Speaker A The impact of references on my career, as I had the opportunity to work with Elliot, Jakes and Dr. Steve Clement when we restructured English to obtain growth within two years. And it was a bit shocking at first. I remember having dinner with Elliot. Nighty flew in from the US. And losing an argument on the manager once removed subordinates once removed talent pool system. And when I thought about I was pretty upset at our discussion, and then I thought about the next day, and I said, My God, I was wrong, and he's right. So I started learning these new concepts, putting the talent at the right level, the compressions, the gaps, assessing people alignment within functions and accountabilities, which is pretty hard to learn. There's a lot there. So what I have now is a system, and we haven't found another system like this. At least no one's invented it yet that we can apply to any problem and fix it. I can go in if a CEO says I have a problem because of this. Using Requisite, I will find a solution so quickly that they can't believe how fast I can do that. But they don't know these concepts. And I know these concepts. When I do strategic planning, it helps me tremendously, because most strategic planning experts would do the strategy and finish it off with a report. I don't do that. I actually concurrently, as we are finalizing the strategy in a retreat, we start working on the organization design so that the company can move very quickly. In this growth mode. We're already looking at the organizational design, so tremendous benefits there. And I can see things that no one else can see, and I can diagnose a problem and fix a problem. And using Requisites, I've never had a problem that I couldn't solve using the concept. So it's great to note some of these things, and there's a lot of unlearning you have to do, and I do that with my clients as well. They have conceptions about if someone can work works 100 hours a week, they can do anything. Well, I say, Sorry, your person is a level two, and you need a level four. No matter if they work $100 a weeks, they can't do the job and they get it. These level four and five and six presidents that I work with, they do understand it, and sometimes it takes a while. And just like when I was shocked with Elliot and trying to understand the manager once removed system, I think they go through the same thing as well. I think the most important thing about Elliot, and it changed my career. Whirlpool had told the English managers that they had to find a way to surpass G Campco, their main competitor, become number one in Canada, or all the VPs and the president were going to get fired. What happened? When we met Elliot in Switzerland, he said something that I'll never forget. He said, if you use these concepts, your company will flower by 20% to 40%. And this is what we picked up on. Those are the keywords. This is the reasons why the president of Ignis and myself decided to fly Elliot into Toronto in order to start doing this project. So there's a lot of gratitude there. And also, I was always amazed at his intellectual capacity to analyze stuff, write books, and just an incredible person. Probably a stratum eight or a stratum nine in individual. And I'm proud that he's a Canadian. He was born in Toronto. It's just a pleasure meeting Elliot.
