Thank you for checking out the Community Conversation, brought to you by Prototype Training Systems, home of CrossFit Prototype! The Community Conversation highlights a different member of the Prototype Community each week and allows them to tell their story, share their life experience, and communicate their perspective on all things fitness.

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This is our 65th episode of The Community Conversation and today we are joined by Jon Collette for an addition to our leadership series: Leadership in Action! You won’t want to miss this episode as it’s a good one!

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Mike Collette 0:02
All right, everyone, welcome to potentially the last Community Conversation of the year. I have Coach Jon Collette on here with me today. We’re doing a special episode, all focused around leadership. I did put together like a small, you know, solo Leadership Series a few weeks back, that you guys might have checked out. And I invited Jon onto the Community Conversation today to talk a little about this, because he’s been putting a lot more effort into himself as becoming a leader, there’s a cool thing that we’ve been doing over the last several months at Prototype, internally as a team. So we formulated a small group, and have been meeting on a weekly basis working on leadership development, decision making, judgment and being more open and authentic working on vulnerability, truth, there’s a lot of stuff that kind of goes into these small groups. And the unique thing about it is that it’s not a, you know, Mike’s the boss or whoever is the boss or manager or whatever, it’s it, we’re all in the arena, it’s all very level playing field. So with that being said, this is a cool thing, because you guys are all going to be listening in on or watching potentially, you know, some reps, as we call it in action. You know, this is a kind of new stuff for Jon. He’s one of the newest members in this small group that we’ve been running at the gym. And he’s, you know, putting himself out there getting his reps in just being on the Community Conversation today, just talking about some of the stuff because a lot of these things are, are relatively new concepts for Jon. So anyway, shout out to Jon for getting these reps in, and he’s probably going to be a little uncomfortable as we navigate this conversation.

Jon Collette 1:49
Yeah, thanks for having me on. Sorry, I thought you were still going; you’re on a roll.

Mike Collette 1:53
We’re just starting it off. And so um, so it’s one of these things, it’s really interesting that we’ve been doing small groups, and you know, Jon, you could like, you know, share your experience or what your thoughts are and what we’ve been doing. But the whole idea about the small group is to, you know, create awareness, right? Awareness and like yourself, and like to start, it’s identifying the things that make it difficult for you to be truthful with others, or for others to be truthful with you, right. So that’s like the foundation, and the group is set up. So we can help probe and kind of dig in and get feedback, and help uncover those things. Because at the end of the day, if we are blind to the things that we don’t know, that we need to work on, we need to have mirrors in place just like we’re coaches at the gym, helping you guys improve like your squats, or looking at your form on a different movement. It’s the same sort of context, in a small group, you got a different lens, a different perspective. And there’s also other challenges with that, too, is, you know, our own egos, and the challenges that come up with just being able to, you know, receive critical feedback or look at something from a different perspective. But Jon, why don’t you just kind of talk about like, your experience in the small groups that we’ve been running, we call it Prototype Leadership Arena, and just kind of share what we’ve been doing a little bit with the folks who are listening on the Conversation today?

Jon Collette 3:23
Yeah, so I started probably, I don’t know, maybe like eight or 10 weeks behind a few of the other coaches that were doing this Leadership Academy. And so when I went into it, everyone had a little bit more experience. I kind of went in, like, not fully know what to expect. Um, but there’s several exercises that we’ve used through the Leadership Academy too. Kind of work on identifying what our needs improvement areas are, or self identifying areas of growth. So there’s thing called RABs, which is your red arrow behaviors, which everyone has, so no one’s like, does not have RABs. And it’s good to bring the light some of the things that you need to work on because it gets you thinking a little bit about how, you know, when you’re having a conversation with someone or how you’re reacting to a situation, you know, how some of those things are brought out to you. A perfect example is like this happened the other day is like one of my red arrow behaviors is like, I will react lwithout necessarily thinking things through for whatever reason, like I just like, it’s hard for me to go ahead and reflect and like kind of like digest before having to, you know, put my two cents out there. And I mean, one was, you know, I said to Mike and Steve that I wanted to be more active on social media and I wanted to do something. And, you know, Steve mentioned, you know, is that really what you need more practicing? And not really thinking about what he was actually saying my immediate reaction was, why aren’t you supporting me is basically how I reacted. Like, there’s something I want to do. Why aren’t you supporting me versus actually thinking a little bit more about what he said? And he’s saying, is that where you’re going to grow more, because it’s something that I’ve already been doing, I wanted to put more emphasis on doing it more. But he was saying is that the is that the main area that you need to focus on? Which, you know, even after just that little situation right there made me realize that I’m not very reflective, I have a hard time with that. And a lot of the, I guess the internal stuff of like, working on myself before trying to help others is kind of where I’m personally working on right now is trying to work on making sure that I’m taking care of myself and working on my own, um, development versus like, just trying to help everyone else. Without really working on my own, like, I don’t know, if you’d call them like, insecurities, or RABs, or whatever you’d call them, like, identifying those areas that need to be kind of, they’ll help you but like, be your, I don’t know, help you with your best potential, I guess. Um, but yeah, so in the group, we, you know, we will go through some of these exercises, where it kind of like the reps that, you know, Mike mentioned, reps, like, some of the reps are just doing things that, like me getting on here, right now, it could potentially be a rep. I’ve gotten on podcast before, but going into this conversation, like this isn’t like, “Hey, you’re going to talk about nutrition”, this is kind of like a little bit of like, um, territory that I’m not super familiar with. So like, a rep could be like doing something that you don’t like, you don’t necessarily know where it’s gonna go, you don’t necessarily know what the outcome is gonna be. Trying something like that’s very low risk, like getting on here is very low risk as a rep, because, like, the worst case is that it just goes so horribly wrong, that we just don’t like post this. Like that would be like literally the worst case. Um, so like, taking like small reps versus taking huge risks is kind of what we’re working on in the small group, because it’s very low risk, and the group is that you can have those conversations, you can give your unfiltered truth, in worst cases, you apologize if you feel like you didn’t deliver that truth, it’s the best way if you’re giving someone feedback is what I’m saying. Um, but yeah, so in the group, it’s a lot of a lot of communication, a lot of really, like, generally trying to get a better understanding where someone’s coming from learning how to communicate, how to be able to, you know, listen, like, genuinely Listen, not just waiting for them to stop, so you can go ahead and talk.

Mike Collette 8:24
Yeah, Jon, I think you did a good job, kind of explaining that. I mean, the, the key takeaways, in terms of the small group is that it’s intended, it’s intentionally set up to be a safe space, you know, with the idea that everyone’s coming in fully engaged, wanting to help each other improve. And, you know, we get practice in like being honest and truthful. Because one of the things you know, if you look at it from like, just, uh, you know, we’re all we all work together, right? So we’re looking at this from, like, a work perspective. You know, in most organizations, and most work environments, I would say, probably a little bit less at Prototype, but you know, to some degree, everyone does this is that we have two jobs, the job that we have to do, and then the job that of being someone that you’re not, right, so it’s kind of like, putting on this sort of like persona or facade or character or, or, or just the image of something that you aren’t, necessarily are and not being your true authentic self. And that takes a lot of energy. Right? So like being, not being truthful, not being honest, right, or, like, you know, hiding mistakes as an example versus like, you know, openly sharing mistakes and then creating lessons learned as a result, that takes a lot of energy. And if we’re spending energy, like trying to do something or be something or be someone that we’re not, it’s not, we aren’t necessarily that’s also going to impact our ability to do like our real job, right, do the work, which is like helping others at Prototype. So it’s been a really interesting experience and, and it’s a work in progress. I would say too because this stuff is not easy. Number one, and it takes time and you know, make the comparisons to like changing your body, right, we can make small habits and create small changes that will add up over time if we stay consistent with it, versus just trying to go intense, you know, so the example would be someone that wants to lose weight, and they change everything all at once, you know, they start exercising seven days a week, they go on a massive caloric deficit, they change everything, and then all of a sudden, they just fizzle out, because they haven’t built the habits. They were just trying to do everything based off the willpower. This is all about consistency, it’s all about consistency. And it takes time, just like it takes time to make gradual changes in your body composition. There’s not it’s not a quick fix, especially when you’re talking about, you know, improving like how we think how we act, or in wanting to improve ourselves to be more authentic, it’s challenging. And so, you know, Jon also mentioned a couple things that were also really cool about, you know, we were talking about, like, the reps and being low risk. And you can also think of it, you know, in the sense of being low calorie versus high calorie, and in with the group, you know, having an environment, having a group set up, where it’s a trusted, safe environment, like we have, you can take risk, and you can practice things that you wouldn’t normally practice. So we call it like, unfiltered communication. So being able to have a difficult conversation as an example, or give critical or difficult feedback. It might be a little bit more risky to do, let’s say, you know, not excluding the group of prototype, but let’s say, you know, you were doing this, like your work. So a high risk is doing something high risk would be maybe going right to your boss and giving, like, your absolute, like, unfiltered truth, that might be high risk, and might affect your job, right. Versus something that’s lower risk, you know, might be practicing with a trading partner, or trusted buddy or whatnot. So I really appreciate you bringing those things up, Jon, cuz that’s an important thing for the group and he also talked a little bit about these red arrow behaviors, which again, were you know, is the foundation of bringing awareness, right, the things that we do that that are not allowing others to be truthful with us, and also things that we might do that make it hard for us to give truth to others. You mentioned, one of those things was being like over reactive, which was cool that you’re sharing that story, again, you’re opening up the I wouldn’t say open up Pandora’s box here, you’re kind of like sharing, you know, being authentic and sharing some of the things you’re you’re struggling with. And we’ve been talking a lot about the idea of being reflective, being thoughtful, and how, you know, with time like that speeds up, and you can improve your speed and accuracy. With being thoughtful doesn’t mean that like, it’s gonna take forever to think on things. But the more we do it, the more consistent that we are with it, the better that we’re going to be doing that over time. Right. So you know, we talked, I think the example that I gave you when we were having this conversation a few weeks ago, actually, I think last week or just a couple days ago, was you look at like from a coaching perspective and coaching, you know, movement, you know, I take like a, someone who’s been coaching, you know, a squat for 15 years versus a relatively new coach, that’s, you know, a year out, diagnosing someone squat, the 15 year coach may be able to diagnose the problems of mechanics, you know, like this, because they’ve seen it, so many times, they put it in a lot of reps, versus the, you know, the coaches a year end might take a little bit longer to diagnose that problem, they might come to the same resolution, they might come to the same, like fix, but it’s probably going to take the person that’s been doing it for 15 years, a little bit quicker to do that, because they put in so much. So much time and so much reps. But um, you know, another thing we’ve been talking a little bit about Jon, which is, which I think is interesting to talk about on this is like the idea of like, coachability. I know what your thoughts are on that. But it comes up a lot when you’re trying to help people not, you know, not just working on themselves, but also like in the gym, right? Like, there’s this whole idea of like, coachability, and why that’s such a critical component of like, someone being able to level up or like we call like, upgrading their potential. I mean, I know what your thoughts are on that, I’d love for you to kind of weigh in on that.

Jon Collette 14:24
I mean, there’s also like, so many ways to like, identify, like coachability. Like, we could easily identify someone in the gym, like someone that you’re like, hey, like, I want you to get your feet a little bit wider. So you can squat. So it might help you improve your squat. And you’re like, No, I’ve been squat like this for years. Right? That’d be someone that would be like black and white. Like very clear. This person is very coachable. But you also look at like, you also look at like coachability is like someone that you go ahead and you say, Hey, can you try this thing? And they say yes. And then they never do it. Because for whatever reason, like they don’t want to apply the coaching that you’re giving them so that’s also like another sign of like, not being very coachable as you give them advice, and then they totally ignore your advice. And you, you can want it for that person, like so much. But if they don’t like, they don’t want to, like take your advice and they don’t want it for themselves. Like, then there’s almost like different levels to this is like the first thing is like you have to like give to like buy in like you want to, you know, be mentored or you like you want to apply what is given to you. And you can want to help someone. But if that person doesn’t like, like genuinely like they think that they haven’t figured it out like yet, like you almost have to like wait until like they’re like they’re ready. It’s like why I work with some flakes, people with nutrition. People can come to me and say they want to lose weight. But they don’t necessarily want to apply the advice I’m giving them, right. It’s like not being very coachable. And in a sense, right, there’s like, there’s a lot of different ways to identify coachability. And like you can do it. In the gym, you can do it outside the gym, it’s kind of how people like, respond to things and how they’re how their actions are because actions speak much louder than n words do. Someone can say they’re gonna do something, but they don’t. They don’t follow through with that. That could be a red arrow behavior, but that could also be that person like not being bought in like, they’re just not gonna do it.

Mike Collette 16:29
Totally. Yeah, you bring up a good point. I mean, basically, what you’re saying is even before starting, there has to be some level of like, bias. They have to like, you know, I think with the acronym, we use gas give a shit. They have to show up. Right? They have to want it. So that’s one, right.

Jon Collette 16:53
Sorry to interrupt. I mean, I say this to like, people I work with with nutrition all the time is, like, if you want to change this habit, there has to be like, it has to be important to you. Right? Sure. And there has to be like, you have to understand the value in doing it. That way, you could go ahead and say, Hey, like, I want you to eat breakfast. But if someone doesn’t understand the value in doing that, then they’re like, Okay, like, whatever, like, yeah, sure, all like a breakfast yesterday, but you can’t form a habit unless you let unless there’s some like, Okay, what how is this gonna actually benefit me?

Mike Collette 17:27
It’s interesting, because you’re jumping to habits before the foundation set. Right?

Jon Collette 17:34
Well I think the buy-in has to happen before the habit can even be applied. What I’m saying is that if someone’s not bought into what you’re saying, they’re not apply that into creating new habits.

Mike Collette 17:45
Yeah, totally. And I think there’s, I do think there’s something in between that, too, you mentioned coachability. Yeah, I think coachability is a balance between confidence and humility. And, you know, opposed to like, the further end of that spectrum of like, you know, confidence, you know, the, the further end of that spectrum would be arrogance, which tends to lead to, you know, harder to coach. And then, you know, on the humility side, you know, the further end of that spectrum is like insecurity, which is like limits, like risk taking, or like trying something different or something new. Right. So, as it relates to coachability, it’s like a balance between, like I said, humility and confidence, confidence to take action. Okay, I’ll try that. I’ll do that humility in the sense of like, I don’t know everything. And they’re coming into it with a learning mindset versus like, a, like a fixed mindset, right. And so mindset really comes into this like, as well. But you know, if we talking about like, the, you know, truth in like, you know, how you make it difficult. For others, to be honest with you, is, you know, the, you mentioned, it too, is like actions speak louder than words. Right. We, we go off of by what people say but you know, it’s reflected in like, the action that they take and what they’re going to do in their, in their follow through. And it’s interesting, because, like, we see it all the time in different areas. And you can pick up on things really, really even subtle, like Nuance things you can pick up on it. As it relates to like, you know, how coachable someone is, I mean, just getting a shout out. I’ll just I’ll throw some shoutouts out there to some of the more coachable people that I see. Like a prototype. I don’t know if Emily’s listened to this. But Emily overly is like, probably one of the most coachable people that I’ve that I’ve worked with. And I would make an assumption that it’s probably reflected in her work environment too. And I have never had these conversations with Emily but like, typically like behaviors that we’re seeing and things we’re seeing in the gym, like decent bet that it’s probably having it in other places, as well. And I think it goes along that that balance and the reason why lead Emily’s so coachable because it’s not that she’s just taking advice and then applying it is that she’s practicing it. She’s putting in like the reps, even after the fact of getting coaching, you know, it’s like the, you know, the idea of double unders, right? If you want to get better, like better double unders, do double unders, it’s one thing to like, practice double unders in a workout, it’s another thing to put the effort in time and to get better at it after the fact. Right, that’s like a really big indicator of like, someone that’s coachable is like putting in that extra time to want to improve. And that’s the buy in component to that. That’s why that’s already foundationally said it. So, you know, baking in the habit of doing double unders, you know, back to the habit portion, baking in the habit of doing double unders, couple minutes, three minutes, four minutes before class, whatever, maybe a little bit after class, and then all of a sudden, you start to see, okay, string in the double unders together pretty consistently in the workout, it’s like putting in the work. So you know, it’s really interesting conversation about coachability, it’s almost like, I’ve learned this from just like, you know, the work we’ve been doing with next job, they basically hire people based off of like their, their assessment of them, how coachable they are just pure, almost purely coachability. Not saying that, like education, and experience doesn’t have something to do with it. But like coachability is an incredible factor. And like, where they, what they look at for, like bringing people on to their team. And I found that fascinating, because the more coachable someone is, the greater their capacity is in the in, the harder the less coachable they are, the harder it’s going to be.

Jon Collette 21:27
If you were to take an assessment, like how it like, what would be some things that might jump out to you on someone’s coachability, just from a conversation interview?

Mike Collette 21:37
Talking about in the work?

Jon Collette 21:39
Like in anything. Like if you’re hiring someone, like, if NextJump was hiring someone there based off their coachability? What would be like their, what would be their red flag?

Mike Collette 21:52
I don’t know necessarily what their red flags would be. I think like, because I’ve never like, like, done, like, work with them in terms of like hiring. I’ve only like, from what I’ve heard. I know that in the past, like everyone in their organization, I think they have, I think has some sort of like, interaction with the, with that person and their hiring process. And then they use I think they call them super Saturday’s, like they have, like, all these people come in and, and they actually put them into like environment working environments and have them do some stuff, they have a team and collaborate. They give feedback, they see like how people can adjust real time. So like, you know, you know, coachability you know, there’s, there’s like, the the mental side of stuff we talked about, like humility and confidence. But as it relates to, like, you know, it’s like an assessment, it’s like, you know, can I give you feedback? Right, real time? And can you adjust real time? Can you like make changes and produce a different result real time? Now might not be instantly but like, are you going to keep trying at it? Are you going to try to like you’re going to work at it? Are you going to you know, I mean? Like, that’s adjustments real time. And then

Jon Collette 22:58
There’s also like, a natural like, just using your best judgment of like, you know, body language on things, I would assume?

Mike Collette 23:09
I think that comes into it. I don’t know if that’s like the the most important thing I think when it as it relates to like, you know, again, someone being coachable, you know, look at it from the context of like, any sort of like, activity, right? So give an example. Let’s say, like, shooting guns, right, let’s just very simple and, and no way. You know, again, folks, listen to us, we don’t like guns, you know, just think of this in the context of an example. But the end of the day, like, someone has never shot a gun before, right? You have to have like the have the the communist to be able to go up and like, actually shoot the gun, right? One, number two, it’s like, there’s a foundation of, okay, here’s the setup, here are the mechanics, here’s how to like reload, unload all that sort of stuff, how to sign up your targets, there’s a lot of like, preliminary things. So can they start to you know, check those boxes? Now, if they don’t check the boxes? Can you give feedback? And can they make adjustments? Real time? Or do they continue to the same thing over and over and make the same repeated error? Right? Do they stop doing do they stop trying to they stop, like trying to like, get things right, there’s like things you can start to notice in terms of like, like coachability. And that’s like a physical like thing. Some people like there’s obviously other components to that. But you also can apply that into like, like pasts, or like, you know, activities or teaming, collaboration, things that you can see in like a work environment? Or like, can people make adjustments today? Or is it just repeated errors? Doing the same thing over and over again, expecting some sort of different result? Like, are they open to doing things differently? Are they open to like the different ideas or are they like fixed in the way that they’re doing things? I mean, it’s pretty easy to assess someone’s like coachability. Now the reality is, is are they aware of it or not? Is what it comes down to? And are they are they humble enough to understand They may struggle with that. And are they working on being better at it? And that’s like, a lot. That’s why a lot of the stuff is foundational that we talked about before, right, buying in creating awareness, that sort of thing. Not jumping to Okay, well, let’s just focus on like the habits, let’s look, you know, right away, there has to be preliminary things that kind of get get set up, and you see it kind of, across different like modalities, different domains, like, whether it’s work home, you know, working out, like, different activities. Like, it shows up a lot. And it’s really interesting. It’s really interesting. And that’s a lot of stuff we’ve been like focusing on. So I get excited talking about, and I can trust me, I don’t know, every single detail and everything about this sort of stuff, but it’s just from my personal experience. Obviously, owning a business for whatever, 10 plus years and working with a bunch of people and putting time into improving on myself, start to pick up on some of these things. But I don’t know if that answers like your question, Jon.

Jon Collette 26:01
No, yeah. No, it does. Yeah.

Mike Collette 26:03
But yeah, I mean, like, the the coachability stuff is, like, interesting. We’ve been we’ve been talking a little bit more about that. I mean, we could, we could probably talk a lot about if we could talk on this stuff for like, probably hours. I mean, I know I can. But there’s something interesting that I’ve been noticing you doing in class, John, which is like this hardest worker thing. And I think it’s pretty cool. And I don’t know, like, if everyone knows, like, what’s the like, the intention behind that? Or if you’ve kind of shared like, what that is, and you’re not, you don’t, I don’t think you’d necessarily had to have, but it’s interesting that you’re doing that because I’m looking at like, you know, what, that what’s the purpose of that? What’s the intention? And like, you know, what, you know, why are you doing that all of a sudden?

Jon Collette 26:49
Sorry, I’m just gonna close this door because Doug opened it up in the baby sneaking sorry. Alright I’m back. Dad life. So, um, yeah, no, I started, like, kind of like, I mean, I’ve done it. Um, I’ve probably done this for almost two weeks now. Um, where at the end of class, I would ask everyone who they thought worked the hardest. And then I realized that people don’t pay attention in class. Unless they’re doing a partner workout, they’re just like, they’re in their own zone says, Alright, maybe that doesn’t, maybe in our in, in the essence of this workout, like, you know, maybe that maybe that won’t apply. But I think that could apply very well as if there was a common theme that this person is a very hard worker, that it’s almost like it’s like, I can’t want you to work harder. But you might want to work harder because you want might want to earn something, it might become important to you as motivation tool. Um, so I go ahead and nominate, I tell I tell the class who I think we’re at the hardest thing to say why I think this person worked the hardest for x y&z and there’s no limit on whether or not you win that one time and not everyone in class is going to win it, it might take some people three months before they win it. But no participant, no participation, trophies is basically my philosophy. And this is, if you work hard, I’m going to, I’m going to recognize it, I’m going to announce that you’re a hard worker, for whatever reason. Now, I’m not singling someone out and saying that they’re not like this person is not a hard worker, that’d be super high risk. This is very low risk and seeing how this impacts the group as a whole. Plus, I’ve also noticed that when, since I started during the past two weeks, everyone’s hustling in class. Like everyone seems to be like sticking up their gear when I come over to their rower and I say, hey, I want you to try to go ahead and I want you to do what you try to like, like row at this pace, instead of where you’re on right now. That’s coachability, identifying it, being able to kind of see like, where, um, you know, if someone is like, just kind of like, gonna ignore me be like, okay, like, that’s a that’s a note like I can I can take that note, or they don’t think that they can go ahead and try harder. But I wonder if they don’t realize it. I wonder if like, there’s some like external motivation of like, I want to earn the hardest worker today. Like, I like I’m coming into this workout. And I’m going to earn that. And it’s just something I want to try. I just want to see if it would have any type of impact. Right. And I think it’s a good feeling to when you when you earn something, versus like, everyone, you guys all work so hard today. I’m going to single you out for being the hardest worker.

Mike Collette 29:50
Yeah, no, I think that’s I think it’s cool. I think you’re I mean, you’re sharing kind of like your your approach to it. I think it’s really cool. I think it’s interesting. You said people working hard like you We’re working harder as a result in class, you know, do people want to earn, you know that that title of hardest work the hardest worker in the class and, you know, we talked about consistency and like intensity, you know, the the intensity side, there would be it’s a one time thing I want to win hardest worker today, I’m just going to work hard for this one workout. That consistency behind it is, are you working hard every time you’re in the gym? And how does that translate outside of the gym as well? So instead of being like the hardest worker that day, you become a hard worker. Right?

Jon Collette 30:34
Yeah. It’s also not about being the fastest either. Trying to make sure people understand it’s not about finishing the workout first, or finishing the task or getting best time. It’s about like, doing the best you can do.

Mike Collette 30:50
Totally, totally. No, I think it’s cool. Yeah, I want to recognize that because I thought that was interesting. I noticed that today when I was taking class, and I know you recognize Shelly, which I thought was really cool. But, um, John, no, we’re going to talk more about this stuff. You know, this is like stuff that we’re going to do a little bit more routine. And sharing, like our thoughts, and like, you know, our our thought process and some of the things that we’re doing kind of behind the scenes at prototype for you all to get a little bit more context. And so anyway, with that being said, I appreciate everyone who’s tuned in to the community conversation this week, and every week, we like to get one of these out, for our community, to, to, you know, just share all this stuff, right. And sometimes we interview members, sometimes we do nutrition, sometimes we have in these leadership conversations. And now that I am earned this kind of this title of social capitalist, I, you will be hearing from some of those organizations that we are supporting and that we’ve supported. So I’m excited to get some of those founders of those organizations on here.

Jon Collette 31:49
Do you want to use this platform to mention what you put out in the email in case someone missed the email?

Mike Collette 31:54
Oh, yeah, sure. No, that’s a good point. Yeah, the I sent an email out today. You know, by the time this this airs, which should be Monday, you’ll have just a couple more days, but I did send out an email to our entire community that have a $10,000 cap. And it’s I’m calling it the prototype community, social capitalist match. So by next Wednesday, which is I think the 29th, send me any donation that you made in 2021 to any organization just there’s a disclaimer on just no political issues or any no political things, anything that would make anyone uncomfortable or anything like that. But we’ll match your donation for this year. So if you donated $100 to XYZ organization non-profit, I will match that $100 you donated $500, I’ll match it. So, the community collectively, I’m gonna do a $10,000 match by the end of the year. So yeah, that’s cool, Jon, thanks for having me mention that. So anyway, just check out the email you should have got or just shoot me an email at, and I can get that all set for you guys. But until next week, everyone enjoy the holidays. Or I hope you actually had a great holiday. You won’t hear this till after the holidays. Hope you had a great holiday. And we’ll be talking to you soon. Thanks again, Jon.

Jon Collette 33:25
Thanks for having me on.

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