your vision and mission statement to be good because, well, there's so many reasons, but externally you want your customers be compelled to purchase, to work with you, to be a customer. You want talent, you want people to want to work with you.
And then you want internally for the people that are already there. To feel some, inspiration, some motivation and to really understand what the company is about. That just brings all this great alignment internally as well.
There's more to be done in order to make the internal part happen. And we're going to talk about that in some future episodes. So the next episode, I really want to talk about when you have a good vision and a mission statement, remember I said that's like the start of the strategic plan. What do you do with that next?
So we'll dive more into the strategic planning and the elements of that in a future podcast, probably the next one. So we can kind of connect the dots on mission, vision. Great. But now what? Cause it's still too fluffy to really get down to the ground level of if I'm an employee and I put on my engagement survey. Low scores on vision statement. Then having a good one at this level is still not going to do what you need it to do.
It's still not what you're looking for. So we'll talk about how you connect the dots on that.
Also if you have, another company's vision or mission statement that you want us to evaluate, we would love to do that. So you can do that by going to the belief shift. com and you'll see there's a little widget on the side where you can leave us a voicemail. Just drop us a little voicemail and read the statements to us or tell us the company and we'll look it up. We'll do a little evaluation here of what we think of them.
So please do that. Either for your own company or for any random company, maybe one of your favorite companies that you like to work with or be a customer of. And then also, if you internally need some help with this, it is what I do. So you can book a free consultation at CamilleRapacz.com/BookACall. Links in the show notes for all this stuff. Any last words, George?
George Drapeau: No, this was even more fun than I thought it was going to be. This is great. Thank you.
Camille Rapacz: See, this is what I do. Vision mission. You're kind of like, this sounds boring. And then I somehow will make it exciting for you.
How I roll. Thanks everybody for tuning in to this week's episode and we'll be back in your ears next week. Bye everybody.
