Currently, many HR buzzwords and phrases originate from the same place: TikTok.
First we saw the rise of ‘quiet quitting’ take TikTok – and then the wider internet – by storm. And now we are seeing a new trend with over 5 million views: ‘Managing Up’.
Managing Up is when employees work out how to best manage their manager; determining their manager’s working style and then adjusting their own approach to engaging with the manager to make both their jobs easier and more productive.
There are some great benefits that could emerge from this growing trend. For one thing, this counters the outdated idea that the relationship between manager and employee is a one-way (downward!) street.
Managing Up aims to cultivate a connection that is rooted in optimized, two-way communication.
By recalibrating this traditional hierarchical model of the manager and ‘the managed’, Managing Up allows for mutual understanding and respect to be built. This results in a more dynamic relationship between colleagues that allows them to work more cohesively and productively.
The accepted wisdom is that when a company hires someone, there is a relationship to be fostered between the hiring manager and candidate. Well, Managing Up highlights that there is a relationship to be fostered in the other direction as well.
If staff know the best ways of engaging with their managers, this will create a culture of openness where managers become more approachable regarding concerns that may not have initially been brought to their attention. This gives managers the ability to address issues that, traditionally, would not have been ‘on their radar’ which, in turn, will help create a higher-performing team.
However, a potential barrier to Managing Up taking root in an organization is team members not being able to successfully identify their manager’s working style. If they assume they know it and run with these false assumptions, what should be a respectful exchange can quickly break down.
This is where a psychometric profiling would be a great investment. OrgShakers’ technology partner SurePeople offer the robust and affordable online psychometric tools organizations need to create detailed profiles of managers and their teams along with practical advice on how those individuals can work together to optimize relationships, build trust – and accelerate performance.
In short, to deliver the promise of Managing Up.
If you would like to discuss how embedding online psychometric tools into your business can boost individual and team performance, please get in touch with us via our contact page.
July is Global Enterprise Agility Month. July is also – more importantly – the month that the Barbie movie comes out in cinemas around the world.
Now, these two things may not seem like they have a lot in common, but walk with me a minute. Before Barbie was brought to life by Margot Robbie, she was one of the most popular toys on the market, spanning all the way back to 1959 when the first doll was launched by Mattel. Since then, she has become the embodiment of agility – in 1961, Barbie was an air stewardess, a ballerina, and a nurse. Since then, she has had over 200 different careers in her lifetime.
But Barbie’s impressive CV doesn’t just highlight the need to be able to adapt to change, but rather to push even further and become proactive instead of reactive. Barbie became an astronaut years before man had even walked on the moon, she became a CEO in the 1980s and President in the 1990s – the first female President the United States has seen thus far. She isn’t just a symbol of agility, she is a symbol of dreaming bigger, and this ethos is one that all employers need to consider adopting.
However, building your company into a Dreamhouse doesn’t just happen overnight. Simply wishing to become agile is not enough, and if businesses want to embody Barbie, they need to be approaching agility from three different angles:
There is no set way to become an agile company, but even this is a lot like Barbie herself. There is no set way for what she does, who she is, or how she looks – it’s all about the context she finds herself in.
If you would like to discuss strategies to help make your company more adaptable and agile to future trends, please get in touch with us!
Hybrid and remote work have been the talk of the town the last few years. This highly successful alternative work style is a fantastic demonstration of corporate perseverance, resilience, and adaptability.
And yet, while many businesses have been operating like this since 2020, a recent study from Microsoft found 85% of leaders said the shift to hybrid work has made it hard to be confident that employees are being productive. Even though 87% of workers report performing better at home, only 12% of employers have full confidence their team is being productive.
Subsequently dubbed ‘productivity paranoia’, it’s clear a large proportion of leaders may be struggling (even though employee satisfaction for hybrid work is extremely high, and from an economic perspective businesses have become arguably more profitable).
Why are some employers plagued by this paranoia, and how can they begin to mitigate their concerns?
It's not uncommon for managers to encounter paranoia in one form or another during their career. Important to note is that while hybrid and remote work has proven effective, the way it came to be was not traditional. Companies felt pressured to adopt this way of life due to COVID-19. When change feels forced it can be much more difficult to work through any accompanying negative feelings. For example, a person’s supervisory routine might be intensely disrupted, and suddenly they must learn what it means to supervise a group of people who are no longer physically around them.
It can be challenging to modify engrained work habits, especially when the need to address them comes as an urgent surprise. In addition, the concept of presenteeism has been rooted in corporate culture for decades, which makes it a hard habit to change even though we now know it is inherently flawed: being able to physically see someone does not guarantee they are more productive than when they can’t be seen.
For leaders who are experiencing productivity concerns related to hybrid or remote work options, it may be time to step back, dig deep, and honestly explore what truly disturbs them about this situation. The answer could reveal a lack of trust in the team, reluctance to embrace change, or singular focus on the performance of one team member.
To help identify the root cause of why a leader or manager might push back on hybrid or remote work solutions, HR professionals can suggest they complete a Johari Window, or an Immunity Map Worksheet. These steps can help managers focus their thoughts and address specific concerns.
It is also key for HR to determine whether this is a potential coaching or organizational culture matter. For example, managers may develop productivity paranoia based on the inequitable nature of remote work within a company. Companies frequently have a variety of positions, some of which are able to work remotely and others that cannot. This may lead to divisiveness in the workplace and a manager may be resistant not because of the remote work itself, but rather the rising contention and its echoing effects on the harmony of the company.
HR plays a key role in helping employers manage productivity paranoia. Whether it be from a leader optimization or a culture cohesion perspective, we are integral to helping leaders unlock the people power in their organizations.
To discuss how OrgShakers can help you do this, please get in touch with me at email@example.com
The Chief Financial Officer (CFO) plays a pivotal role for their organization – they are typically seen as the second most important person in a company, and oftentimes find themselves having to juggle enterprise transformational dynamics, lead functional business partner teams, as well as pursue their own personal goals.
The problem that many companies end up facing, however, is that when they hire or internally promote a leader to CFO, there is an expectation that this person will already know how to do everything that is required of them. However, in reality, while their technical knowledge is no doubt there, having the skills to actually be a strategic transformational executive do not just appear overnight.
My consulting research has found that the average tenure of a CFO is only 4.4 years, which is alarmingly low. And a reason for this is because over 60% of CFOs are first-timers, with nearly two-thirds of those being internally promoted. What this suggests is that a lot of those entering into a strategic CFO role are doing so for the first time, and with limited day-to-day thought partnering. In order to ensure their success and foster the organization’s strategic objectives, companies need to be investing in them from the offset and continuously.
Organizations need to create formal support strategies that are aimed at professionally developing their CFOs. By having structured support for those first-timers, the overwhelm and eventual plight of becoming a strategic CFO will be mitigated significantly. This will make the executive better at their job in a faster manner, and increase the likelihood of retention in the future.
The fact is, gaining an in-depth understanding of the company’s priorities, its investors, external stakeholders, fellow senior leaders, and their team – as well as proactively building relationships with all these parties – can be a lot for someone who hasn’t before navigated the complexities of the CFO experience. Employers need to let go of this predisposition that being promoted to an executive automatically means someone knows how to be a successful strategic CFO– there is a gap between the two, and the way of bridging this gap is specialized advisory support.
And this doesn’t just mean generalized support on leadership skills, but rather specified advisory being provided by someone who understands the intricacies of a CFO role. Someone who has a grasp of the dynamics and challenges that will be faced on a day-to-day basis.
Finding the perfect CFO for your company is an important decision, so when you do find that person, be sure to take the time to invest in them to ensure the success of them and of your business. This will lead to a stronger leadership team with a confident and successful CFO who will go on to do great things – companies just need to be creating that foundation for them to build on.
If you would like to discuss the CFO Success advisory support services we can offer for your CFO, please get in contact with me at firstname.lastname@example.org
Leaders play a pivotal role in any organization, and can be the difference between a company that thrives and a company that falters.
It is worrying to see that 43% of workers have left a job at some point in their career because of their manager. And more than half of workers (53%) who are currently considering leaving their jobs said they were looking to change roles because of their manager.
Are managers also leaders, you may ask? While there are distinct differences between leadership and management, managers who are also effective leaders have a significant advantage when it comes to engaging and retaining employees.
So, what does a leader that employees want to work for actually look like? Consider:
There is no such thing as ‘perfect’, as perfect can look different to everyone. When it comes to being the best leader you can be, however, there are proven power skills, hard skills and characteristics that can help you become a leader your team will want to stay with. If you would like to discuss how OrgShakers can help coach you to become this leader, please get in touch with me at email@example.com
If you have ever worked with Maister, Green & Galford’s Trust Equation, you’ll know that perceived self-orientation (i.e. someone who comes across as focused on their own agenda) is the quickest way to undermine a relationship of trust.
Generally, we have come to associate the word ‘ego’ with this idea of being self-centered, but actually, an ego is not always as bad as its initial connotations. While leaders being egotistical can lead to retention problems (especially with more than two in five employees having left a job because of a bad manager), they can also be a force for good. However, it is important to get the balance right – leaders need to develop and utilize a ‘healthy ego’ in order to optimize their leadership abilities.
So, what does a ‘healthy ego’ look like?
Well, one way to think about this is by considering the airplane safety briefing. When the cabin crew are doing the safety demonstration just before take-off, they remind everyone that in the event of needing oxygen masks, it is imperative that you put your own mask on first before attending to those of children or others around you. This is a great analogy for a healthy ego!
The fact is, nothing is going to unsettle an organization more than employees lacking faith in their leader. Staff want to know that their higher-ups know what they are doing, are good at what they do, and have confidence in the future of the company. There is some level of ego that every leader must have in order to believe that they are the right person for the job and have the ability to make the hard decisions and delegate where need be.
I believe the key to balancing this out and making this ego healthy is inclusivity – even though a leader benefits from being confident and having credible experience, they need to also have a growth mindset and be willing to listen and incorporate other opinions and use this when making a decision.
As well as this, if a leader is making their intentions clear by being transparent and communicative with their teams, then they do not risk this display of ‘ego’ being misconstrued as vanity or self-orientation.
If you would like to discuss how to find that perfect balance to create healthy egos in leaders, please get in touch with me at firstname.lastname@example.org
When an employee passes away, it is difficult to know what to do and how to respond – especially as an employer. It is important, however, that leaders approach the bereavement as compassionately and as empathetically as possible, as failing to do so can have a noticeable and long-lasting impact on the workforce.
There are three main areas that employers need to address if a staff member dies, and these will allow the organization to offer its support and condolences, while also dealing with the legal and administrative implications.
Upon hearing the news, employers should reach out to the family of the employee and offer their sympathy, as well as ask if there is anything they can do to help. After this initial contact, a more formal set of condolences can be sent – potentially in the form of flowers, or a book of condolences from the team.
It may also be appropriate to ask the family about the best way to commemorate their loved one at work – this will help highlight how valued they were as a team member and that the family is in the employer’s thoughts. Additionally, if the family agree, colleagues may wish to attend the funeral to pay their respects and have some closure.
It is also important to ensure that the family are aware of who and how to get in contact with the company in regard to the legalities of a sudden termination of employment due to these circumstances (such as pay, pension, life insurance).
It is very likely that some employees are going to be hit hard by the loss of a colleague, especially those who were particularly close to the deceased. It may be appropriate to consider offering compassionate leave to those greatly affected, as well as either directing them to in-house support services (such as Employee Assistance Programs) or external services such as Mind or the Good Grief Trust.
Be mindful that employees may grieve differently. If employers notice a dip in productivity or a change in the quality of an individual’s output, they should consider having a one-on-one meeting to see what they can do to help. From an inclusion perspective, religious and cultural beliefs can also influence how someone grieves, so this has to be taken into account (for instance, if someone requires a space to pray).
From an organizational perspective, it is important for employers to ensure that they are taking the necessary and correct legal and administrative steps after the loss of an employee. While it can seem harsh, it is important that employers formally terminate the contract of the deceased staff member. This will be marked down as their ‘leaving date’ from a payroll perspective, and they should be paid the remainder of their salary for the month, as well as any accrued holiday pay.
Employers must also contact pension providers and notify their revenue service of the employee’s passing, as well as pass on the appropriate information about life insurance benefits the employee may have been receiving to their next of kin.
Dealing with the death of a co-worker is difficult and can have reverberating effects on colleagues and the wider organization. HR plays a vital role in helping to respond to, manage, and mitigate these effects, and so if you would like to discuss how we can help assist you in consolidating policies around this topic, please get in touch with us.
Coaching is a fantastic way to draw the potential out of leaders. It helps improve confidence, productivity, and is a sustainable form of development, as what is learned is taken and applied independently afterwards. And this is a proven fact – on average, an individual increases their productivity by 86% when training is combined with coaching, compared to only 22% with training alone. But in order for coaching to be effective, the context of who is being coached, and when, must align with what coaching has to offer in order to actually reap a significant return on investment (ROI). Coaching works well alongside training when it supports the embedding of new skill sets which have been the subject of the skill building. More often, however, coaching at this level is focused on shifting a mindset. In that situation employers must first be able to identify if the leader’s needs are, indeed, coachable.
Coaching requires you to explore, support and challenge a leader’s thinking in order to help realign their perspective. However, an executive can only be coached to think and operate differently if they are open to doing so. Coaching isn’t designed to change people fundamentally, it acts as a way of unlocking unrealized potential – this new approach was always an option, it just needed to be teased out in a methodical way.
How can you tell if this is the case?
The individual should have exhibited a desire to be coached in some way, and previously displayed behavior of wanting to learn, as well as change in response to feedback. Coaching can be an intimate experience and can sometimes feel judgmental, when in reality it is designed to push the coachee so that they gain a sustainable form of development. If a leader has previously shown the want to improve and strengthen their abilities, then this person will be a perfect fit for executive coaching and will likely benefit greatly from it.
Also, timing matters! Coaching is extremely effective when a leader is at a learning inflection point. This can take shape in many different ways, but will typically be a moment of realization, a challenge they are facing, or noticeable dissonance. These all act as coaching catalysts, as they spark the focus needed for coaching to be successful. Once this inflection point has been identified, the coach can then help the leader map out the goals of their sessions and pave a clear path to meet them.
Executive coaching is rising in popularity – in 2022, it was estimated that the global executive coaching market was valued at $9.3 billion – which is almost a $1 billion increase from the previous year. This is because the satisfaction rate for coaching is near to 100%, but to ensure that it remains that way, employers must be able to identify the correct context for successful and meaningful coaching to take place. This ensures that money is not being wasted, but instead converted into a high ROI.
If you would like to seek out coaching at a leadership level or are interested in being coached yourself, please get in touch with me at email@example.com
Positive workplace ‘banter’ is a good thing.
Having a cohesive workforce and a strong workplace culture is something that all employers strive for. And friendly relationships in the workplace increase productivity, as employees are more committed, communicate better, and encourage each other. Banter can play a pivotal role in cementing these relationships.
There is, however, a fine line between ‘playful’ banter and what might be considered bullying and harassment.
Recent research found that a third (32%) of UK workers have experienced bullying masked as ‘banter’, while it is estimated that about 30% of the American workforce (which equates to roughly 48.6 million workers) feel bullied at work. And the number of employment tribunal claims citing allegations of bullying increased by 44% in 2022, which was a record high.
To mitigate the risk of this happening, regularly updated management training is essential.
The current workforce has the largest ever mix of generations working together, which means that lot of workplace banter risks being ‘lost in translation’ due to the fact that the boundaries of acceptability and what is tolerated have shifted so much across the decades. Consequently, what one person may intend as a joke, another may perceive quite differently.
Having managers who have been trained to understand what is acceptable means that they can diffuse these situations and act accordingly if someone feels that banter is going too far. But this training needs to be regularly updated as boundaries of acceptability are constantly shifting.
It is also vital that managers appreciate that cyberbullying is becoming much more common at work– especially with the rise of remote and hybrid working models.
Passive aggressive emails, pestering messages, and group chat banter can all result in employees feeling they are being put down, so it is just as important to establish positive online working policies in an evolving working world.
Finding the balance of banter at work can be difficult – but it is important to embed a culture of acceptance and inclusivity to avoid playful exchanges tipping over into bullying and harassment.
To discuss creating a positive and inclusive workplace culture in more detail, please get in touch with us.
Today’s economic and social climate plays a big role in perpetuating stress in the workplace. Executives who know how to leverage personal pressure while effectively managing stressed employees possess a vital skillset, particularly in a cost-of-living or organizational identity crisis.
For example, leaders who successfully practice healthy personal habits and foster wellbeing in their organization’s workforce hold a significant competitive advantage. Knowing how to manage their own feelings of stress can also increase an executive’s longevity in the demanding world of c-suite leadership.
The above global report recently found 41% of senior leaders were stressed, and 69% of executives were thinking about quitting because of their wellbeing. Therefore, effective stress management can be key for reducing executive turnover. And in the same breath, stress management in the C-suite will have a trickle-down effect on their company. The idea of ‘follow the leader’ rings true in today’s world of work – if the C-suite is experiencing burnout from stress overload, how can they also effectively mitigate the stress levels of those who work with and for them?
This article focuses on three of the actions C-suite leaders can take to leverage the tensions inherent in their roles as organizational leaders. For information around mitigation of stress in the workforce, check out our article here.
Savvy executives start by recognizing the difference between feeling stress and feeling pressure. A certain level of pressure and expectation is inherent in any executive role. This tension is often motivating and a beneficial by-product of personal and organizational success (e.g., company growth). When working in a high-stakes position, however, stress can easily mask itself as ‘just part of the job’, when this isn’t the case. By correctly identifying stress versus pressure, senior leaders can take advantage of tension-ridden scenarios through innovation, perseverance, and focus. They can rally flagging troops to achieve objectives and recharge themselves by accomplishing challenging goals or navigating rough waters. Conversely, failing to identify personal stress can result in questionable decisions, divisive behavior, and decreasing productivity and morale. Choosing the most effective path forward begins with correct identification of stress vs. pressure.
Stress management has been heavily researched, and a myriad of resources, training, techniques, and approaches exist, and this is because stress is known to have negative effects on the body and the mind. Chances are, most C-suite executives have studied and built their stress management skills over the course of their career. Executives can be experts in ways to mitigate stress in their organization while failing to prioritize their personal physical and mental health management. One study found CEOs work an average of 79% of all weekend days, 70% of their vacation days, and 62.5 hours per week. Knowing how to best mitigate stress helps lessen negative influence, but only if stress management is a scheduled, prioritized, and practiced part of an executive’s daily routine.
Successful executives schedule their health into their lives just as they would schedule shareholder meetings. Allocating specific time in the day to exercise, eat, and reflect is essential. There is no one set thing executives should do in the time they block out for themselves. Rather, it’s important to take that time and do something restful, rejuvenating, or just plain fun. Executives need balance as much as employees do, so establishing a clear work-life balance is instrumental to managing stress and mental health.
It is also important to remember that executives are role models – their behavior has a direct effect on the culture and tone of the company they oversee. If they are trying to promote values of mental and physical wellbeing while choosing not to comply themselves, their team will likely feel less comfortable asking for support or assistance when it is needed. The classic example? Coming to work when sick, but then encouraging staff to take the day off if they are unwell. This type of mixed message has a trickle-down effect on the organization and can elevate workforce stress levels.
While these actions may feel simple or obvious, getting started may not be easy. One path to greater personal and organizational wellbeing is through executive coaching.
Another is bringing a consultant on board to help identify effective health and welfare strategies. Taking action to intentionally manage stress and pressure can result in a domino-effect of improved productivity, organizational culture evolution, and improved attraction and retention rates.
Knowing how to manage stress at an executive level in a healthy manner can cascade down the hierarchy of your business and foster a healthy, happy, and productive workforce. To get in touch to discuss coaching for stress or implementing health and wellbeing strategies, please connect with me at firstname.lastname@example.org
This time of year, there are the usual surveys and articles about merit increases and executive pay increases.
For example, I saw a recent private company survey that said that more than 46% of organizations in the US plan to provide a more than 6% increase to the merit pool. Similarly, I have seen many articles commenting on the ‘astounding’ increases in executive pay.
However, you must be very wary of year over year comparisons, especially after a multi-year period where companies all took differing approaches to weathering the COVID hurricane. Because, as usual, there is no context given.
What is not said is: how many of the companies responding gave no increases during the pandemic; how many of those execs took significant pay cuts and no bonus during the pandemic; how many of those have just been restored to their pre-pandemic pay; how much of the pay ‘increase’ is really just due to rebounding stock value.
The practical reality is that there are several national surveys that have reached a general consensus on the merit pool increases being offered for 2023 – most have agreed this will be generally in the 4% range. While this materially lags the costs of living increases that employees have been experiencing, it is a focus on cost of labor, which is expected to increase by the 4% (it should be noted that merit pools have been at or above 3% for the last 4+ years despite inflation for several of those years being at 1% or less).
So when it comes to determining executive pay, we suggest you ignore the noise and focus on fundamentals. Are your salaries reasonable given the competitive market and the scope and complexity of your business? Is the bonus target and leverage appropriate? Are the metrics true drivers of value creation for stakeholders? Do your long-term incentives adequately align management with shareholders? Quality begins with these fundamentals, and if you can answer these questions in the affirmative, you do not need to pay attention to the media din around compensation.
But, if you find that you need assistance in answering these, then this is where we can help. With a range of long-term expertise in compensation strategy and pay philosophy, OrgShakers are able to help your company navigate the reality of executive pay increases so that it is a true reflection of the current economic context. To get in touch, either head over to our contact page or email me directly at email@example.com
Chris Rainey’s latest HR Leaders podcasts featured Stephanie Murphy (People Analytics Leader at Dell Technologies), and together they discussed the topic of accountable leaders through the use of diversity, equity and inclusion (DEI) data.
In response to being asked some of the biggest challenges she is solving with DEI analytics, Stephanie answered, “I think the biggest thing has been accountability…it’s about making sure that if you bring people in they’re going to stay in.”
She goes on to outline how in the context of Dell, they added a separate category into their annual survey to be able to measure inclusivity in different teams, and then set up a system which would flag potential causes for concern if leaders scored below a certain point.
This completely aligned with our thinking and prompted us to consider the importance that accountability plays in the DEI space, and how holding oneself accountable can sometimes be a daunting thing, but inevitably is a strategic imperative.
In terms of leaders and line-managers, understanding the importance that their roles play in driving DEI throughout the company and holding themselves accountable for that can be the difference between a successful and non-successful business dynamic. There has to be zero tolerance for ignorance on DEI and the spotlight has to shine on awareness, education and training where the necessary leadership skills are weak or nonexistent entirely.
We turned our attention to a global report published by Lee Hecht Harrison which found that despite 72% of business leaders and HR professionals recognizing that leadership accountability is a critical business issue, only 31% are satisfied with the level of accountability they see from leaders in their organization.
There can be a number of reasons for this accountability gap, and one that we have noticed on numerous occasions both in the US and the UK is the fact that the DEI space is continuously expanding its parameters to include much more than it originally did a few decades ago.
While it is fantastic that more multidimensional diversity attributes are being addressed in DEI strategies, this does pose the potential risk of diversity efforts being diluted if organizations do not take into consideration the research conducted by Bailey Jackson, who was one of the first to identify that some differences matter more than others. Specifically, she found that the diversity attributes that make the biggest difference are ethnicity, gender, marital status (and children), race, sexual orientation, language, physical ability, socioeconomic status, religion and mental ability. From this perspective, it can be challenging to identify accountability when the scope of DEI feels like it is still being determined.
Another reason for this gap could be the fact that DEI can sometimes feel like a difficult / sensitive topic to discuss as a leader – especially if this leader is white and male. There is a tendency to stray away from uncomfortable conversations, as well as avoid topics that they may not have a deep understanding of and/or insights into. This can lead to avoidance of accountability, which can have a negative snowballing effect on the company culture as it perpetuates values that do not align with the organization.
This is why accountability is so important when it comes to DEI, and why Stephanie’s data-driven method of measuring this has been so successful for Dell. Executives must ensure they are being very clear with leaders and managers about their DEI responsibilities, and then find the best way of tracking and enforcing these practices for their company.
What we can conclude, therefore, is that there is no one-size-fits-all approach for cataloguing this, but we need to ensure as leaders we step up and hold ourselves and others accountable for acquiring, practicing and improving the grasp of new DEI competencies. By doing so, we can begin to perpetuate a culture of belonging at work and see true inclusion in action – one study even found that having a strong sense of belonging at a job was linked to a 56% increase in productivity, a 50% drop in turnover, and a 75% reduction in sick days.
At OrgShakers, we have a vast amount of skill and experience creating global DEI strategies across different sectors, and are able to help ensure that DEI is remaining a business priority.
We know that having a diverse workforce has been proven to improve profitability, and so establishing accountability for DEI in your organization is the first step towards embedding this into the fabric of your company and reaping its rewards (from an economic and environmental, social and governance perspective).
To continue this discussion around DEI, don’t hesitate to reach out to us us through our contact page!