Do the Results of Your Personal Booms and Busts Really Speak for Themselves?
At this point in your life, you are well aware that failures and mistakes are necessary building blocks for long-term success. You have countless experiences to prove that the “best laid plans…often go awry.” And you know that seemingly straightforward data can often be misleading and shouldn’t always be taken at face value.
So why do you instinctively assume that bad results mean that the decision that led to those results was also bad? Why does your embrace of “extreme ownership” and your “no excuses” attitude prevent you from acknowledging the fact that sound decisions sometimes lead to poor results?
In this episode of The Energy Detox, we encourage you to generate more confidence in your leadership and in the decision-making abilities of you and your stakeholders by keeping one question front and center: “Do the results speak for themselves?”
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TRANSCRIPT:
00:14
Hello and welcome to The Energy Detox, a leadership podcast with oilfield flair. Our mission here and the mission of our sponsor Witting Partners is to help you practically find and remove the junk that is unwittingly holding you back from producing sustainable success in both your professional and your personal lives.
00:34
I'm your host, Joe Sinnott, and today we're going to talk a bit about an all too common data problem that can severely damage your ability to make decisions and can destroy your effectiveness as a leader. And that problem arises when you or your team produce good or bad results that seem rather straightforward, but that often tell an inaccurate—or at least an incomplete—story.
00:56
And the primary goal of today's conversation is not to boost your data literacy or arm you with data analysis tools and tricks. No, the goal today is to simply encourage you—as you go throughout your day and as you think about the decisions you make and the outcomes that are produced—to ask yourself, "Do my results speak for themselves?"
01:19
And we're going to assume that you probably know already—sitting here in the year 2020—that there are many hidden trends and conclusions lying within datasets, which, of course, is why data science is exploding in popularity and why tools and people that are able to help find those hidden insights are in such high demand right now. So we're not going to spend time trying to convince you that data analysis can reveal answers that aren't obvious because that conclusion is, well, obvious. And we're not here to tell you that leaders of today need to accept the fact that data can and often does shine a light on performance that might not be too comfortable to see. Because hopefully you already understand and have accepted that.
02:01
We are, however, challenging you to take that same understanding and that same acknowledgement that data can indeed be misleading and that same appreciation for how often results should not be taken at face value and to apply that understanding to the smaller decisions you make every day, in both your personal and your professional life. We're using this episode to caution you against reading too much into the results of your decisions and thinking that a single decision definitively reflects your competence and your ability.
02:33
And to be very clear, we don’t want you to go through your day looking for excuses when something you've done leads to poor results. But the goal is to remember that you can take full ownership and full responsibility for your decisions and your actions, while also realizing that a single decision and a single result does not have to define you and it does not have to limit the confidence you have to make future decisions. And even if you feel you already do a great job of learning from mistakes and from the unintended consequences of your decisions and you don't need a 30 minute pep talk from some self-proclaimed coach, then ask yourself how effective you are at preventing others from defining themselves by the results of a single decision. And whether carrying the mindset we're discussing today with you can help you be a better leader, a better teammate, or even a better parent.
03:25
And there are two inspirations for today's conversation, one from the world of oil and gas and one from the world of professional gambling (and, yes, I understand that sometimes those worlds collide). And that first inspiration was a leader that I reported up through about 10 years ago. And this leader, who was widely respected for his knowledge of drilling operations, not known to beat around the bush with folks, and certainly demanding of those who work for him, would use the phrase "the results speak for themselves."
03:55
And the context in which I most clearly remember that phrase being used by him was around the schedules that his employees worked...when the question occasionally came up about when people might be expected to show up at the office in the morning, and how late they should be staying, and whether they were taking long lunches, and how much they might be working or not working on nights and weekends, and which days they wanted or needed to take off...the simple guidance that he gave to his management team was that "the results speak for themselves."
04:25
If people are getting the job done (and assuming they are salaried employees exempt from federal overtime laws, of course...in case there are some HR professionals listening who certainly want to ensure that everyone abides by the standards that our government has set forth), then it really doesn't matter what hours people are working or whether they come into the office on a Friday that they were scheduled to work or whether they decided to make it a long weekend because they got everything done that they needed to. They're getting paid to do a job, not to simply show up and sit at a desk. And in the oil and gas industry with 24/7 operations and constant issues that pop up at all hours, the idea that you get the job done regardless of how long (or short in some cases) it takes might seem like common sense to many of you. Yet, it's amazing how often employees can develop a mindset where they overvalue the idea of simply showing up at the expense of achieving actual results, which, of course, should be the ultimate barometer of performance.
05:23
And so, throughout my career, when faced with people who asked about taking time off or swapping out a day or an afternoon here or leaving early or coming in late, I was always very quick to repeat back that, "Hey, you know, the results speak for themselves, and that you're responsible for managing your time. So do whatever you need to do."
05:43
And I as a supervisor really wasn't concerned (it helped that I've always had good teams working for me and I could trust them, of course). But ultimately it's one thing to tell an employee that you trust them to make their own decisions about the hours they work, but it's still human nature to doubt that the manager you just asked "permission" from is really cool with it...and to wonder whether that manager or supervisor might just be "nice" and is secretly questioning your commitment to your job. So when you tell someone that you still expect results and that you don't necessarily care how they arrive at those results, you as a leader are not only displaying trust (which you want to do), but you're providing a friendly reminder that you're not just being nice. You're doing your job as a supervisor, treating your employees as adults, and allowing them the freedom to do the job they are paid to do, while still offering a friendly reminder that you're still going to hold them accountable for the results that they produce.
06:36
Now, obviously, as remote work became more common over the last decade, and now that it's essentially been standard for many companies over the last three months of COVID-19 restrictions, one could argue that the concept that this leader was preaching (and that I was happily parroting for years) is as true as ever, at least in terms of the importance of measuring performance based on results as opposed to the hours your butt is in front of a computer screen or that you're sitting in a meeting in an office.
07:01
So setting aside this phrase's application to the makeup of workweek, you can probably imagine that I applied this phrase—"the results speak for themselves"—to a whole variety of business and personal situations. For example, if a vendor's tools are consistently failing, it's easy to say, "Well, the results speak for themselves...we're gonna go in another direction and choose a different vendor." Or when one of my children goes three seasons without scoring a goal in soccer (and two of those seasons don't even have goalies!), at some point, I find myself saying, "Well, you know, the results speak for themselves...soccer probably isn't for him."
07:34
And if I bet you $100 last year that the Chiefs would beat the 49ers in the Super Bowl, the results appear to speak for themselves. And those results say that I made a good bet and I won $100, which actually brings us to the second inspiration for today's conversation...
07:47
...Annie Duke. And if you haven't heard of Annie, she is a former professional poker player and current decision strategist who wrote a book in 2018 called Thinking in Bets: Making Smarter Decisions When You Don't Have All the Facts. And while there are a lot of good and practical observations in the book, the biggest thing I took away from the book was actually at odds with the idea I had been repeating for years...that "results speak for themselves." And that takeaway was that we shouldn't confuse the quality of the outcome with the quality of the decision.
08:23
If you made a good decision based on good data, and you did what gave you the highest probability of success, but it didn't work out, does that mean it was a bad decision? Well, no, not necessarily. Just as if you took your life savings and bought a bunch of lottery tickets and you defied the odds and you won half a billion dollar jackpot...does the positive result mean you made a good decision? No, you took a risk, you got lucky, and now you're worth a few hundred million dollars. But if you didn't defy the odds, then you'd be broke and your poor decision would have been highlighted.
08:55
Or perhaps a more relevant and timely example* that she gives is around a company hiring and firing an executive. The company did their best to improve the performance of a given executive, but it was clear that things weren't working out. And so they decided to fire him. And they believed strongly before making that decision that—based on past experience and data—that they could relatively easily find someone better to bring in. But then as time went on, it turned out they weren't able to find someone else (good enough) to replace the person the fired. And so, instinctively, the question then became, "Well, should we have made this decision?" They start second-guessing the sound decision they made because of the results (or lack of results) in trying to hire his replacement. So even though the decision to fire him was sound and thorough and would have been brilliant if things worked out as planned, they felt like the results were a reflection of a "bad decision."
[*for full story, please see pages 8-10 of Thinking in Bets by Annie Duke]
09:49
And when I look at all of the mishmash of data around the oil and gas industry right now and the financial markets and COVID-19 statistics, it has become abundantly clear that the results very often don’t speak for themselves. And they don't always reflect the quality of the decisions being made within organizations. But poor or confusing or incomplete results should never prevent leaders from making the best decisions they can based on the data that's available...they should never be paralyzed and fearful of making decisions because of what poor results might materialize or what poor results may have happened before.
10:28
Now, obviously, if we want to focus on energy stocks, we have no shortage of poor results to speak of (despite the uptick in stock performance over the last couple of days). But obviously, we know how little short-term stock results say about a company's leadership. Even though when a company stock drops 50%, it's easy to say that the results speak for themselves and the leadership of that company must not be very good. Or if it jumps up 50%, then one might be tempted to say, "Oh, what a good job they must be doing!" But obviously doing so without any additional information is just wrong...if not intellectually dishonest.
11:01
Because it's the long-term performance of a company that generally tells a more accurate picture, especially if compared to similar companies (or when an entire sector flounders—as energy has recently—when compared to other sectors). And while that picture right now may very well point clearly to years of capital destruction and other issues...and while some might legitimately question the leadership and governance and strategy of such companies...looking solely at the results of the stock price over the last couple of months or in the days following a major announcement about an acquisition or some restructuring or a merger or whatever, doesn't necessarily reflect the quality of the decisions that have been made.
11:43
And often it's a situation where those short-term results do not at all speak to the skill and competence of leadership. And hopefully the leaders making the decisions in those situations—even if they do turn out to be incredibly awful and foolish decisions—know they shouldn't judge themselves on the short-term results of a single decision, regardless of how big the decision might be.
12:07
Which brings us back to you. And while you might not be leading a public oil and gas company, you are still tasked with making countless decisions every single day, many of which might be rather inconsequential. And it's important to ask yourself how much you unwittingly beat yourself up over the decisions that don't lead to the results you want. For instance, if you pick something for lunch that you ultimately didn't enjoy. Or you decided to stay inside and work over lunchtime instead of going out for a walk because you thought it was going to rain...but it didn't and you wish you'd gone outside instead. And even if you don't dwell on the decisions, how often do you let them chip away at your confidence in making future decisions?
12:53
Because you know that making well-informed decisions that lead to bad results is going to happen. In fact, it's going to happen all the time. But are you still calling such decisions "bad decisions?" Or are you allowing others to feel like good decisions that just didn't work out are “bad decisions” and that the bad results somehow suggest that the decision-maker in those cases is incompetent? Because those are strong words. And yes, it's important that people own their decisions and take responsibility and do not lean on excuses. But it's also important to ask the simple question of whether the results you're analyzing do or do not speak for themselves.
13:32
And some times the answer to that question is more apparent than at other times, with sports providing some of the best examples of times when the results do speak for themselves and times when they don't. Because with sports, you're looking at countless decisions, especially with something like Major League Baseball, where teams in a normal season (that's not pandemic-shortened) play over 160 games and batters have hundreds of at-bats and pitchers throw dozens of innings and face hundreds of batters each season. And in baseball, one knows that one bad at-bat or one poor performance for a pitcher—heck, even a month-long slump for a player—doesn't define how good that player is, especially if they're a veteran with years of experience (and data) to support how good they really are.
14:14
So if a pitcher gives up a home run at an inopportune time or a batter looks at strike three with the bases loaded, you as a fan might have some choice words to say. But you know that one limited result doesn't speak for the player's value to a team. In fact, as was popularized by the book Moneyball (and subsequent movie), baseball is increasingly driven by statistics and data because the sample size is huge**. And when a manager makes the statistically correct move and it doesn't pan out as expected, that doesn't mean it was the wrong decision. And even if he makes a gut call that turns out to be the wrong one, then that doesn't necessarily mean he should be fired unless his decisions are repeatedly leading to bad results.
[**Note: For another book on data-driven decisions in baseball, we recommend Travis Sawchik’s Big Data Baseball, which recounts how the Pittsburgh Pirates—affectionately referred to as a “fraudulent” baseball team in Episode 8 of The Energy Detox podcast—managed to have a brief period of success in 2013 thanks to their adoption of data analysis strategies that allowed them to end their 2 decade long losing streak.]
14:57
And going back to Annie Duke and a gambling analogy, let's take someone who goes off to Las Vegas for a few days (perhaps to celebrate its recent re-opening). And you ask them when they get back, "Hey, how was the trip?" And they say, "Well, I lost $10,000." Well, if that's all they say, there's a good chance that those results do speak for themselves. And they probably didn't enjoy themselves all that much on that trip. And in most cases like that, the results appear to be clear cut and you don't need much color, especially if you feel like you have good and plentiful data. And in that case, if all you knew was that this person lost $10,000, you're going say, "Oh, I'm sorry to hear that."
15:34
But in that case, maybe your buddy who lost ten grand actually had the most enjoyable and memorable time of his life and it was worth every penny. In that case, the gambling results do not speak for how good of a trip it was. And going back to sports, the final score—and even the box score with some more detail—can reveal that one team apparently had a pretty dominating win over another team. The results may speak for themselves. But maybe not. Maybe what the results don't show is that the losing team had a ton of injuries early on and the winning team actually played rather poorly despite the score.
16:09
And this question of whether the results speak for themselves plays out in the world of parenting, too. Take, for example, all of the small decisions throughout the day that parents have to make, like what to feed your kids for lunch. You may think you've picked out a good meal that they're going to enjoy and they're going to eat—let's say for your toddler. And then it all winds up on the floor. Well, that doesn't mean you're a bad parent or a bad cook. And it doesn't mean you give up and you stop trying to feed your children, of course. You did your best to increase the odds of them eating a decent meal, ideally with some protein and some vegetables. And if what you make doesn't work out, and if you have to resort to peanut butter and jelly for the 10th time that week, so be it. But clearly dealing with largely irrational children means that the results don't always speak for themselves. They might not make sense. And you shouldn't kick yourself just because you seemingly failed with that one meal.
16:59
And at a macro parenting level, you can look at the grown children within a family. And you can see how they "turned out." And if you see a family with a kid who is a doctor or an astronaut or some highly decorated member of the military, and you say, "Wow, what a good job those parents did!" Or on the flip side, you see a kid who sadly is into drugs or winds up in jail or leads some sleazy or unscrupulous existence, and you might think, "Gee, where did those parents go wrong?"
17:31
And certainly—in many cases—the parents of the supposedly accomplished child might deservedly be patting themselves on the back. And the parents of the ones who got into trouble might be kicking themselves and second-guessing their decisions along the way. But the reality is that there are tons of variables that determine the direction of a person's life. And while the stability and love of a family is statistically one of the best barometers of success, there are tons of outside forces that parents can't fully control. And saying this is obviously not to make excuses for parents. And it's not shorting the parents who really did do a great job.
18:08
But a small sample set can only tell you so much. And when you're looking at a snapshot of a family with—let's say—one or two kids, sometimes the results don’t speak for themselves. And often they can't capture two decades of development that helped shape those children. So whether you're the parent...or whether you find yourself judging other parents...or whether you're a Monday morning quarterback second-guessing a coach's gameplan...or whether you're an analyst critiquing CEOs who are under increasing fire for the difficult decisions they've been forced to make over the last several months, taking the two seconds to ask yourself, "Do the results speak for themselves?” can help you not only reset your thinking, but can also help you become a more confident and effective decision maker.
18:57
And asking that simple question can help make sure that you're picking the right times to be hard on yourself when the results you produce stink. Because there are times to be hard on yourself for decisions you make, and there are times to be hard on others for the decisions they make. But if you get fired up over everything that goes wrong—even if you're convincing yourself and others that all mistakes are "an opportunity to learn" or whatever motivational poster or cliché you choose to embrace—my question for you is whether you're afraid that acknowledging that (stastistically speaking) even right decisions go wrong sometimes is going to sound like an excuse of some sort.
19:36
Because we're not advocating for a mindset that prompts you to constantly make excuses. The goal of The Energy Detox and Witting Partners is to make sure you're not unwittingly limiting your ability to achieve future success because you refuse to objectively look at your results and realize when an undesirable outcome does not and should not speak for who you are as a leader and a decision-maker.
20:01
And the impact of the coronavirus has provided plenty of pretty significant examples of this in people's lives that can have some pretty intense impacts on their stress levels and psychological well-being. And while I'm not a psychiatrist, I can appreciate the anecdotes you hear of people who feel like they let themselves or their families down because decisions they made combined with a global pandemic to produce rather unimaginable and undesirable results.
20:30
For instance, if you had just purchased a new home, got a mortgage, and then lost your job back in March...is suddenly being in a position where making your mortgage payment is now going to be difficult a reflection on you as a decision-maker? Well, no, not necessarily. If you made a responsible decision based on the data available and you played the odds and you assumed a reasonable amount of risk, then the results don't say that you messed up your decision. They say that a global pandemic caused you to suddenly lose what everything suggested was a stable job and a logical investment.
21:04
And if you were a small business owner who had done everything right for years and then had to shut down a couple months ago, do you all of the sudden question your decision to not sell the business years ago when you could have? And do you question your past decision to continue growing the business because you recognized an opportunity to provide more jobs to people and to provide valued services to your community? Well, yeah, of course you question your decisions! That's human nature. But should those questions lead you to believe that you messed up? No, the results of you losing your company do not speak to your abilities to lead a business as much as they speak to other factors outside of your control that had a very low probability of happening.
21:44
And these two examples may seem obvious and almost juvenile to some of you. And one doesn't need a professional coach to point out the obvious fact that the results here and other outliers don't tell us much about the character or the capabilities of the decision-makers involved. But what about when such results are not obvious? What about when you get fired from a job when everything seemed to be going fine? And there's no pandemic-induced layoffs or furloughs to blame? What about when you're looking to find a spouse and you're not having any luck for a long period of time? Are you kicking yourself and psyching yourself out that you're incapable and incompetent...and that you're not making the right decisions and are somehow a failure? Are you telling yourself that you're an idiot instead of acknowledging that sometimes the right decisions and the right approach don't lead to the ideal result?
22:31
And on the flip side of this, when you make the wrong decision that happens to work out right...can you at least admit to yourself (even if not to your team or your family) that you lucked out? And whether the results are good or bad, we obviously know that we can and should be looking at all times for "lessons learned." But in the heat of the moment and in our busy lives, sometimes it's impractical to do a post-mortem on every single decision and look for those lessons. So, if nothing else, we encourage you as you go throughout the day to quickly ask yourself whether you just made a good decision that turned out bad or made a bad decision that turned out good...and then move on with life. In other words, we're encouraging you to ask yourself whether the results really do "speak for themselves."
23:14
And you could obviously spend the rest of your life reading books and articles about how important failure is for ultimately achieving long-term success. Yet in the heat of the moment—as we just said—why do you so often get down and label yourself as a failure instead of recognizing that it was simply one or two bad results out of thousands? Why do you ignore what you were taught as a child: that you "can't always judge a book by its cover?" So when you go ahead and unfairly judge yourself by one bad result, that's exactly what you're doing. And just as we spoke about in the last episode, if you went and wrote your autobiography, what you would have is a ton of content supporting who you are and what you're capable of and what you've done before.
23:19
And you certainly wouldn't want somebody taking one or two sentences of that autobiography out of context and making that the sole picture of who you are. And, conceptually, you know all this. And you don't need somebody like me to remind you not to judge a book by its cover. Yet, even though you may have written your own autobiography and you have a better sense of who you are than anyone else, unfortunately when it comes to judging yourself, many of you listening do need a reminder...and that's why we want you to keep this question in mind as you go about your day: "Do the results—do MY results—speak for themselves? Is what I accomplished right now or didn't accomplish a true reflection of who I am?"
23:59
Especially when you're faced with bad results...do the bad results speak for themselves? "Am I getting overly down—even if just for a few seconds—because of some bad result?" And, as we said before, this can apply in even the smallest and most inconsequential moments. Say, for example, you're baking something and you burn a tray of cookies that you had in the oven and you instinctively question your culinary skills instead of just laughing at the countless things that Martha Stewart's probably burned throughout her life.
25:08
Or if you want to stick with the cookie or food theme, picture yourself at a restaurant where you're choosing what to eat from a menu...and if you choose something and you don't like the results of what you choose, do the results reflect poorly on your ability to make a decision when it comes to ordering food? No...not unless the data shows that 95% of the time you managed to choose the worst possible food item or dessert on the menu..then, no, the result of your decision doesn't say much of anything about you other than maybe something about your tastebuds at that moment.
25:37
And this silly example is actually one that my wife and I deal with all the time with our 5 year-old who really struggles making decisions, especially when there is no clear right or wrong answer. So if we ask him whether he wants a cookie or ice cream for dessert, for example, he can't decide. And not because he doesn't prefer one over the other in that moment. It's because he's paralyzed by a fear of making the wrong choice. And that if he doesn't like what he chooses, it means that he failed in some way (and fortunately for his older brother, this scenario is all a non-issue because his response to such a decision would be, "Dad, this is America...I want cookies and ice cream)
26:18
But, in all seriousness, how often do you get down on yourself or your team because the decision you make doesn't have the results you or others hoped for? And how might this hurt your ability to make future decisions? And how might your negative reaction be impacting those around you, whether you're a leader or an individual contributor? Because I know for my wife and me, it's agonizing helping our 5 year-old old through decisions...it really tests our patience, especially when the other three kids are screaming or fighting. And we don't have spare time to help with a relatively simple decision. And at least for me, the only reward when the decisions involve food is that I get to eat whatever he decides he doesn't like.
26:56
But in many cases you don't have that luxury (of having your cake and eating it, too) and the reality is that you just need to make a decision. And this concept applies in some of the biggest and most important areas of your life (not that choosing desserts isn't important). So, again, consider relationships that we've talked about...and consider children and careers...all of these things are big parts of our lives. But the reality is that sometimes—in fact, many times—the results don't speak for themselves. Sometimes the data does not reflect how good of a spouse you are or how good of a parent you may be...or how good of a baker you might be. Especially when—as we said before—the sample size is relatively small or incomplete.
27:41
And even in the world of health, there are many examples. How much you weigh or how much weight you have lost is not the only measure of health. And, sure, losing 20 pounds when you had 20 pounds to lose is rarely a bad thing. But obviously the results can be misleading if you did it by starving yourself or via some other unhealthy approach. Just as someone who has been working out and eating well yet still can't lose the pounds he or she wants to can look at the results (or apparent lack of results) and become frustrated. And certainly a trainer or a health coach would immediately tell that person that their weight is only one measure of health and that they are undoubtedly stronger and healthier no matter what the scale says (although, since I just spent a few minutes talking about cookies and desserts, clearly I am not the person to talk to when it comes to physical health and wellness).
28:28
But that being said, the world of health and wellness and safety provides a ton of examples of times when results can indeed be misleading. Take the hundred year old man who has smoked two packs of cigarettes per day since he was 15, who drinks a bottle of whiskey a week, and who's lived primarily on bacon and candy for much of his life. We all know—despite the fact that we wish he has indeed found the secret to longevity—that statistically he's probably an anomaly and that the results of this one man living to 100 probably don't speak for themselves...and that there are other factors and variables at play, of course.
29:04
And on the safety front, there are plenty of examples of people who were in a nasty car accident, and who weren't wearing a seatbelt, and who were thrown from their vehicles and somehow landed safely enough that they wound up surviving. And in some of those instances, if they had been strapped into their vehicle by their seat belt, they definitely would have been crushed to death or burned up or whatever. And again, the results in this one instance do not reflect the overwhelmingly negative odds of people who don't wear seat belts and get into an accident. In this example, that person may be very fortunate. They defied the odds. And in this one case, their statistically poor decision not to buckle up actually saved their life, but of course, that doesn't mean that they should continue driving without a seat belt. And that doesn't mean that people who are crushed and die in car accidents made a bad decision to wear their seatbelt, of course.
29:54
So why do we so often in our personal lives forget that life is about making calculated decisions, assuming some risk, and moving forward knowing that we can only control so much? Why do we get hung up on poor results, even if it's just for a brief moment?
30:12
And with that being said, please remember that an individual decision should not define you. It's a series of decisions you make over and over and over again that reflect your abilities to make sound (or not so sound) decisions. And if you start to get hung up on a decision here or decision there, and if the occasional poor result causes you to lose confidence in your leadership and your competence, it's going to snowball...and you'll lose effectiveness and respect and will find yourself living out a self-fulfilling prophecy like my 5 year-old son who has convinced himself that he can't decide between ice cream and cookies. And with that, today's final question to ask yourself is...
30:53
"How successful am I at remembering that a single poor result does not diminish my leadership competence, and how effectively do I empower my stakeholders to realize that limited results should never define them, while not unwittingly granting them permission to make excuses and run away from their responsibilities?"
31:17
And as you ponder that, please allow me, your host Joe Sinnott, to thank you for making the decision to listen to today's episode, especially those of you who right now feel like you just wasted 30 minutes and are now questioning your decision-making abilities.
31:33
And if you'd like to share your story of times when good decisions lead to bad results, or if you'd like to learn more about The Energy Detox or its sponsor Witting Partners, please visit us at theenergydetox.com.
And until next time, and despite the fast paced, over-hyped world we live in where poor decisions are amplified rapidly, please do your part to define yourself and others by more than a single snapshot in time and to be on guard for those times when the results really don't speak for themselves. Thanks again.