Nicky Stone on implementing The Happy Manifesto in your workplace

So my name is Nikki. I work at happy as well. I'm one of the I'm a trainer there. I'm also the training manager and I'm here to talk to you a little bit about putting the manifesto into practice because some of the ideas that we've talked about this morning are really inspiring. But I know a lot of people that I meet are a bit like, well, what do we do on a day to day basis to make things different?

So that's what we're going to focus on here. I hope to hear lots of ideas from all of you as well. So what we're going to start with is one key idea, which we call pre approval. Okay. And how many of you here delegate bits of work to either individuals or teams of people? Okay, so you're familiar with that part of it, so that's good.

Pre approval is just a tiny tweak on what you're already doing. When you pre approve, you say to them, when you delegate, no matter what you come up with, no matter what solution you come up with, I've already approved it. You are good to go with this. So basically you are approving their solution, before they've come up with it.

That sounds a little bit scary. Okay. Well, it might be a little bit scary, but it can get really, really amazing results because probably a lot of you have had the experience of being delegated to yourself and you come up with some really great ideas, what you think are really great ideas, and you take them to your manager and you say, here are my ideas and they improve your ideas.

That sound familiar? How do you feel when your ideas are improved? Someone at the back just did that. Okay. You said grateful. Oh, that's a very, you should be in the meditation session. That's a very Zen answer. I feel grateful. That's very big of you. I think most of us don't feel that grateful though. Most of us.

Yeah. We feel a bit small and we feel a bit like, Oh, well, if you wanted to do it yourself, just, you know, and a classic example of this, I think I can say this. I think he's left. It's Henry. Okay. When he first started happy, I mean, now, obviously, you know, he's really into this. When he first started happy, you know, a lot of things that were based around how he did things.

It was kind of how he wanted things and all the training was based around the way he trained. And so if people came to him with ideas for improvement, really what they were doing was saying, we don't like your way. We've got a better way. And he wouldn't always like that because, you know, actually. And as managers, quite often we've got that same situation where we have created a whole lot of systems and processes.

Perhaps we used to do the job and we know we can do it really well, and then as a manager we think, well, yeah, you know, we've already done the best, you know, we've got the best system in place. What can our people bring? but we said we feel small when other people, you know, improve our ideas and we're missing out on a whole load of goodwill and real motivation.

When we actually say that we've already, we've already had all the good ideas. We don't need yours. So I'm pleased to tell you he can hear this bit that Henry has changed. And here is an example of this. Okay. So this is my colleague Johnny. Okay. He works at happy. And recently he was pre approved to completely change our website.

Completely pre approved. So such that, even on the night before, well the night before we went live, literally in the evening was the first time that Henry saw the website before it went live. By which time there's no way he could say, I don't like that, I don't want this changed, I don't want that changed.

So Johnny already had a lot of the skills and knowledge needed, but not everything to create a website. And that's really important. If you're going to delegate to someone, if you're going to pre approve something, they need to have all the information that's relevant. So we've recently been through a branding exercise.

Johnny knew all about the branding. He's pretty good on web stuff anyway, but we also sent him on some training, learning all about search engine optimization and all of the good things. So he felt really skilled up and prepared to take on the project. And that's another key point, because quite often we delegate things to people.

And then later on, we realized they didn't really have all the information they needed, and they didn't really have all the skills they needed and then we go off. See, that didn't work better if I do it myself. or I'll improve their ideas now. So pre approval is about making sure you get all of those ideas out there up front.

I remember one time when I was actually talking to Henry about something and Johnny mentioned the website and this was about two weeks before it actually went live. And there was a key moment when Johnny said to him, Well, do you want to see it then? Because I'd sort of said, Oh, is that, is that the look of the new website?

And Johnny said, yeah, yeah. And Henry was like, Oh. And Johnny said, so do you want to see it then? And Henry, with all of his willpower said, no, I trust you. That wasn't easy. Even for Henry. I know we all look up to him a little bit, but it wasn't easy to say no. Because of course, if he had have seen it, do you think he could have resisted giving his opinion really honestly?

And if you think about yourself, can you really resist? So are you wondering whether he did a good job? Has anyone seen the Happy website since? Yes, you've all been visiting regularly. Well, more people have been visiting. We've got three times the number of visitors to the website straight after the launch, and twice the number of bookings that come via online.

So Johnny did an amazing job, even though Senior management didn't give their opinion of what he'd done because he was completely pre approved. I mean, we like to think that we set him up to succeed because he knew what he needed to know and he really cared. He's really shown in the past that he really wants to grow, you know, grow happy as a business.

So he was very well placed to do that and also we made sure that he had the training so he understood what kind of things would bring more visitors to the site. Asking what the safety net was. It was for him to manage the safety net. It was his project. So absolutely. He still had regular meetings with his coordinator during that time.

Oh, okay. Happy. We have funny names for everything. Coordinator is what we call managers. So he still had regular meetings with his own manager at that time, and they would have given him support if he'd wanted it and he could ask for it. But the point is, it would have been led by him rather than someone else saying, I need to check up on you.

And sometimes when you when you delegate in this kind of way, It means that you've got to do a lot more work up front. I meet so many people on management training courses who say to me, Well, I've tried to delegate and it doesn't work. And then when you kind of dig, delve a bit more, what they say is, Well, I gave them the task and then they didn't do what I wanted.

And when you say, well, you know, did you talk to them about what skills they need? Did you talk to them about how it would fit in with their current priorities? Did you talk to them about what they thought they might do? And, you know, what challenges they thought they were going to be? And they give you that look like, Oh, you know, No, I didn't talk to them about any of that stuff.

I just said here's a job and then they didn't do exactly what I wanted and I was really disappointed. So, What we're talking about here is a change. It's not about not supporting people, but it's trying to say, Actually, we've got other mechanisms for support in place, and this person can go and get the support if they needed to.

So if Johnny wanted to talk to Henry about any of the principles that he needed in order to design the website, he could. But what we discouraged him from doing was showing Henry the actual screens, because then Well, it's something about who owns something. As soon as you show it to a senior manager and a senior manager starts to say, Oh, have you thought about, even if they say it in a nice way, you know, have you thought about changing this or you know, that those aren't the pictures that we normally type to use.

Suddenly, whose website is it? And that's what happens with so many bits of work. And then we wonder why people don't follow through in other ways, but it's really about who owns it and not transferring that back. Does that? Yeah. That's it. Okay.

Audience Member 1: What was Henry's reaction when he saw it?

Nikki: Well, what he told me was that basically he thought, Oh, that's not what I would have done, but I've pre approved it.

It's going live tomorrow. We've told everyone it's going live tomorrow. It's got to go. Let me see how it turns out. If it had a bombed and it could have done, you know, you're right. Even though we tried to set him up to succeed, it could have bombed. Then the key thing would be about learning from it. Our ethos at Happy is to celebrate mistakes.

So that means, you know, looking at it from the best point of view, if it hadn't worked out, it's trying to work out, okay, what hasn't worked? And what do we do about it? Rather than thinking about the blame or making Johnny feel really small, because he's the one who's like, basically, okay, you tried that, what do you want to try now?

Or how would we go about fixing it? When we talk about celebrating mistakes, it's really about making sure that We talk about the things that don't work and we learn from them as an organisation. We don't want to hide things that don't work, we want to share them and celebrate them. And what we found in our experience when we talk to different people, not just in our own organization, but people from all over the place, is that when you pre approve something special happens, there's like a kind of magic thing where someone feels really kind of big.

You know, at the beginning you said about when you'd worked at your best and kind of put your hand up when you felt you'd been given a challenge and you felt you've been really trusted. Preapproval is the ultimate measure of trust. It's saying, I trust you so much, whatever you come up with. And it seems to really bring out the best in people.

And they will do what they need to, to give the best. You know, they will consult with other people, they'll get advice, they'll go on training, they'll do whatever. But, you're saying, I trust you to do the best job you can. The bit that's really hard is, and this is something Henry will admit, good job Johnny's not here now, but Henry will admit, you know, he didn't even, you know, there's bits of the website he doesn't like that much now.

But do you know what, who cares whether Henry likes it, because the visitors like it, because they're coming three times more often, and we're getting twice as many bookings. And one thing you've got to be prepared, if you really want to create a great workplace, if you really want to trust your people, you've got to give up this idea that you know best.

And I know that's really tough because I know sometimes you're all very clever. I can just tell that just by looking at you. So you probably do know a lot of really good stuff. But if all of the ideas are coming from you, you're missing out on all of that goodwill, all of that energy from your people.

This is true for all of you and all of the leaders in your organizations. Your leaders have got some amazing skills. You've got some amazing skills and you don't know everything. And you know what? Even if you do know everything, it's not enough because the team that have to implement your ideas, if they don't buy into it, if they think it's your idea and not theirs, they'll never put their heart and soul into it, the same way they will when they feel like it's their idea.

We've given the example here of Happy . I just want to give you another example. This is a, Much smaller example. But I was recently doing some workshops for Harvester and some of their teams, their high performing team. They're really looking at how to take their customer service to the next level.

We were talking about all this kind of thing with them, and we asked him to share examples of where they've pre approved on one of the managers there. He told the story of basically Mother's Day. This was just after Mother's Day, and he said Mother's Day this year was a massive success, and it's a big Transcription Stressful time in a Harvester on Mother's Day.

It's a very busy day and it can go wrong. And what he'd done is pre approved one of his team who had shown an interest, that's how it started. She'd sort of, what, you know, what are we going to do for Monday? He pre approved her to kind of manage the whole day and make it really special. Now, of course, she was uniquely, well, not uniquely, but she was especially suitable for doing this task.

Can you guess what special skills she had? What? She was a mum, yeah. He was never going to be as good at this as she was. Never, ever. Okay. She was a mom. Course, one of the things she did is she gave out flowers to all the mothers on the day. Which, you know, you think that would be a really nice thing if you were taking some Harvester for mother's day, you know.

That's just an example of something. And again, he didn't know before the day what she was doing. He just let her get on with it. And she felt really motivated and was really kind of on the day. You could see she was really, really proud of what she'd achieved. So, what I'd like you to think about now is, What could you pre approve?

So it might be something, you know, small, like the Mother's Day thing, might be a very discreet project. It could be something massive, like the website. It might be something in between. But I'd like you to start to chat, perhaps in groups of three or four, so maybe half a table or a third of a table. What could you pre approve?

And I want you, what I'd really like you to think about is if you can identify what you could pre approve. One thing, What would be the real benefit? What difference do you think it would make to the person that you pre approved in terms of how they undertook the task, how it would impact their motivation?

Okay. Okay, I'm gonna stop you there.

Okay, let me stop you there.

Okay. So one thing I noticed this morning when people arrived is a lot of us were just really excited to be at Google. It's kind of just like, oh, such kind of feel like something special might happen just because we're here. So I just wanted to include something here. They did a bit of research at Google a while ago looking at what made great managers?

And the way they measured that was by what made the most high performing teams. So they noticed that across Google, you know, with all the amazing things that Google's got in place, there were some teams that were still doing considerably better in terms of performance than other teams. Now, a lot of organizations make assumptions about things like this, but apparently one of the things that Google do really well is analyze stuff.

So they collect tons and tons and tons of data, and they analyze it really carefully to find out what made, you know, what was going on in those teams where they were, well, you know, on their best, you know, at their absolute best. And what they did is they came up with eight different things, okay? So here are the eight different things that they came up with.

So these were the things that the managers were doing in the teams that were really, you know, doing the best. Now I'm going to give you a handout in a minute with these written on them. So don't worry about writing them down. Okay, you're thinking, why not give us the handout at the beginning? Well, because that would take all the fun out of the next bit, which is I'd like you on your tables to decide for me. Which of these wonderful eight, which are the top three, the three that make the biggest difference in terms of management behavior when looked against team achievement?

Okay, so on your tables, or if you want to be sort of two parts of a table, okay, which are your top three? Can you grab one of those spiky things and write them down as well? So write down the ones that you think are the top three. I'm only going to give you three minutes for this.

Time's up, guys. Can you please hold up for me your answers?

Okay, hold them up for me. Well, this is a test of my eyesight, isn't it? I have a feeling I might fail. Okay, so we've got Clear Vision and Interest at the back. We've got Empower, Communicate and Express Interest. Okay, Empower, Coach Clear Vision. Empower. Good communicator. A lot of people come up with that one, good communicator.

Clear vision again here, coach. Okay, it's very, you're going to have to read it for me, you're right, no way I can read that. Oh,

that's what you went for. Which ones, Kate? Empower coach and vision. Well, you're all good, but no one got it completely right. Okay. Now, I knew Kate would get one of them because you should have heard, there was a big clue from Kate's session about something that really makes a difference. Okay. So, the number one factor was be a good coach.

Empowerment, which I think most of you thought was important, and the other one was express interest, which we had quite a few groups over here got that one. Probably the big shocker here. Which one are you most shocked by? The communicator and vision. Yeah, a lot of people are like, what? How is that? This wasn't a survey that was looking at what's the difference between the really rubbish managers and the ones that are all right.

And probably if it was, then vision and communicator would have been there. This was from good, because I think probably most people at Google are pretty good. This is good to great. This was the really amazing managers. And these are the three from all of the research they did here at Google, from all kinds of different departments.

The three that made the most difference. Okay. So be a good coach, empower don't micromanage, and express interest. Express interest is just really, you know, That your people actually matter to you, they're not just, you know, they're not just there, you're interested in them as a person, you're interested in their ideas, you genuinely want them to do well.

It's very hard, you know, that makes such a huge difference to people, in terms of how motivated you feel. Just whether you think your boss even notices you, makes a massive deal. Okay, so, but be a good coach did come out. really high. So coaching is something we've probably heard quite a lot about. We heard that Kate at Kingston Hospital has, they've got a whole accredited coaching program and there's a lot you can do around that.

But I don't know about you, but sometimes I feel a bit like with coaching, it's like, Oh, there's, it's something that professionals do and I'm just a manager. So I'll just, I'll just avoid that. So I wanted to show you that a little tiny bit of coaching can make a big difference. In fact, a little tiny bit of coaching is just child's play.

This is my friend, Ted. And Ted is a really nice little thing to remember. If you think I really would like to be asking a few more questions because really, that's what coaching is coaching. Well, there was a lovely slide earlier from Kate that to explain what coaching was, but you know, basically it's about people being able to solve their own problems.

It's about people coming up with things for themselves, being able to implement and feeling resourceful for themselves. So you're thinking, how is Ted going to help him? So TED is just an acronym. These are three questions you can ask. Really simple questions. The reason, by the way, that we're going to go through these TED questions is because you probably know all about questions, who, what, when, why, how, where, and there's loads of detail about coaching, like, you don't have too many why questions and all of this.

But actually, sometimes, if we're not that experienced of using questions and we use a lot of who, what, when, why, how, it can feel a bit like the person on the receiving end is a bit like Oh, this. Oh, that. It's almost like a bit like an interrogation sometimes. So if we're not that skilled in using them and they're not that used to it, it can feel a bit difficult.

And what people have found is that these three questions, so tell me, it's not even a question, is it? It's an invitation. Tell me about what happened last week. Tell me about what you're thinking around this project. It opens up for them to really explore their own thinking on the topic. Another one is explain.

Yeah, so explain what approach you're thinking about taking. Explain what, what, why that, why that was so difficult last week for you. What was the, what was the issues that it brought up? Yeah, so it could be any kind of question. And the last one is describe. So those are your TED questions. Tell me, explain, describe.

And they're not like, I don't know why I keep calling them questions. Clearly, they're not questions. They are invitations for the other person to open up and start talking. So, we haven't got long for this, but what I'd really love you to do, if you haven't used these before, is just to have a little go at using them.

So, can you pair up with someone on your table? If they're willing, one of you decide of something that you think, actually there's a project I'd like to kind of explore my thinking about. I'd like to kind of get a start with at work. And the other person, I'd like you to have a go at just using tell me, explain, and describe to get them to open up and explore their thinking about this a little bit and help them get started.

Okay. So pair up. One of you think of a situation at work that you wouldn't mind, you know, a bit, something you'd like to explore a bit more. It might even be how you're going to pre approve when it feels so Scary. And the person that's doing the coaching, in the loosest possible sense, you're going to use these, tell me, explain, describe, to help them with their thinking.

Okay? I'll give you about three or four minutes for this.

Okay. Okay. I'm going to stop you there.

I'm going to stop you there.

I can see now you've started coaching, you don't want to stop. Which is fantastic news. So hopefully you found that quite straightforward. Okay, and, you know, really the other half of this, if we just think about that lovely Ted that was there before, you know. These are questions which help to open up, questions again, these are statements that help open up people's thinking.

But of course the other bit that's really important that goes with it is the listening. So the idea is that you ask this and then you stop and you listen for quite a while while they say what they want to say. And if you feel like there's more to come out, you might say, tell me more. And then you listen again.

These are no good if you don't do the listening bit in between. They're completely useless. And again, that's where one of the things that sometimes people find quite difficult. So when we think about being a good coach, there's definitely room for the real professional coaching. We've got one down the front here mentioned earlier.

You know, that's great. And for all of us as managers, a little challenge for us is just to think sometimes, Actually, when they ask me that question, maybe I won't jump in with my advice and my answer. Maybe I'll step back first and ask them, well, tell me what your thoughts are about it. Explain what you think could make a difference in this area, rather than jumping in with things ourself.

So it's almost in the short term, if you haven't been doing a lot of coaching before, it's a practice of kind of zipping it. You know, you think, I know what exactly I should tell them to do here. But that's your solution, not theirs. Can you pause a little bit and get them to come out with something for themselves?

Okay, let's move on. One last final thing is thinking about what needs to be in place. So a little tip around, around the putting the manifesto into practice. So we call this the job ownership model. There's nothing really sort of technical ever or clever here. It's a lot of things that we've spoken about today.

When we talk about job ownership, what we mean is what needs to be in place for people to really be able to feel like they own stuff, people to really be able to feel like they make a difference, and they'll take responsibility because they feel it's theirs. So four things that need to be in place. The first one is Principles.

So they need to know the principles with which they're working within. Sometimes that might be very similar to values. If you think about what Kate said about Kingston, actually those values really help people to decide how to behave around the place. I'll give you another daft example of principles. We mentioned Abel and Colin earlier.

In the interest of balance, I should mention Riverford. They were one of their main competitors. I've also done some work with them. And when we talked about principles with them, one of the people who worked on their production line packing the veg boxes say, Well, I've got a principle. If I wouldn't give that box to my gran, it wouldn't go to one of our customers.

So that's really clear for him. It was really, really clear that that was a principle which he used. He didn't need a whole lot of rules. He didn't need, you know, carrots must be this long. These things can't be wobbly. I mean, organic food, the customers like it when it's wobbly anyway. But it wasn't that.

It was saying the quality has got to be there and it's got to be good enough for my ground. It's good off my ground. It's good enough. Can you see how that's the kind of principle where you don't need to apply it? You can just use your own logic to apply it. So that's what we mean by principles. Really important.

It's those are not rules. Then people need to have targets or objectives that they're working towards. We'll talk about that one a little bit more in a moment. They need to get feedback, so they need to know how they're doing. If Johnny had done the website and it had launched and he never found out whether we got more visitors or more bookings or anything, they It would have been really odd.

We could have all said, Oh, we like it. And he might have said, I don't like the design that much. And it wouldn't have really mean anything. He needed to know he needed to get feedback. Luckily, he'd learn how to find that out for himself. So that's the best kind of feedback where the person can get it directly for themselves.

And the last thing is support, which is, I think, something I know some of the people at the front perhaps were a little bit concerned about with the pre approval that, you know, is the support still there? And absolutely. You need support structures in place. Okay. So I want to give you an example of well, actually let's, let's think first of all about some questions.

Okay. So I'm going to ask you here, manager or team member? Okay. We'll go for a bit of anarchy. We'll just call out. We'll see. Okay. This may or may not work. Okay. So the first question is who should set the targets, manager or team member?

So some people, a lot of you saying team manager, team member, some of you saying both, some of you saying manager. Okay. Next question. Who do you think would set the tougher target, manager or team member?

Some of you saying manager, some of you saying team member. Actually, research has shown that the team members tend to set the tougher target. So a lot of you got that instinct. And of course, a lot of you will say, well, it depends on the individual. Of course, it does depend a little bit on the individual, but generally speaking, individuals set tougher targets for themselves.

I mean, you only have to look at what people do in their private life. I mean, some people are crazy. My brother in law started running these iron, not running, iron man triathlons. He's crazy. He has to train every day to get up at ridiculous times in the morning. He would never do that because someone else told him to do that.

He's doing that because he's motivated to do it. And therefore, he'll work really hard towards it. Okay, which brings us on to the last one. Which is a person more likely to strive to achieve? A target set by their manager or one they've set themselves? Set themselves. Absolutely. So that's what we believe as well.

So I'm glad there's a concurrence. So really that almost brings us back to the first one. So if you think that individuals tend to set tougher targets for themselves, if you think they're going to work harder to achieve a target they've set themselves, then why on earth would you set it for them? And what often happens with them with feedback is that you know, the way they get the feedback, it comes through a certain channel, often through the hierarchical channel of when you meet with your manager in a month's time, they'll tell you how you've been doing.

Well, actually for most of us, that's no good. We want instant feedback these days. We want to know is this last thing we're doing working. So thinking about how people can get feedback and whether they can get it themselves and whether they can see, you mentioned quarterly as well. That's something else that I wanted to tell a story that, It's not about sales, but it is a similar one.

So, this is Natalie. I've called her the Essex Wonder Girl up here. She is one of my colleagues, another one of my colleagues. Well she is for a couple more weeks before she goes off because she's just about to have her third child. Anyway, Natalie she is one of our smoothies. Told you we had silly That means she works in the customer services department.

She helps run everything with all the other people in the team. And one of the areas that she particularly looks after is credit chasing. And she's done it for a long time. But recently her and her manager started to look at things slightly differently. And what had there been in the past is this kind of thing of just do the best you can with credit chasing, you know, the less money owed, the better.

But that's a bit, you know, It's a bit wishy washy. Yeah, I agree. It's a bit like we'll just do the best, you know, and, and, you know, she's very good at credit chasing. The trick, by the way, is she's so nice. She charms the money out of them. It's brilliant. I don't want to say, well, she doesn't charm money out of people.

They owe us money. She's just, you know, she's not, she's not any kind of fraudster. They have committed to buying something. Okay, but, she's, you know, she's good at it and she's been doing it for a long time. And she's been a happy a very, very long time. She's not, you know, the most, you know, dynamic, high, ambitious, high performing member of the team.

She's been there a long time. She's very popular member of the team, but she's been doing credit chasing for a while. So it's not a new or exciting project for her. It's just something that she's been doing. But they decided to do something different. And they start instead of having targets that were either wishy washy or that were, like, you know, this quarter, which is Somebody mentioned the quarter that they started looking at short term targets, basically two weekly targets.

So when they started this process, it was September and we had £130, 000 owed to us. Now we're quite a small organization, so that's a lot of money and you know about cash flow for small organizations. So, you know, it's quite a big amount of money. It's quite a big deal. Each two weeks, she started to do, and they just did this thing where she filled in the spreadsheet.

She did it all herself, and then she'd show her manager when they met. So she'd fill in the spreadsheet, and she would say Here's the figure that it is now, because she can look it all up on the system. So she looked up, here's the figure that it is now. Here's what I think I can get it down to in the next two weeks.

Okay? And the first two weeks, she set a reasonably, you know, Oh, I think I can do this. The second two weeks, she always had a bit of a blip. She got really, really scared and she set a really pathetic target, if I'm honest, like really low. But do you know what? In the six months since then, guess what she's got it down to?

She's good, but not quite that good, Mariam. She's got it down to £30, 000 by March. She might have done more than that by now. She got it down to 30. Now, this idea about who should set the target, I can honestly tell you. We've never had that low amount owed to us, ever. Well, possibly back in the early days when we were really small.

So, Henry would never have set her that target six months ago. She would never have set it for herself six months ago. But by making it fortnightly targets, it was something that was really live for her. And, you know what was interesting? Well, her manager didn't comment at all on the targets that she set herself.

It was just, you have to communicate this with me, but they didn't comment at all. They didn't say, Oh, you've got scared. Why have you gone lower? You've got ambitious. We've got high. They just let her present it back. And then obviously, you know, gave her the plaudits for, for actually achieving that. So maybe, and this has really made me think that quite often we are setting targets that are quite long term, like this quarterly thing.

And then people do forget, what do we achieve in a quarter? And actually, maybe. What's more useful for some people, I know we're all different, but I've been thinking this might be really useful for me, is more short term targets. Short term targets that we set ourselves and we can see really clearly how we're doing against those.

So, last bit, because I think the others are going to come in again in a minute. So while we're finishing up, what's needed in your organization for people to be able to set their own targets? So think about some of the people in your team, what could they do to be really involved themselves? So that they are being able to kind of make that difference for their own performance.

Okay, so a little chat until we get chucked off.

So, anyway, it looks like we've got our friends back. So, I think that means I'm off.