Tate Linden joined our Monday Networking on Zoom to share ‘The Integrity Lens,’ a method of focusing businesses around integrity and the benefits this brings to businesses.
Here is the transcript from the presentation:
Ryan: So, everybody now it’s time to introduce our speaker, who, Brittany Eisenmann connected me with Tate, and Tate and I had a zoom meeting and learning about his career and then finding his Ted talk video on YouTube. It was just an amazing opportunity to invite him today to speak to us as a group as part of Business Image Improvement Month, because what better way to look at how our brand is presented when thinking about integrity and making sure that everything our business does is in that wheelhouse of, of expressing integrity to the people who work for them and the customers that they’re serving.
Ryan: So everyone, let’s give Tate a hand.
Tate: Thank you.
Tate: Uhm, so should I be able to share my screen?
Tate: I think I can. Let’s see. Just a second, I’ll get it going. It’s loaded up.
Tate: Not letting me share hang on one second. Well, it’s going to come up and then it’s going to have to take it down in one second most likely, let’s see what happens.
Tate: You, you are able to see that, yes? Yes Sir, I need to change one thing. Right?
Tate: OK. We’re back again. OK, looks like it’s working.
Tate: Thank you, Ryan, and hello again, everybody, uh, I did say it at the beginning, but for those that are late, we are about to get hit for three hours straight with a bunch of storms coming through. I live in a wooded area, and if the storms do hit, there’s a decent chance that I go and disappear because we lose power. Almost every time there’s a storm.
Tate: I apologize. I wish there was something I could do about it, but there isn’t, and, and I will either e-mail you to confirm. I, I do have cell, it’s just, I can’t, I can’t, do this on the cell.
Tate: OK, so I did talk about my background, ran a multimillion-dollar agency, big clients. Loved doing it, and one of the, one of the ways that I was able to produce some really exceptional results. Uhm, $2 billion raised for public safety, helping over at, helping an entire caucus of the, um, of the United States Congress have a surprise victory.
Tate: Being able to change the behavior of your audience in ways that often seem impossible has been enabled and I discovered this method that is enabled by working to understand your own integrity and to refine it and to, to understand how other people view their own integrity.
Tate: We’ll be, we’ll be touching on bits and pieces of this today. I always struggle when I start these things. It’s like, what’s the one thing that every novice presenter does right at the beginning of their, their presentation.
Tate: They have one slide they show, which I, I think just universally is this. You define a word that everybody already knows, and so that’s what this slide is. I’m not going to go into a whole lot of detail here. I did want to hit on a few points.
Tate: That when it comes to integrity, if you look in the dictionary it talks about ethics and morals, but it leaves a content of what those ethics are completely undefined. It suggests a lack of impairment, but doesn’t tell us how to recognize what soundness is and, and it speaks to wholeness or lack of division without listening out what elements would create seamlessness.
Tate: So, I get it, the dictionary wasn’t really trying to define it for all purposes. It was just, uh, trying to give us an idea and then we could go research it and, and that’s fine, but that wasn’t helpful to me in trying to figure out what it was.
Tate: Now, it wasn’t as though this was the place that I looked, when I was first looking, for what it was.
Tate: But when I did finally look here, I realized that one of the challenges that I was having, the reason I was having that challenge was because no one really had gone to the effort to define this in a way that was applicable outside of specific faiths, religious faiths, but before we go into the process, I went through and what the specific definition, definition that I came up with I’d, I’d love to know if there’s anybody on the call that’s interested or, or willing to share what they think integrity is to them.
Tate: Sorry, I keep looking to the right because that’s where I have all of your faces, so anybody interested, uh, please speak up or, or you can put it in chat, although, at the moment, I can’t see chat.
Britni: Doing the right things for the right reasons.
Tate: OK. Doing things for the right reason.
Kim: I was gonna say, doing what you say you’re gonna do.
Tate: This one, OK. I’ll leave it there. Those are both, those are both excellent and, and I think you’re going to hear some echoes of that as we go forward. So for me. These are, these are all good.
Tate: The dictionary gave us the moral code and wholeness, but didn’t give us the who- whose moral code and what exactly needs to be there for me to, to be whole enough for integrity to exist within me or my organization.
Tate: A meaningful, workable definition of integrity was needed because the current one was too vague and subject to interpretation.
Tate: So, the two reasons that I would, that I was needing to, uh, to do this, one was there weren’t any specifics. It wasn’t measurable. And the second was nowhere in there. Does it say that it’s actually a good thing? And, but we know in our head is that to have integrity is; it’s something we want.
Tate: We want to be seen as having it, particularly when we are in business, to be seen as lacking integrity is to not have clients, or at least not repeat clients.
Tate: So, the thing that actually triggered this thought for me was, I can’t remember how many years ago now, about 10-12 years ago, I came across a quote, a quote from this guy.
Tate: Happiness is when what you think, what you say, and what you do, are in harmony.
Tate: Yes, it reads like a bumper sticker I know.
Tate: I was sucked into this. Not because it promised happiness, but I was sure there was something more to it than that. Something that isn’t in the words, but maybe in the relationships between them.
Tate: I was running a branding and advertising agency and, pretty quickly I would say, it took me maybe a month, I reoriented my entire business around this basic philosophy.
Tate: And in doing so went from landing about one in five pitches. Of pitches when I go out and I try to sell a service to somebody. Uhm, so I went from about one in five, to four out of 5 over a period of six months, which is ridiculous.
Tate: Nobody makes that kind of, of record in sales in marketing and advertising, even when going up against the very biggest and best agencies in the world, 10s of thousands of times the size of my little agency.
Tate: This is not supposed to happen.
Tate: This guy, Gandhi, he had plenty of plenty of writings on integrity, but that’s, in his writings and integrity, he never distilled it as clearly as he did here when talking about happiness.
Tate: And I know it seems a little pop psychology, like, uh. But there is real power in this.
Tate: So, the three things he’s talking about thinking, saying, and doing. These do make up our happiness and these three things are usually within our own control, barring neurological problems, health issues, being strapped to a tree.
Tate: Most of us could manage to guide our thoughts, words, and actions for at least a little while, so, I’m, and when it comes to happiness, we’re not talking profound lifelong happiness. Here we it can just be in the moment stuff.
Tate: So, let’s say, you’re in the meeting. You’re in a meeting with your biggest client or the head of your organization. You’re about to give a presentation, but in your rush, you had to skip lunch, and haven’t had a drink since your morning coffee and your mouth is parched and there’s no water at the table, whatever it is that you are right now. Happy, isn’t it?
Tate: You can’t, you can’t talk. So rather than croak through your 10-minute spiel, you say you need a moment to drink from the water fountain, or maybe ask for a drink of water. Whatever works for you. And then you’ve got access to water and you drink so. I may die of thirst. Water pleased.
Tate: And you drink, and that gets us at least some momentary happiness, you’re pleased.
Tate: Let’s see, when it comes to the integrity model, every overlap has real-world outputs and impacts, and every misalignment does, too.
Tate: When things are lined up, we get 6 basic indicators. When we act on our message. Well, actually so. It’s a, I do what I say. I say what I do. I say what I believe. I act on my beliefs. I believe what I say. And, I believe that my actions have value.
Tate: So, each of these is referencing an overlapping of two elements, so, I do what I say is acting on my messages and I believe we had someone say that was actually how they viewed integrity and that is, I believe, a very common interpretation of integrity and it is a significant part of the, the, I, I call it, the theory that, the Integrity Lens theory that I’ve developed relies on that.
Tate: Yes, you do have to do what you say in order to have any integrity. There are other elements of it, that I’ve discovered in going through this process, and each of them that we’re going to be discussing here is the result of an overlap. But this isn’t as you can see in the center.
Tate: I haven’t said this as integrity yet. This is happiness.
Tate: So, to get to integrity. We saw this. That’s not integrity. Think of it a little bit differently. What if we had gone through it, uh, I may die of thirst. But instead of politely asking, you come at it a little differently, give me your water or else, with a threat. And then you punch him, and you take the water.
Tate: If we’re going on the model we just built, we did three things that are all aligned. At least the way that I viewed integrity. This clearly doesn’t get us there, something is wrong. You can’t sucker punch somebody and take their stuff and still have integrity. Anyone have ideas about what’s missing between this one and the other one?
Tate: Other than Britney who’s heard me talk about this for about four months? OK.
Tate: If there isn’t anybody, I’ll proceed, and, and we’ll move forward.
Tate: So, I actually call this, and apologies, I, I, say this as a Jew, and it’s troubling to talk about it a little bit. I call this the Hitler problem.
Tate : So, this is a picture of the Nuremberg trials. The men in chairs are Nazis and the people standing around the men in the chairs are the military that was actually there to keep other people, and themselves from hurting themselves, to be able to, to take responsibility for the crimes that they have. Hitler murdered millions of people, but his beliefs, words and actions seemed to be in alignment.
Tate: And I knew that that was somehow to connect it to integrity. But I also knew that whatever quality Hitler had, integrity wasn’t it. And I only found the answer a couple of years ago and the words of a man who knew Nazi minds better than anyone at his time and his name was Captain G.M. Gilbert.
Tate: He was assigned as the US military staff psychologist to all the Nazis on trial. And he had full access to them for a year. He kept a diary of his interactions and in reflecting back on it, he said in my work with the defendants, I was searching for the nature of evil, and I now think I have come close to defining it, a lack of empathy. It is the one characteristic that connects all the defendants a genuine incapacity to feel for their fellow men.
Tate: Evil, I think, is the absence of empathy. This is what prevents us.
Tate: Think about it, this is what prevents us from accepting the bully who stole the water from, from having integrity. If you’re in doubt about who has integrity and who doesn’t remember Captain Gilbert?
Tate: Meaningful integrity can’t exist without empathy.
Tate: Well, I mean, without empathy gave us the Nazis alignment, without empathy breathes life into win/lose business strategies, profits over human rights exploitation, and it seems to me all just about all the phobias and -isms that work against their shared best interests and communities.
Tate: And I know as all of you are engaged in community merely by participating in this one, and so I know this is something that, that in some way matters to you. You want your fellow people to succeed. You can be incredibly successful and can reach success quickly, even in your own line of business, if you’re willing to be cruel or break laws and violate this, but there are consequences.
Tate: And those consequences will cost you when they catch up to you. So, if you’re looking for lasting success, happiness. Empathy has to be part of the way that you get there.
Tate: So, adding an empathy to the alignment of our beliefs, messages and action gets actions, gives us something almost unquestionably good, and I’ll get to why that’s the case in a minute. Alignment minus empathy though, if we, if we take away our interest in others, then at best we’re self-interested.
Tate: At worst, as Captain Gilbert believed, something truly horrific. When we act without placing ourselves in the shoes of those who could be harmed by what we do, it’s an opportunity for the worse than us to come out.
Tate: And humans have come up with countless ways to put barriers between who we classify as us and who we classify as them or others. And every time we do it, it opens the door for bad stuff to happen.
Tate: I’m not suggesting that everyone needs to love everyone else, but maybe looking out for each other would be a good first step. Subtract empathy from our beliefs, acts and messages, and we get evil.
Tate: But when we add empathy to the mix, we can reach goodness and that’s integrity.
Tate: When it comes to the integrity model, every overlap has real-world outputs and impacts, and every misalignment does, too.
Tate: When things are lined up, we get 6 basic indicators. So, we’ve got, let’s see how I can do this. Work.
Tate: Dependability. When we act on our message, we’re viewed as dependable.
Tate: When we message our actions, we’re specific.
Tate: Messaging or sharing our beliefs makes us transparent.
Tate: Acting on our beliefs makes us driven.
Tate: Believing our message gives us honesty.
Tate: And when our beliefs or thoughts are in tune with the people and things around us in the present moment, we can experience mindfulness or awareness.
Tate: Each of these overlapping-
Tate: Oh no, she was out. Well, hang on one moment. Hang on one moment I’ll be right back we’ve got a problem here. Hang on, I’ll be right down, sorry, we have a momentary, a problem with somebody being injured here. I, I need to take a short break. I apologize. I’ll be right back.
Ryan: OK Tate.
Tate: To get myself back, so, uh, it sounded like somebody was talking about how this related to stuff that was going on in their business. Is that correct?
Kate: Yes, Kate. I do income taxes, and I had a gentleman come to me one year and he did not give me-
Tate: OK.
Kate: – his proper information. As long, as I don’t know that, I’m, there’s nothing I can do, but a friend came with him the next year and she told me a couple of months later that he had not given me all of the information, he was being deceptive, right?
Kate: So, I made the decision that I could no longer do his taxes because that puts me in a liable position as well since he lied to me. And I knew about it. That put, makes me liable to the government as well, but I don’t want people coming to me thinking that I will cheat for them.
Kate: So, I wouldn’t do it for myself and I won’t do it for you on your tax return. I’ll get you all the deductions I can, but I will not lie on the tax return.
Tate: That makes sense and, and yes, that that fits well within the model.
Tate: Uhm, so we had just before I before I left, we had just been discussing the, the qualities of the overlaps and, and each of them has this positive thing that that comes out of it that has beneficial impacts to us to our reputations.
Tate: And being these things, having these qualities as we look as they are on the screen.
Tate: Each of them has signs that they are in place, so when we are dependable that has impacts on our business, it means that if somebody does business with us once and we dependably deliver that thing, they’re more likely to come back to us again. If we are transparent about our pricing and our contract terms, people are more likely to do business with us. If, if we’re mindful, if we’re empathetic, each of these things makes people more able to find reasons, find ways to work with us.
Tate: On the flip side, there are also signs that occur when people are out of alignment. And, in most cases these signs are much like the, they, they have the opposite impact of if we are aligned.
Tate: So, inconsistency. If we say hey, I’m going to get, you know, every, every week. On Tuesday I’m going to have a document in your inbox. And week one, it’s on Tuesday. Week two, it gets there on Thursday. Week 3, doesn’t deliver it.
Tate: The likelihood that when time for renewal comes up that you’re going to get that contract, or that, that renewal is low because the dependability hasn’t been there.
Tate: And, and when you look at these terms in yellow and you think, is this how I would want to have, I would want to think about a loved one myself, my business partner, my clients, my suppliers. Are these terms that you would you would think would be beneficial?
Tate: So, that relationship I’m imagining, I’m hoping that the answer is no.
Tate: So, there’s a whole bunch of directions that I could go from here. This is the, the basic description of My Integrity Lens, which is a, a solution that I’ve been building for the last 10 to 15 years, uh, incorporating this stuff.
Tate: I initially built it on behalf of organizations that were trying to change the behavior of their clients through their marketing, their brands, and it does an exceptional job there, which, and we’ll see a few examples of that, but it does not, Integrity is generally not, something that people in the field of marketing and advertising care a lot about, and they despite not thinking about it, they also don’t have a lot of say about what their organizations do.
Tate: That’s one of the reasons why I’m no longer in marketing, is that, that kind of work, I couldn’t get to the people at the organization who could change their own behavior to reflect what integrity would have been. I wanted to.
Tate: I think what I’d like to do here, I’ve got an exercise that that we can perhaps walk through.
Tate: So, this is a, a semi fictionalized situation that, it takes three or four different things that I’ve experienced with clients and peers and puts them all in one place so that we can take a look at it.
Tate: So, we’ve got a fictional organization. Uhm, let’s say a year and a half ago this organization had stable growth. Its revenue was mostly from renewals and upselling.
Tate: Your friend, your peer who’s come to you for advice, has had, had developed a small group of really engaged salespeople, she was the head of the sales at this organization. And the board booted the previous leader and hired a growth focused CEO.
Tate: The things that CEO did, they put new sales incentives in place, going from an annual incentive to a monthly one. They eliminated all renewal incentives. And the CEO brought in his own sales team.
Tate: Now we fast-forward a little bit, and your friend says she’s been offered a job and a, a promotion. The new sales, and new sales are up 300%. Sales cycle went from being four months long to less than 15 days. She’s fighting off new sales people with a stick.
Tate: The customer support department grew from 6 people to more than 50. She’s more than doubled her salary. And the CEO wants to promote her to the Chief Operating, Operating Officer, giving a responsibility for support, that big new support team and the legal team.
Tate: I’m curious. Does anybody, does it look like this is a job at this point? Does it look like this is a job that she should take? Does anybody strongly think yes or no?
Ryan: Probably not.
Kate: Like a serious headache to me.
Tate: Yeah, I’ve got a headache.
Tate: What is the no? What’s, what’s giving you doubts?
Ryan: It’s, it’s a completely opposite of what her previous environment was in the company, that small knit team that was focused on providing good long-term relationships with their clients.
Tate: Right, OK, so let’s, let’s pursue a little bit more. Or, if we were doing our jobs, we’d be asking questions, and so we ask questions, and we find out a little more.
Tate: Most of Jane’s original sales team left within a few months of the changes. The renewal rates cratered. Average support Rep lasted less than a month before quitting. And the CEO just hired a team of attorneys to combat frivolous lawsuits.
Tate: So, let’s, as you’re looking here, is there anything here that is jumping out more so than previously that there is a problem here?
Ryan: The legal team for sure.
Tate: How about the size of the, uh, customer service department.
Kate: Yeah, if you, if you only had, if you were able to deal with or use just six people before, you’re doing something wrong. If you suddenly have to have 50 people to handle all of those issues.
Tate: Right. So, somewhere, if people are calling that, so, nobody is renewing, we know that’s a problem. You’ve had to staff up to hire people to handle people that want to be calling you about something for help.
Tate: Yeah, so, so there’s, there are potentially some significant problems here. Two things to think about here. Honestly, honesty, sorry, honesty like, all other signs of alignment have a theme of sorts when it comes to considering the benefits and drawbacks.
Tate: Alignment generally leads to long-term slow-build benefits and near-term drawbacks. While misalignment, like dishonesty, tends to have near term benefits.
Tate: Sorry, how, have quick near-term benefits coupled with long-term drawbacks.
Tate: Let’s see if I can get it to show. So, if you’re honest, one of the things that honesty tends to do, is slow down your ability to sell. Being honest means being real. You can’t, you can’t tell somebody that. Oh, give me $10 today and next week I’ll have a $100 for you.
Tate: If you do, people who believe you are gonna give you a whole bunch of money, but they’re gonna be really upset a little bit later when you can’t deliver.
Tate: The second point is mostly a different way of saying the 1st one. That there is, there’s absolutely, there absolutely are tangible benefits associated with a lack of integrity. It’s just that, not, it’s just that having integrity is hard and it and that not having it delivers alternative rewards.
Tate: So, if we look at this dishonesty… If we want to attract new hires, it’s easy to attract new hires by lying. Got it. Can get at new clients. Can reduce upfront sales costs, because you don’t have to do any of the development that you are promising to your, to your new clients.
Tate: But you can see the drawbacks here, and those drawbacks tend to align with the issues that this organization was facing. So this, I guess, broadly, is the integrity theory that I’ve been developing for, for the last couple decades.
Tate: This organization that we just were discussing here is having massive problems and there are problems that if she takes this promotion, if, if we look back, if she takes this promotion, she owns the legal team, she owns the support team who is going to be pinned with blame for all of the things happening wrong at this organization.
Tate: Based on what we’re seeing here, it’s her. OK.
Tate: If I had a product to sell, this would be the time that I would be coming to you and saying, hey, here’s, here’s this product that I can sell. I don’t have a product that I can sell to your group. Uhm, what I’m hoping you can do with this, I do have a product that’s in development.
Tate: First, it asks the series of questions, uh, and then allows a score to be developed for your managers or your organizations so that you can identify this stuff. But it is still in development.
Tate: I’ve had a couple pilot tests and they went well, but I still need to do significant investment in back-end programming so, I’ll get there and I’ll have a tool that’s available, but it isn’t, it isn’t there yet. And I forgot what I was going to say after that.
Tate: Instead of going where I was going to go, I think what I want to do is.
Tate: How are we doing on time?
Tate: Do we have like 10 minutes.
Ryan: Uh, we have about 8 before the end of the meeting.
Tate: OK, and I’ll, I will, I’ll quickly run into the, uh, give you a few examples of the kind of work, the kind of results that integrity in this model has enabled.
Tate: So, it’s not just a way to diagnose problems. It helps you build your brand, defend and grow your market share, attract and retain top talent, and land business against the most overwhelming odds.
Tate: And my own organization, you could say I’ve been the beneficiary of this kind of integrity building.
Tate: One of the projects that we did, I don’t know how many of you have HR services. Bamboo HR was one of our clients. We developed a tool for them, in trying to understand who we are, what made them tick? What was the bottom line for them?
Tate: We hit upon, in a conversation with him, we had asked, what is it that makes you, what’s the one thing that someone at your organization, someone in an HR organization needs to know in order to be good at their job and, and the response that came out.
Tate: And it was hours of talking to get at this it was, we have to know, the HR professional has to know the name of the person walking in their door. If they don’t, they, they can’t do their job. They can’t say, ‘I’m sorry, who are you?’ and make that person feel valued at the organization.
Tate: At the same time, they need to know and that became the sort of, the heart of the brand that we developed for them. Something that was genuinely true.
Tate: We needed to show that this organization understood it and, and could convey that in a way that would help them grow their brand and prove it.
Tate: And what we came up with was this. This is our business card we developed for them when they gave out their business card, they would give it over the back side first, this being the part that says ‘Ryan’ being the backside with a little brand element you can see hanging off the left because it’s Bamboo HR.
Tate: And invariably, when they hand this over, people, they don’t even have to say anything, they hand.
Tate: It will go. Oh, that’s cool, or what’s this about, and it allows them to tell a story.
Tate: The very story I was saying about, what’s the one thing you need to know?
Tate: And instead of them putting that card in their pocket, they’d say, ‘Can I have two more?’ I want to show this to, I need the CEO to see this, and they didn’t have to make sales calls because they would say, ‘My CEO loved it. What do we need to do to sign up?’
Tate: Other things. When I was, one of our clients was the global, well, I guess North American, but largely global, concrete industry. The chairman of the board, prior to us getting the contract, sat me down over dinner and multiple martinis and it was, I guess, I have to, since this is recorded, I have to be gentle here.
Tate: So very kindly, he talks in the completely clear way about how he understood that everyone in the world has a deep emotional connection with concrete. And of course, everybody else at the table is rolling their eyes.
Tate: Apparently, this is something that this guy has said a lot and he said something along the lines of, ‘if you can show me that you can convey this, you have our business.’
Tate: Now it just seems like something ridiculous, how can you say, how can you prove, show that everybody in the world has this deep emotional connection with concrete? And heck, probably most of us are thinking, no one has a deep emotional connection with concrete. It’s the thing we make roads with.
Tate: The next time I saw him, I showed him this. I don’t know if you can see what that picture is. It’s the, a child handprint in cement. One of the people in the room when I put this up on the screen for him, started crying.
Tate: We got the contract. And, we actually didn’t use this concept until I think almost six or seven years later, for their 100th anniversary. This is a very blurry shot of their one of the walls of their trade show booth for their 100th anniversary.
Tate: Uhm, but this says something. That is inarguable, and it speaks to what may make concrete such an incredible material, is that when you do something with it, it stays done.
Tate: Unlike just about any other material, it’s like OK, that one rusts, that one shatters, that one’s oil-based, and, and will gradually wear away over time. Yeah, there, and every single one had problems, and just by expressing what our connection is-
Tate: Now when you see wet cement and, and I guess some adults, but, and you’re a kid. And, you’ve got a stick in your hand. Either you’re going to put your hand in or you’re going to write your name in it, and we, we, we could be doing that, with, in mud, but we don’t.
Tate: We do it in cement, because we know this is forever.
Tate: I have a couple more, but I think we’re running out of time and so, I won’t hit those.
Tate: The idea here is that if you can figure out what it is, that’s at the core of your integrity, what beliefs do you have that everything else rides on, you can build your brand around it.
Tate: You can build your behavior around it in ways that are impossible to resist for your audience.
Tate: Now I know it’s a little more complex than that, but ultimately, that’s what this is.
Tate: By, by bringing this concept of integrity to organizations, it gets rid of the stuff that isn’t central to your business, allows you to focus on what matters, and do and say the things that are going to motivate your audience to change.
Tate: I think that’s it.
Tate: Questions, comments, complaints. I’m really good at accepting complaints.
Tate: See if I can bring everybody over to this screen so I can not keep looking off to the side.
Tate: Anybody have any thoughts?
Ryan: Tate, that concrete slogan on your screen is, is incredibly powerful, that was, that was a brilliant strategy.
Tate: Thank you, I appreciate that. And I guess the one thing I want to be able to say is that, I’ve got 15 examples of this kind of powerful thing happening.
Tate: Britney has seen quite a few of them. It’s not as though it, being a good creative executive, yes, that’s an important part of this, you have to have whatever, whatever abilities you need to create.
Tate: It still needs to be there, but understanding what it needs to do and, and develop your integrity. That’s repeatable for your businesses.
Tate: If you can figure out what matters and express it in a way that cannot be denied. That’s where that behavior change comes from for you, for your audience.
Tate: That’s how we grow our businesses.
Tate: No, I’m glad you like it. And, I’m sitting here going, why didn’t I just show the other 15 but.
Ryan: Does anyone else have questions for Tate? I think you’ve left everyone speechless.
Ryan: Tate, can you tell everyone how they can get ahold of you though? If they’d like to learn more or in any way want to connect?
Tate: Yeah, LinkedIn is probably it. I, sorry I didn’t put up a link. If you search for Tate Linden on LinkedIn T-A-T-E L-I-N-D-I-N.
Tate: I, I will accept any, if, if anybody is reaching out to me I will, I’m happy to connect there. And, if you’re looking for marketing services, I’m not doing a lot of that anymore. I do some, but I can, oftentimes, find, I can point you in the direction of somebody who may be able to help.
Ryan: All right, well everyone, let’s give Tate a hand for his presentation today.
Tate: Thank you.
Ryan: Awesome.
