The Enamored Entrepreneur

Posted on December 5, 2021 by anentrepreneurswords

Once upon a time there was a prince who traveled to the far reaches of the kingdom. He spied a young woman who was the most magnificent creature he had ever seen. The prince spoke to her and rather than being demure, she was witty and charming in her reply. They conversed for nearly an hour over a chalice of wine and the prince hurried back to the castle in a state of euphoria. He just knew that he was going to take this woman to be his wife. After telling his father and mother about his encounter, he set about making plans for the wedding. The royal florist was summoned as was the baker. The wedding was going to be an elaborate affair with only the finest of materials for the bride’s gown. Special jewelry was to be made for the soon-to-be-bride, and the prince had a long conversation with the priest about the ceremony. He also cast about to find the perfect location for a new home to be constructed inside the castle walls and met several times with the royal furniture and cabinet makers.

Everything was going to be perfect . . . or so thought the prince . . . except for one thing. The woman with whom the young prince was smitten was already married. In his eagerness to move forward with a wedding and a life with a new wife, the prince ignored the first step in developing a plan. He forgot to get the facts first.

It’s easy to fall into this trap whether we’re entrepreneurs or not. We become so enamored with an idea that we immediately want to plunge into developing a plan to make it a reality. Then we either pay lip service to the facts, or we just blow right on by this step. Fact Finding should always be Step One for any planning process.

Suppose we have an idea to scale our business. We’ve been sailing along making a reasonable profit but believe that we could really make it big if we could only grow much larger and capture a wide range of efficiencies in our processes and cost structure. Our experience in the industry is extensive and we think we’re tuned in to the nuances of the market. We begin to look at all the different options for expansion. The owner of a competitor is rumored to be retiring and perhaps we could acquire his company. There’s a sharp woman in another city that we’ve been recruiting for quite some time – she could open an operation for us in that city. Our production line has been running at full capacity for over a year. Maybe we could invest in a second production line that would allow us to ramp-up even further. Lots of ideas are swirling around and suddenly we’ve entered the Danger Zone. Why? Without some serious Fact Finding we could make several mistakes with our expansion – some of which could be fatal.

For starters, even though we think we know the market like the back of our hand, there may be subtle shifts that we haven’t noticed. When is the last time we calculated our market share and that of our competitors? What is the longer-term outlook for our product? Maybe it’s going great guns right now, but in two years it will be obsolete because a better mousetrap is in the offing. Do we have more than anecdotal evidence that there’s demand for a second production line?

The Fact-Finding step should take a “fresh eyes” approach to all aspects of our business and the market. It’s as though we are entering the business for the first time. No matter how much we think we know; no matter how experienced we think we are, looking at everything with a fresh and detailed perspective is critical to our success and maybe even our survival.

Great ideas need to be fleshed out in a careful and systematic fashion. While we don’t want to be frozen in analysis paralysis, performing adequate Fact Finding should always be the first step when creating an implementation plan.

This blog is being written in tandem with my book, “An Entrepreneur’s Words to Live By,” available on Amazon.com in paperback and Kindle (My Book), as well as being available in all of the other major eBook formats.

The Realistic Entrepreneur

Posted on October 4, 2020 by anentrepreneurswords

There are many acts we perform as entrepreneurs that are very similar to walking on a tightrope. They require just the right amount of focus, nerve-control, and balance to keep from falling into the abyss. You are probably experiencing one or more right now. But here is one to which you may not have given much thought. How do we be an “all-in optimist” and yet maintain a perspective that is grounded in reality? Another way of putting it is, “how do we see reality through rose-colored glasses?”

Let’s face it, sometimes reality bites. We prefer not to look at the downside which may lead us to fantasize about the upside. Eventually our point of view becomes one of hope which should not be confused with optimism. Rick Page wrote a great book several years ago entitled, Hope Is Not a Strategy. He is right. I have tried to remove “hope” from my belief system. To me, the concept of hope conveys a sense of passivity. I am more interested in assertively acting in such a way that there is no room for hope in the equation.

If there is no hope and we must face reality, how can we possibly be optimistic? I believe that there is a way to be very optimistic about almost every situation while still understanding and living in reality. First, we must assess and face the downside head-on. This means that we need to take an objective look at the situation and in a cold and calculating fashion determine the facts – whatever they may be, good and bad. There is no room in this process for ignoring, denying, or rationalizing. It is critical that we inventory everything.

Next, we look at the facts and develop a complete understanding of the risks at hand. We must look at every risk as an opportunity to fail. Identifying the risks puts us in a position to figure out how we will mitigate those risks. So, let us review so far. We have recorded all the facts we know about a situation – good and bad. We have determined the risks and mitigated them. And now we want to stack the deck in our favor. We do this by creating a clear path to win. Think about it this way. Suppose you are the captain of a sailboat. You need to get from Point A to Point B. But you know that there are many rocks, shoals, severe currents, and other dangers lurking beneath the water. Before you set sail, you take charts, weather conditions, current sailor reports, and every other piece of information you can get your hands on. You then plot your course (creating a clear path to win) around the obstacles (mitigating the risks you identified from your fact-finding effort).

The last step in this process is that of holding a positive mindset. This should be relatively easy because you know the clear path that you need to take to win. And you have already planned for known and unknown challenges. The result is that you possess an air of confidence, for in your positive state of mind, you know without a doubt that you are going to sail the waters smoothly, calmly, and successfully. Now that’s optimism!

Becoming a Reality Superstar requires that we be optimistic. Optimism goes hand-in-hand with reality when we utilize a fact-based process to embrace the challenges that we experience. No longer do we need to hold onto hope, because we are supremely confident of our success.

This blog is being written in tandem with my book, “An Entrepreneur’s Words to Live By,” available on Amazon.com in paperback and Kindle (My Book), as well as being available in all of the other major eBook formats.

COVID-19 and the Entrepreneur

Posted on July 19, 2020 by anentrepreneurswords

We live in very strange times. The public reaction to the COVID-19 virus has been truly astounding. People have altered their behavior – sometimes common sense prevails and other times it is like observing a bizarre alternative universe. Through it all, businesses large and small have been ravaged and some are gone forever. As entrepreneurs, most of us have never experienced anything like this in our lifetimes. We are attempting to plot a course that not only leads to survival but also offers an opportunity to thrive. So, how should the entrepreneur view and react to COVID-19?

What is the worst thing we can do right now with respect to this virus? It’s not going to be what you might think. First and foremost – we must stop watching and listening to the media. Why? Because there is a tremendous amount of misinformation being conveyed – sometimes intentionally. By consuming a daily dose of COVID-19 from our newspapers, televisions, and social media, one could easily conclude that every new case reported is going to end with someone’s death. And where does this lead . . . FEAR!

Fear can be a terribly destructive force. In short bursts, it is potentially protective in nature for it may be enough to cause us to pause and course correct in such a way to avoid serious harm – physical, emotional, financial, etc. The kind of fear being caused by COVID-19 appears to be a constant fear. Fear – especially constant fear – results in stress, triggering a hormone called cortisol. An elevated level of cortisol over an extended period is a bad thing in many ways. It can negatively impact the immune system and cause an increase in cholesterol, blood pressure and heart disease. A healthy immune system is exactly what we need to ward off this virus. Elevated cortisol and its underlying stress can also lead to serious mental illness issues and depression.

Think about how we react to fear in our daily lives. Are we able to make clear and rational decisions when we are afraid? Do we experience positive energy that opens us up to being more creative? Are we strategic when we are in the “fight or flight mode?” The answer to these questions is obvious. And yet, I know many entrepreneurs who are living in a chronically fearful and stressful state as they try to deal with COVID-19 and its impact on their businesses. There is no joy in Mudville right now (for those of you too young to remember this reference, Google the classic poem, Casey at the Bat).

There is a solution to the fear. Get. The. Facts. I said earlier that we should stop paying attention to the media. Instead, go to sources for the actual data. Dig into the CDC website – it is a treasure trove of information. Interview medical professionals who have real insight into the virus and avoid anecdotal accounts that you might hear second or third hand. Stitch together the facts from as many different sources as you can. The data is not perfect and there will be some contradictory results at times. But for the most part, we can synthesize what we discover in ways that makes sense. Then, armed with the facts, we can reach logical conclusions that will lead to strategies we can deploy.

We make sure we maintain good daily physical activity which is a great stressbuster. Besides staying physically fit we practice good eating and sleeping habits. We regularly connect with our friends, family, and colleagues. We strive to do what we can to help and support other people. Above all, we remain positive and know that this moment in history will pass just like all the others have for time immemorial. Guess what? These are all things we should be doing regardless of COVID-19!

COVID-19 should not rule our lives. We must ignore the politics, the politicians, and the media for they are likely agenda-driven in some way. Instead we take charge of what we believe and drive away the fear that we may be feeling.

This blog is being written in tandem with my book, “An Entrepreneur’s Words to Live By,” available on Amazon.com in paperback and Kindle (My Book), as well as being available in all of the other major eBook formats.

The Entrepreneur and the Dirty Diaper

Posted on August 18, 2019 by anentrepreneurswords

Let me set the scene. We get a call from a customer and boy is he mad. He rants and raves about how he’s been wronged by one of our team members. “She was so incredibly rude to me!” he exclaims. “And she even laughed at me when I explained my issue.” Honestly, what is our first thought? It may be that we can’t believe our team member would act in this manner. We may also prepare ourselves to have a serious conversation with this team member and really lay down the law. Perhaps we are even ready to put a note in the personnel file about the incident. What happens next? We’re plenty steamed, so we track down our team member and lay out the situation in a somewhat accusatory fashion offering plenty of righteous indignation in the process. Except . . . it turns out that the customer was all wrong. What happened here? I call it the “The Case of the Dirty Diaper Tossed Over the Cliff.”

In this situation, we heard a complaint (the Dirty Diaper) and immediately jumped to a conclusion (the Cliff). We failed to gather solid evidence in a calm and reasonable fashion and instead rushed into an unpleasant encounter with our team member half-cocked. In this specific scenario, had we conducted a proper investigation we would have discovered that there was a witness – another customer – who observed the whole thing. And after talking to this customer, we learned that the accuser had an axe to grind with our team member and called her names and said ugly things to her. Not the other way around. Unfortunately, we failed to give her the benefit of the doubt when we launched into our accusation which of course caused unnecessary tension.

In the “heat of battle” aka/confrontational situations – it’s easy to sympathize with the party that is upset. Perhaps our team has had the type of issues in the past that are being presented in the current situation. We instinctively may have a tendency to jump to erroneous conclusions and even worse, act upon them. The fallout from this approach can be devastating. Our team member felt that we weren’t supporting her and the feelings of trust she had for us were broken. Other team members learned of the incident and the trust with them was damaged as well. Ultimately the team member involved quit – all because this matter was so incredibly mishandled.

Maybe this has never happened to you. I truly hope that is the case. I’ve seen it occur in my own organization and I’ve even been the “accuser” in a bit of a milder way, but nonetheless I didn’t do my homework first. I’ve resolved to listen carefully to information that is being provided by the complainant and ask questions sufficient to fully understand this person’s point of view. I also try to glean as many facts as possible. Often there’s a lot of emotion involved, and the “diaper” gets really dirty very fast. It’s critical to be adequately sympathetic without taking sides and try to focus on the facts. Then, rather than taking the “dirty diaper” and “throwing it off the cliff,” I try to factually determine the other side of the situation without accusation or condemnation.

There will be times when the facts presented by the two parties are vastly different. Let’s assume for a moment that there are no witnesses and there’s just no way to corroborate either version of the encounter. We have to be very careful passing judgment in such situations and determining that one party is right and the other is wrong. Instead, we offer our counsel with the intent to coach our team member, and we do what we can to placate the party who is aggrieved. In a sense, we need to operate as would a judge or jury. If the evidence is insufficient, it’s pretty hard to render a clear decision. Should a pattern develop with our team member where we learn of similar issues occurring on an ongoing basis, we may need to take stronger action based upon such a pattern.

Strong teams are built on trust. We must protect this trust by handling contentious issues in a calm and measured fashion; gathering evidence and resisting the inclination to jump to conclusions.

Just Say No to Consensus

Posted on November 25, 2018 by anentrepreneurswords

Here’s a common scenario that is played out every day in conference rooms across the country. Devin is an entrepreneur who has assembled an executive team that consists of the COO, CFO, CTO, VP of Sales and Marketing, and VP of Product Development. The group meets weekly and the discussions are relatively polite and collegial. Devin works hard to avoid conflict and encourages the group to reach a consensus for decisions that need to be made. He believes that this approach has helped build a strong and positive culture for his organization. Unfortunately Devin is totally wrong!

There is a time and a place for consensus building, but it’s not right in Devin’s scenario. Instead, what Devin should be seeking is a healthy and robust debate where different arguments are vigorously presented. Then, once everything is on the table and all of the questions have been answered, Devin needs to make a decision. It’s up to him to decide what course of action will be taken. Too often, entrepreneurs are overly concerned about “keeping the peace” among team members. They are allergic to anything that might be perceived as “conflict.”

The problem with encouraging consensus building is that it also encourages a tendency to go along to get along. Author and management consultant Patrick Lencioni calls this “artificial harmony.” A strong organization needs a wide and diverse range of ideas to move forward. The first step is to discard the notion that conflict and disagreement are bad things. I believe that conflict and disagreement can be uplifting and beneficial – IF handled properly. For this to happen, team members must trust each other completely. This means trusting that what is said will remain confidential when required. This means trusting that no one is going to engage in personal attacks. It means trusting that backstabbing and triangulation are out of the question. It’s important to understand that establishing trust won’t happen overnight. It can take weeks or even months for full trust to develop.

Once trust has eventually been established, the leader must set the ground rules for engagement. This likely means that a protocol will be created for exchanging ideas. It likely means that all members of the team will be expected to contribute and participate. It means that debate and disagreement will be encouraged. And it means that everyone agrees to buy-in to the process.

So how does productive debate and disagreement occur? Each member of the team should present his or her arguments based in fact. The entrepreneur should allow for a free-flowing discussion but be prepared to call foul if the discussion veers off course into the area of personal conflict. Strong-willed team members should be encouraged to make an impassioned case for their positions. All team members should listen without interruption. These discussions may be intense – that’s OK as long as participants do not feel as though they are being personally attacked or their ideas denigrated. The lack of intensity during this process could be a signal that “artificial harmony” exists.

When the conversation has concluded, the entrepreneur has to step up and show real leadership. This means processing the various facts that have been presented and making a decision accordingly. Sometimes these decisions are extremely difficult – and that’s a very good thing. It means that the debate was compelling and strong arguments were made all the way around. It’s possible that the discussion will result in the need for additional information. But eventually when all of the facts are in and all of the points have been made, a final decision must be made. Ceding such a decision to a “committee” for consensus is not a display of leadership. The entrepreneur must explain the rationale behind the final decision and make certain that everyone feels that what they offered was sufficiently considered. Ultimately, everyone on the team must get on board and fully support the final decision. That doesn’t mean they have to fully agree with it – but they must be totally supportive. If a team member is not supportive, considerable damage can be done to the culture and to the process for making future decisions.

Great entrepreneurial leaders know how to foster healthy debate among team members and then make the final decision. A great team does not need to function with consensus, but does need to respect and support the final decision.

You can also listen to a weekly audio podcast of my blog. What you hear will be different than what you read in this blog. Subscribe on iTunes or wherever you get your podcasts. You can also click on this link – Click here to listen to Audio Episode 10 – Urgently Patient.

Zorro

Posted on April 5, 2015 by anentrepreneurswords

Once upon a time there was a man who rode a horse, wore a mask and brandished a rapier. He was dedicated to helping the downtrodden and fiercely protected those upon whom bad men preyed. His name was Zorro! The legend of Zorro dates back to 1919 and was a movie and television show. I have fond childhood memories of this dashing figure – he was a fictional hero to many in my generation. Why? Because he stood up for his beliefs. What do you believe in more strongly than anything else? Have you discovered how you want to express this belief? Everyone should be Zorro at least once in their life and stand up for something in which they believe.

We don’t have to be radicals to stand up for that which we believe. It’s not necessary to march in a picket line or participate in a demonstration to accomplish this. The key is finding a productive and positive way to be a modern day Zorro. We start with truly understanding ourselves and our core values. What do we really care about? Why is this important?

I submit that there are three parts to discovering and acting upon that for which we want to take a stand. The first part is fact-based. Perhaps we have strong beliefs about the U.S. Constitution. Or maybe it’s the environment, the sick or the poor. It might involve entrepreneurship, politics, animals – the list goes on. Whatever it is, we need to do extensive research to develop our position. This fact-gathering process will help shape our beliefs in an intelligent manner. And we’re more likely to persuade others to understand and respect our beliefs if we can present a thoughtful fact pattern in support.

The second part in becoming Zorro involves emotional intelligence. It’s the fire and the passion that we have when we are in the belief-zone. But it goes a step beyond and allows us to manage our passion and emotions in a constructive manner. We use our emotional intelligence to maintain quiet strength and conviction, and thus we have “emotion for” our beliefs without becoming “emotional.” When we become emotional, we risk our credibility if others perceive that we are excessive in this regard. To persuade others to support our position, we must find just the right balance between facts and emotions. If there is too much emphasis on facts, others may not see our passion and are unconvinced. If there is too much emphasis on emotion, others may discount our position in similar fashion.

The third and final part in becoming Zorro focuses on how we take action. This requires planning and starts with determining what form of action will have the greatest positive impact on the largest number of people. Obviously we must scale our action plan to fit the resources we have available – time, treasure and talent. My wife and I are passionate about educating young people to become teachers. In 1999 we created a scholarship program for high school students that want to attend our alma mater and enter the education field. Not only have we made a serious financial commitment, but we also make it a point to get to know each one of our scholarship awardees and his or her parents. We also maintain contact during their college years and even beyond.

One of the factors in determining our action plan was the fact that a teacher touches and shapes the lives of many young people. When we did the math, we realized that over a period of many years we could make a difference in the lives of thousands of young people by helping educate teachers. One hundred teachers in the classroom for 20-years with a class size of 20 will educate approximately 40,000 children. After understanding the exponential nature of the numbers, it was a no-brainer to fund our scholarship program.

We should all take the opportunity to be Zorro at least once in our lives. By crystallizing our beliefs through facts, emotion and action, we can make the world a better place.

Grrrr!

Posted on September 21, 2014 by anentrepreneurswords

I know someone who always seems to have the worst luck with personal encounters. This person relates harrowing tales of being cut off by other drivers and nearly having an accident on a daily basis. This person is regularly aggrieved by others – slights of all types and magnitude. This person is opinionated and not the least bit shy about sharing views on a wide range of subjects, often causing discomfort for others. In short, this person lives in a constant state of conflict.

Conflict can be a healthy thing if it’s properly managed. But I sure don’t want to live there. Some people dread and avoid conflict as much as others seem to constantly be embroiled in it. As entrepreneurs it’s next to impossible to completely avoid situations where conflict may arise. And trying to do so may damage our relationships if we fail to be genuine and authentic for the sake of what we perceive as “keeping the peace.” So just how should we manage conflict in a healthy manner? I have learned through experience that there are four elements to managing conflict.

First, we must never play the victim. Conflict begins when we give someone else our power by letting our feelings be hurt or believe that we are being taken advantage of in some way. These feelings bubble up and our resentment builds as we buy into this story that we are telling ourselves. It’s critical that we break this cycle before it starts thereby allowing us to avoid wallowing in and exaggerating the fiction that we have created. Of course there may be instances where someone really is trying to hurt us and take advantage of us. But if we don’t give our power away the perpetrator won’t be able to escalate the conflict.

Second, maintaining a positive attitude is critical to successfully managing conflict. After we eliminate any stray feelings of victimization we need to shift into a 100% positive frame of mind as quickly as possible. Our positive energy is vital to creating the end result that we desire. Think about it. Are we more likely to end up in a good place with negative energy or positive energy? The choice is pretty simple.

Third, we stay in “fact mode.” Let’s assume for a moment that the conflict involves an employee who has accused you of showing favoritism to another employee. The accuser is so upset that he has pleaded his case to a number of his co-workers, causing a minor uproar in the organization. You know this guy is flat wrong but you resist the temptation to feel like a victim and take offense that your integrity and leadership is being impugned. You choose to stay positive and move directly into the fact finding mode. You have a calm and non-accusatory conversation with the angry employee to find out specifically why he believes you are showing favoritism. Perhaps the facts lead you to the realization that this person misunderstood a key piece of information that led to his misperception. You are easily able to share the real facts and quickly defuse the situation.

Finally, we must know when to compromise when appropriate. It’s easy when we know we’re right to become entrenched in our position and dig in our heels. And it might be just as easy to say something like, “I’m sorry for the misunderstanding,” even if we truly aren’t at fault. I do not advocate compromising our core values or our principles. But sometimes it’s better to offer the olive branch when neither is at stake. The conflict may quickly de-escalate at that point and our leadership may be admired and respected.

Managing conflict can be a positive opportunity to build relationships. Entrepreneurs should embrace this opportunity by not playing the victim card; staying positive; pursuing the facts and compromising when it makes sense to do so.

Staying Away From the Cliff

Posted on July 13, 2014 by anentrepreneurswords

What is your reaction when you hear the word “debate?” Is this code for conflict? Entrepreneurs and humankind in general are inclined to try and persuade others to see their point of view. Unfortunately the art of debate has been stigmatized by what happens in the political arena. Political debate has degenerated into something far removed from the honorable tradition of true debate. Sometimes in our business and daily lives what is being termed as “debate” is also something much less noble.

I remember taking debate classes in school. We were taught to construct factual arguments to support our position on an issue. In college my favorite class of all time was Logic. It was fascinating to listen to the professor walk us through various arguments that were commonplace in society and show us where the logic broke down. To effectively persuade and convince others to make decisions that we want them to make, it is helpful to frame our argument in solid facts and logic. To clarify, I’m not using the term “argument” in the “argumentative” sense but rather in the context of a thesis.

Every time I read an article that might contain an element of controversy, I always think of my old college professor as I read the comments. There is often a lot of emotion on a particular subject which may result in ad hominem attacks, name calling and a loss of decorum. Usually when this happens, the offending party has already lost the debate because he/she can’t offer a logical opposing position supported by facts.

In my opinion, the components of a healthy debate include a willingness to lay out one’s position in logical and factual manner; the ability to listen to and understand a contrary position without interruption; the ability to politely use facts and logic to counter the contrary position, and at the end of the day, the willingness to have respect for the person making the contrary argument. In other words, smile and shake hands when it’s all said and done. We may or may not persuade the other person to see our point of view and vice versa, but we avoided falling off the emotional cliff.

The emotional cliff is a dangerous place to be for entrepreneurs. I would much rather persuade someone to agree with my position on something using facts and logic, than appealing to their emotions. Using emotional appeal is another term for manipulation. Business does this every day through marketing a myriad of products and services. But often the person being persuaded is left dissatisfied with the overall experience when he/she realizes the product or service may not meet his/her needs. The feeling of manipulation has a long shelf-life, whether in a marketing or sales sense, or when making decisions based upon the arguments made in debate.

Debate and persuasion that are fact and logic-based can build positive and lasting relationships. When we aspire to stay above the emotional fray we win every time in so many ways.

What to Do?

Posted on August 11, 2013 by anentrepreneurswords

Question: Lately I’ve been faced with some tough decisions. I struggle in this department. How can I make this easier?

Answer: Entrepreneurs by definition have to make a lot of hard decisions. Do we add a new product line or not? Should we raise our prices? Should we fire a client? Can we afford to buy a new piece of expensive equipment? All of these decisions are weighty for a reason. They could have adverse consequences if we’re wrong about what we decide.

Life is full of tough calls. Whether in our business or personal lives one factor that makes decisions hard is a little thing called emotion. The more we can eliminate emotion from our decision making process, the more likely we will be to turn the tough call into the right call. Without emotion we can then turn to a factual approach in this process.

Something that has worked for me over the years has been the use of a decision tree. When I have to make a complex or difficult decision I draw one or more lines down the page. At the top of each column I write a decision that I could make to address a particular situation. There might be two or three possibilities – maybe even more. From each decision I draw lines with boxes underneath. We all know that when decisions are made there are consequences. These boxes contain the consequences. By laying out all of the decisions and the various potential consequences I am able to assess the probability of outcomes and determine which yield the best result with the lowest risk. Doing this insures that emotion remains on the sideline.

Some people say, “Follow your gut instincts.” So you may ask, isn’t gut instinct an emotion? Actually gut instinct is the result of experience. There’s no such thing as pure gut instinct that isn’t based on some level of experience. And this experience can be developed by making decisions over and over utilizing facts and decision trees. Eventually you just know what to decide because you’ve done it so many times. But a strong factual foundation was laid early on.

We can all make the tough decisions with ease when we take the emotion out of the equation. By turning to an examination of the facts we are able to logically figure out what steps to take. And after we do this long and often enough, we develop strong instincts that enable us to act quickly and decisively.

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