In this episode of RevOps Champions, Strategic Coach partner Shannon Waller shares deep insights into alignment, growth, and long-term team success. She explains why values and vision are the make-or-break factors for scaling, the difference between entrepreneurial and corporate mindsets, and how leaders can foster growth and unique ability. The conversation covers growth mindset, AI in the results economy, and her framework for self-awareness, team awareness, and business awareness.
This is essential listening for founders and RevOps professionals aiming to build aligned, self-managing teams.
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Shannon Waller | Director and Teamwork Coach of Strategic Coach
Shannon Waller is an Entrepreneurial Teamwork Specialist, Coach, Speaker, Author, and Director at Strategic Coach®, where she has helped grow the organization since 1991. She created the Strategic Coach Team Programs and has spent more than three decades helping entrepreneurs and their teams achieve greater growth, alignment, and freedom. Known for her candid, practical approach, Shannon believes honest conversations are the key to progress: “When you’re dealing with reality, you have power.” A pragmatist who makes the complex simple, she blends lighthearted energy with serious-minded execution to help leaders build high-performing teams. Shannon is the author of The Team Success Handbook and Multiplication by Subtraction, co-author of Unique Ability 2.0 Discovery and Superpowered, and host of the Team Success podcast. She lives in Toronto, Ontario. |
Brendon Dennewill: Welcome back to the RevOps Champions podcast. Today, my guest is Shannon Waller, an expert on entrepreneurial teamwork. Shannon has honed her unique expertise as a strategic coach since 1991. She's the creator of the Entrepreneurial Team Program, a trusted coach, speaker, author, and podcast host known for helping entrepreneurs build aligned, high-performing teams, which is why I wanted to have her on the show.
Shannon is the author of The Team Success Handbook and Multiplication by Subtraction, and co-author of Super Powered and the bestselling Unique Ability 2.0 Discovery. She hosts the Team Success Podcast and co-hosts Inside Strategic Coach with Dan Sullivan. As a Colby Certified Consultant and recipient of the Colby Professional Award, Shannon brings deep insight into how teams grow, adapt, and succeed. Shannon, thank you for joining me.
Shannon Waller: Thank you, Brendon. Thrilled to be here.
Brendon Dennewill: Shannon, what originally drew you into working so deeply with entrepreneurial teams?
Shannon Waller: I have always been passionate about people in business, since I was 18. When I went to school, I studied industrial psychology, business sociology, all of those things. I grew up in a personal development family in the 70s, the whole discovering-yourself era.
But to my mind, business was fascinating. When I met Dan Sullivan, co-founder of Strategic Coach, it really made sense. In an entrepreneurial world, there is no mediation between you and the world. You get feedback on the 15th and the 30th of every month as to whether or not what you're doing is creating any value. So it is the best learning environment to develop yourself both professionally and personally. I've always found business people interesting, but it's people in business that I find fascinating. It means I have been pursuing my passion and finding this motivating for 42 years.
I started my career working with a smaller company whose main clients were General Motors of Canada, which is basically the largest bureaucracy next to the government. Then Dan and Babs, co-founders of Strategic Coach, used to rent seminar room space from that company, and they worked with the total opposite: entrepreneurs. I noticed immediately how different those entrepreneurs were. They'd come into the workshop space, introduce themselves to strangers without a second thought, just so gregarious and alive. When Dan and Babs approached me to come work with them, it was an easy yes. That was 1991.
Brendon Dennewill: The differences between what attracts people to entrepreneurial businesses versus more bureaucratic corporate environments is really interesting, and I know you've done a lot of work in that space.
Shannon Waller: One quick thought on that. When I left university, I sent out about seven resumes. Most people send out hundreds. I was a little naive, but there were so few places I actually wanted to work. I knew I needed to end up somewhere where what I did made a difference. I can't be a cog in a machine. I need to know that what I do impacts something. That's really why I ended up at both companies I've ever worked with, both entrepreneurial, both starting off small. Strategic Coach is no longer small.
Brendon Dennewill: You're celebrating 35 years this year with Strategic Coach. That is unbelievable.
Shannon Waller: I know. Who does that anymore?
Brendon Dennewill: Well, when I think about all the entrepreneurial businesses you've had an impact on, your insights and learnings must be second to maybe only one other person.
Shannon Waller: Thank you. I hope that's true. At the same time, I'm always aware of how much more there is to learn. I know a lot and can provide insight into many things, but there are also areas where I think, I need to learn more about this. Right now I'm exploring different decision-making models and conflict resolution. I know a lot about Unique Ability, Unique Ability teamwork, and leadership. That's the current journey I'm on. There are always new things to explore and gain deeper wisdom with.
Brendon Dennewill: Before we go deeper into the teamwork piece, you've seen so many companies go through incredible growth phases. Where do you most often see alignment break down in ways that hold them back from growing and scaling?
Shannon Waller: There are a couple of different ways to answer that. Where I see alignment be really important is in a couple of things. One is culture, which really is values. If people are not aligned on the values, it will fall apart really, really quickly. And then alignment on vision: where do you want to go? Who are we? Who do we want to be when we grow up? What is our impact? That needs to be revisited every three to five years, because the market changes, you change, and the longevity of people in the company changes. Staying current with the vision doesn't happen in isolation; it happens in conversation with your marketplace.
What I'm not saying is alignment on how you do things. If you have a Unique Ability team operating according to your core values, then how, whether it's this process or that process, every company is going to do it a little bit differently. As long as it's the best solution for this moment to get where you want to go, have at it. So really, it's values and vision. Those two things are the make or break. If you're aligned on them, you have a strong chance of success. If you are not, it will break. Promise.
Brendon Dennewill: That makes total sense. If you align values and vision and keep communicating them, what you're really impacting is mindset. We talk a lot about the importance of mindset in entrepreneurial businesses and how they differ from larger corporate companies. How do you help leaders and teams take the first steps toward moving into the right mindset?
Shannon Waller: Often by helping them realize that they have a mindset. We think we are the water we swim in. If we think the world is a friendly place, we operate according to that. If we think it's hostile, we operate that way. We don't consciously announce our worldview; we just act from it. So pointing it out to people is one of the things Strategic Coach is brilliant at, and something I endeavor to be good at.
When I wrote The Team Success Handbook, I was putting into book form an exercise I'd been coaching called the Entrepreneurial Attitude. I was coaching people in the team programs and some of it was sinking in about this much. I realized some people were receptive and others were just not interested. I had to call out how they were thinking and make the distinction: in an entrepreneurial environment, you need to be focused on creating value. You need to have patience and compassion. You need to not give up.
When you can present that set of mindsets to people, they'll either score themselves four or five, or they'll recognize it's not how their world works. I know people who actually slide the book across the interview table. Kelly Knight, integrator of EOS Worldwide, gives candidates the book, goes through the exercise, and says: this is what we want from you. If this is not who you are, do not join EOS Worldwide. So when you put it into language, people can be weirdly honest. They don't game it as much as you might expect. When you really speak in their words to them, they will answer honestly.
Brendon Dennewill: And it seems so simple, but it's something so many companies struggle with. You've heard thousands of examples from entrepreneurs in your coaching rooms about hires that didn't work out. One perspective you shared recently really struck me: as entrepreneurs, we're great at selling the future of our company, and when someone in an interview says, "That sounds great," we say, "Come on board," without actually verifying they can do what's needed to be successful.
Shannon Waller: Exactly. We were talking about why entrepreneurs should not be in the first or second or maybe even third interview. They should come in at the very end, after candidates have jumped through all the hoops. We are just too good at selling. I've actually been strategically removed from first interviews, and it was the right call.
Here's the thing: we assume everyone gets why entrepreneurship is so fabulous. But other people don't necessarily have that experience or that mindset. The biggest difference, and I think I've covered this on Team Success, is that when we hire from a corporate environment, the language of business is the same but the meaning is different. Corporate hires come at it from a top-down place, not a marketplace-bottom-up or team-bottom-up perspective. And they will impose their structures.
Sometimes for a growing entrepreneurial company, that extra structure looks appealing. You think, great, they're going to bring in a process. What you don't realize is it's not coming from the right place. It's not coming from understanding the goals, the dangers, the opportunities, and the strengths of your marketplace or team. So it doesn't land.
We've hired four people from corporate environments. Three of them years ago didn't last more than a year. One lasted a year and a half. And just recently I finally realized one person was so corporate, and she started converting others in the company to that way of thinking. It got worse and worse. So please: it's better to take people and grow them, or be super clear on your standards and values and be rigorous, even a little ruthless if you have to be. One person can mess things up really, really big.
Brendon Dennewill: And of course, it's very seldom their fault, because that's how they were educated and trained throughout their careers. In a corporate environment, you're measured on time and effort. Whereas in an entrepreneurial company, people are there to produce results. If you bring someone in who's convinced it's about time and effort rather than outcomes, that's a significant disconnect.
Shannon Waller: That's terrible. And if they're in a leadership position, they'll get other people doing that too. You've just lost your edge.
Brendon Dennewill: Because the people they influence can relate. At school and in previous jobs, that approach seemed right, but it's not the entrepreneurial way.
Shannon Waller: You have to recognize the reward structure in a corporate environment. You're climbing a ladder. It's about looking good to your superiors. It's about minimizing risk. If you have a big new idea, you get one shot with the board. That's not how it works in an entrepreneurial company. We're a Skunk Works operation. We try stuff, we test, we experiment. Babs explained this to me early in my career. She said, "We don't do things that way. We test, we iterate, we experiment. What's the smallest, fastest, cheapest thing we can do? Test it in the marketplace and keep going." That's how we tested the team programs 30 years ago.
Value is in the eye of your market, in the eye of your client. To think any of us know better than our clients is an arrogance that is dangerous. I'm really grateful there are corporations out there; I love buying from them. But for our own companies, you have to do a lot more testing before you're at that level.
Brendon Dennewill: As we're talking, everything comes back to the maturity curve of a business. Every business starts with an idea, then one person, then a second, third, and so on. One of the reasons Strategic Coach exists is to help leaders move through those phases. As entrepreneurs, we get stuck doing things ourselves and keep falling into that trap of "how do I do this," which is of course why Who Not How was written.
Those are all the struggles and mindset shifts we have to go through as entrepreneurs. We have to go through those shifts ourselves first as leaders before we can help the leaders around us do the same. The maturity has to evolve because the clarity needs to shift, including the clarity for the team. It really comes down to prioritizing based on what stage you're at as a business.
Shannon Waller: Exactly. If there's one number-one mindset to focus on, it's growth: for yourself and for the people in the company. As you're growing, some people will get you to stage one or stage two, but not everyone is going to summit with you. So the growth mindset is the most important. Growth versus fixed mindset, as Carol Dweck laid out brilliantly in Mindset, which people are probably familiar with.
When you have a growth mindset, it supports all the others. It's about asking what can I grow, and what can I shed? That willingness to grow and to let go of older versions of yourself is what you want from your owners, founders, and leaders, and also from your team. That's who's going to stick with you for 35 years. There are others who stop, and that's okay too. Just recognize it and make sure they have a graceful off-ramp, which is why I wrote Multiplication by Subtraction.
Some people who were right-fit at the beginning aren't right-fit anymore, and that's okay. You can still care about them. They're still good people. They may even outgrow you, or they're going in a different direction. But if you want to boil the mindset piece down to one, it would be growth. That's why you're in Strategic Coach. That's the number-one thing to focus on.
Brendon Dennewill: So Shannon, the growth mindset: how do you design systems that support growth without becoming burdensome?
Shannon Waller: I'm smiling a little at the word "systems," because I'm a two in follow-through in Colby. I think of it more as designing tools, concepts, and structures. And it actually goes back to something you just said: people don't grow without reflecting. Otherwise, you're just repeating the same experience over and over again. You've met people who've had 20 years in a career and really just had one year's experience repeated 20 times.
Cy Wakeman articulates this brilliantly. She wrote No Ego: Reality-Based Rules for the Workplace, among other things, highly recommended. One of the things she talks about is that you do not learn without reflecting. At Strategic Coach, we reflect back on your progress, on what you've learned. We never have people wallow in difficulties; that's not useful. But what value can you extract? What will you do more of, less of, or differently next time?
What I do, especially in my ongoing Team Leader Program, is have people come back every quarter. Learning and change is not a one-shot event. It happens over time. That's why the workshops you attend are also quarterly. You put yourself in a room with other entrepreneurs or other leaders, reflect on your experience, and figure out how you want to move forward.
The other way I contribute is helping people simplify their complexity. I think that's what all people who create real value do: something that's super complex for others, you know the path through. I've collected many tools and strategies to help people move themselves and their businesses ahead, and the quarterly workshop structure gives me a focus and a time to bring all of those to bear.
When I'm working with individual companies, I design a structure where I meet with them every two to three months. I have a new client in Dubai. I'm working with them every two months to teach them the business tools their entrepreneur is learning in Strategic Coach, so they can not only keep pace but run alongside, and maybe even get ahead of, their entrepreneur. It's no longer him tossing crazy ideas over his shoulder while they scramble to catch them.
After 30 years of coaching teams, I've landed on what I think is the system that makes sense. It centers on three areas. The first is self-awareness. Know thyself is super important to me. I trust people to the degree that I think they know themselves. Some people know themselves really well; some people have no clue. If you have no clue about yourself, I don't either.
Then there's team awareness. It is not automatic that just because you know how you operate, you'll extend that same grace to others. Hopefully you get curious. How do people work together? What motivates them? What is their motivational imprint? How do they naturally strive? Where in a process do they like to play? Working Genius is a profile I'm very fond of and certified in. It describes what brings you joy and what frustrates you.
Your listeners can access tools at yourteamsuccess.com, including the Communication Builder, which helps clarify the best way to give and receive information. Knowing yourself is one thing, but it's you in relation to others where things get interesting.
Finally, if you're going to be a good leader, and frankly a good team member, you need to be business aware. What are the core values of the company? What is the vision? What are the key metrics? You can't just say, "I know myself so well," and leave it there. Do you know how other people operate? Do you know how to use your talents to best serve the business and your clients? When you focus on those three things, you can plug and play all your concepts, tools, and profiles into those three buckets. That's the model I've been working with lately.
Brendon Dennewill: I really like that. It speaks directly to my personal journey and why I joined Strategic Coach. The year I joined, my annual theme was "Know Thyself." There was nothing strategic about it; I just felt I needed to be genuinely self-aware before I could help my team and provide value to the business. The way you're framing this makes a lot of sense.
Shannon Waller: Thank you. I think it was kind of there all along; I just uncovered it. A little like how Patrick Lencioni talks about Working Genius. He said, "I didn't create it. I uncovered it." It was already there.
Brendon Dennewill: Yes, after 20 years of working with clients, he finally recognized what made some successful and why others struggled.
Shannon Waller: And himself too. As founder of The Table Group, everyone looked to him to galvanize, but his geniuses are invention and discernment.
Brendon Dennewill: I was in Vistage when he launched Working Genius, so I had a front row seat. I remember him presenting to the entire Vistage community and sharing how The Table Group didn't have a W on their leadership team, and how many of their clients were also missing Wonder. If you don't have the genius of Wonder on a leadership team, there's nobody pushing and asking what's next.
Shannon Waller: Very true. And I think it's lacking in a lot of leadership teams, actually.
Brendon Dennewill: Right. Which is interesting if you're running a franchise system. One of the innate attractions for franchisees is buying a system that already works. All they have to do is run it. You don't necessarily need a W to operate a franchise.
Shannon Waller: You may not want one. They might mess things up.
Brendon Dennewill: But the people who created the franchise in the first place probably had some W in there.
Shannon Waller: It's interesting. I thought Dan Sullivan would surely have Wonder. He does not. He's invention and discernment, like Lencioni. But I realized Dan has a brilliant way of figuring out what's needed through what we call the R Factor Question: if you and I were meeting three years from today, looking back over those three years, what has to have happened for you to feel really happy with your progress, both personally and professionally? That's a future-based question that belongs to the person answering it. We then flesh it out: what are you worried about, what are you excited about, what are you confident about? That paints a whole picture, and then my invention kicks right in.
So Dan gets his inspiration from someone else's bigger future, from what they're wondering about. There are ways of sourcing Wonder through great questions, even if you don't have it naturally installed.
Dan has also been talking about visionaries, project managers, and process managers. Then one day in a workshop, it popped into my head: make it up, make it real, make it recur. That maps to ideation, activation, and implementation. It aligns perfectly with Working Genius. Ideation is Wonder and Invention. Activation is Discernment and Galvanizing. Implementation is Enablement and Tenacity. And by the way, it took me way too long to realize the acronym spells WIDGET.
Brendon Dennewill: That's your low Fact Finder.
Shannon Waller: Exactly. This is the only teamwork tool I know that describes how every process requires every letter, and you'll have two that bring you joy, two you're confident about, and two that frankly frustrate the you-know-what out of you.
Brendon Dennewill: Which aligns perfectly with how you think about Unique Ability too.
Shannon Waller: Totally. It's so fun when you have a tool from a completely different organization that is so aligned. I had to get certified in that one too.
Brendon Dennewill: We use it all the time. It's a quick, global look at a situation or a person and how they fit into a team. And if you think about everything you've described, through the lens of people who make it up, make it real, and make it recur, it brings us full circle: it takes a team. Everybody needs to understand what they're good at individually, and how they fit within a team that includes all three phases.
That's foundational to what we do. We're in the business of implementing revenue systems for franchises. A lot of people hear that and assume we're doing technology implementations. But we cannot do technology implementations if the foundation of the people isn't there first. We talk about people, process, data, and technology as the four pillars of revenue operations. But if the people piece, the leadership, clarity, vision, and values, is not stable, it's going to be very hard for our clients to get value from whatever system we build.
Shannon Waller: It's so interesting because people often want the systems to replace the people. People look unpredictable. There are people issues. And you think, can't we just have a process that handles it? Dan's definition of technology is really interesting. He calls it automated teamwork: teamwork that has been so stabilized you can now program it. However, new things happen just about every day. Technology can only repeat what's already been done. You need people to create new systems, respond to new situations, and make things recur even when the existing systems break down.
We create a book every 90 days at Strategic Coach. One of them was titled, essentially: you are not a computer. Humans are not good information processors; leave that to machines. But we are storytellers, we are creative, we are problem solvers.
When you have the right person in the right seat, they become self-managing. They don't need hand-holding or constant correction. Your job, to go back to our beginning, is to give them a really powerful direction: here's why we're here. Then you say go, and watch them do magic. The people problems can start to go away when you increase self-awareness and team awareness, because then you realize: this person is just in the wrong seat. Move them, and they'll start to shine.
Brendon Dennewill: As you're saying that, these tools have to be put in place deliberately, so that everyone understands why they exist and how they're helpful to the individual, the team, and the company as a whole. And again, the company and its leadership have to be at a certain level of maturity to prioritize that.
Shannon Waller: Very much. There's another model worth sharing. When I was first getting certified in Colby in 1995, I learned there are three parts of the mind. The first is cognitive: school, training, intelligence. Most education overrides everything else with brain-based learning. You can learn almost anything, but do you actually want to?
Then there's the affective side: feelings and preferences. Most profiles people are familiar with, CliftonStrengths, DISC, Myers-Briggs, Working Genius, PRINT, they all operate in this realm. Cathy Colby said everything starts with motivation. If you're not motivated, nothing else matters.
And then finally there's how you actually strive and take action, how your mental energy plays out. I think of it as head, heart, and hands. When someone's skill matches what they're passionate about, which matches how they naturally strive and take action, you've got a healthy, happy, productive human being. That's what I endeavor to do at the individual level and string together at the team level to make a company take off.
Brendon Dennewill: That does sound like Nirvana.
Shannon Waller: It is, and it's always a work in progress. But you can go from 50% throwing spaghetti at the wall to an 80% way of operating. The goal is to have people doing what they're excellent and unique at, not what they're merely competent at. That's not how an entrepreneurial company wins. They win by being excellent and unique. When you start playing to people's strengths, it actually doesn't have to be that hard. It does require a mindset shift, from "anyone can do anything they put their mind to" to something more crafted. But when you do, it takes far less energy to manage and far less work overall.
Shannon Waller: Our team takes initiative on things I never would have thought of. It's awesome.
Brendon Dennewill: Shannon, if you have a couple more minutes, I want to ask one more question. We started with these incredibly important people, team, and leadership foundations. Without those, businesses will flounder. And we've moved into discussing technology and what it can do to help businesses that have figured those foundations out to scale more effectively and make better, faster decisions. How do you see entrepreneurial teams evolving as technology, and now AI specifically, becomes an everyday collaborator?
Shannon Waller: I think it turns up the dial on speed. An AI-empowered human. My premise is that entrepreneurial companies, by definition, move faster. They adopt quicker. They're not mired in "we've always done it this way." We're in the results economy, and this is a model that really clarifies things for team members. The goal in the results economy is to maximize results and minimize the time and effort required. What does AI do? It minimizes the time required. I was doing research today in seconds that 20 years ago would have meant opening an encyclopedia.
The results economy is where entrepreneurial companies operate. The time and effort economy is different. I once worked as a cashier and punched a time clock. It didn't matter how fast I was. What mattered was being there during required hours, putting in the effort regardless of the quality. People who'd been there way longer and moved way slower got paid more. That's time and effort economy.
Entrepreneurial companies know the difference. You can go hard to get a big deal, put in every hour, deliver a proposal, do the presentation, complete the RFP, and still not get it. There's sometimes a tension between entrepreneurs and team members there: the team says, "We put in all the time and effort," and the entrepreneur says, "But we didn't get the result." Both perspectives are valid. But I tell team members: you do get paid every two weeks. You have the stability and security of a job. Entrepreneurs have crossed the risk line. They take their security from opportunity.
Even so, team members need to keep their eyes on the results. One of our standards is: we want things faster, easier, bigger, and better. How can you reduce the time it takes to do something? How can you take out redundant steps? If there's a better way to do it, it frees you up for more interesting work. There needs to be confidence and optimism that there is a higher and better use of your brain and creativity. In a growing entrepreneurial company, that's almost always true.
So AI is like someone just handed you a treasure chest. I'm a kid in a candy store. What can I do with Perplexity? What can I do with ChatGPT? How many bots can I make? I haven't quite wrapped my head around agents yet, but that's next. It's like when I first got my iPhone. As a long Quick Start and short Fact Finder and Follow Through, getting information and directions used to be painful. Now it's easy. Now it's fast.
Brendon Dennewill: That's a great analogy. In 2008, there was a global financial crisis, but also the iPhone and Facebook. Because of that crisis, we lost the real estate business we had started, which led to the creation of Dynamico, which I've been doing since. The iPhone, Facebook, and the fast-moving internet created a breakthrough opportunity for so many of us. The one constant is that we need to keep evolving. As technology evolves, our businesses need to evolve with it, because our customers are evolving too. We need to stay connected to them.
Shannon Waller: Exactly. That's why the growth mindset is so important, and being strategic about it. You don't want to commoditize yourself. Think about it: what can your clients not get from a large language model? What is the unique value you can provide that AI cannot replicate?
Dan has an interesting expression. He says he always keeps a smart human between himself and technology. Although watching the way he uses Perplexity, he may revisit that stance. But our clients still want coaching. Dan said coaching is to the 21st century what managing was to the 20th. I think that's spot on. Where can you coach your clients? And then how can you be supported in delivering that value using every AI tool you can get your hands on?
The team members who have invested their own time, maybe their own money, in learning AI and becoming genuinely capable with it will far outshine those who are timid about it. That gap is going to widen. Companies that are absorbing it quickly, figuring out what works and iterating fast, will outshine others. It's not haves versus have-nots. It's quick learners versus the rest. And with the speed of AI, the spread that used to take a year and a half to three years will show up in two to six months.
I want people to fail forward, fail fast, learn quickly, not get freaked out, and make it work for them. Use it to enhance your humanity, not the other way around. The opportunity is enormous for people who simply choose to see it.
Brendon Dennewill: Just momentum and forward motion solve most things. So Shannon, to wrap up: what is one practical step leaders can take this week to strengthen alignment and momentum?
Shannon Waller: Get clear on your own vision first. Where are you going? Then share it with your team. Don't keep it a secret. That would be step one.
Then, know thyself. If you haven't done your Colby profile, go do it. And if you're like me, profile the people around you too. I profiled my husband Bruce before we got married, and this summer we're celebrating 30 years. That was a good strategy.
And then, for something simple and fun that takes about five minutes: download the Communication Builder from yourteamsuccess.com. It's a simple way to surface how people strive, communicate, and recharge. Are you a morning person or an evening person? Do you prefer face-to-face conversations or written communication? What do you need when you're tired? We tend to assume other people are like us, and the Communication Builder pulls those subconscious habits into the open so you can compare notes. Those subtle differences make a massive impact on how you feel about working with someone. Five minutes, at the beginning of any new hire relationship. It will help your teamwork alignment. No question.
Brendon Dennewill: We'll put a link to the Communication Builder in the show notes.
Shannon Waller: It's yourteamsuccess.com. Just download the care package and off you go.
Brendon Dennewill: Shannon, thank you so much. I know we could probably chat for another hour, but this was incredibly valuable to me and I'm sure to everyone listening. Thanks again.
Shannon Waller: Thank you so much. What a delightful conversation.