Million Dollar Decisions – Sharran Srivatsaa

Are you a rational decision-maker? Research shows people are often distracted, which can lead to emotional and irrational choices. So, is there a way to guarantee you make smart decisions every time?

In this episode, Sharran reveals ten frameworks for making “Million Dollar Decisions.” Sharran emphasizes that while decision-making is a daily necessity, few people are taught how to do it effectively. Drawing on his experiences and lessons learned, he breaks down actionable methods to help you make smarter, faster choices that can transform your life and business.

From adopting the fighter pilot’s OODA loop to setting a “failure forecast,” Sharran provides practical techniques for mastering decisions, eliminating decision paralysis, and gaining confidence in your choices. Tune in to learn the principles that can accelerate your path to success.

“If the decision is reversible, make it as fast as possible. If the decision is irreversible, take your time.”

– Sharran Srivatsaa

Timestamps:

02:55 – The OODA Loop: Observe, Orient, Decide, Act

05:36 – Decision Preview: Visualizing decisions in advance

07:08 – What Would an Expert Do? Seeking external perspectives

08:16 – Five-Minute Data Sprint: Gathering information quickly

09:27 – The Friendly Journalist Test: Explaining your choices

10:28 – Running a Failure Forecast: Planning for setbacks

12:55 – Rock-Solid Rationale: Building a strong case for decisions

15:55 – Using Intuition as a Tool: Insights from past experiences

17:20 – Setting a timeline for decisions

19:40 – Reversible vs. irreversible decisions

20:35 – Recap: 10 decision-making frameworks

Resources:

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– Top Agent Power Pack

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– Sharran’s Partnership Program

– Grab Sharran’s 4-Week MBA for Free

Connect with Sharran:

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– YouTube

Transcript:

[00:00:00] Hey, this is Sharran Srivatsaa. Welcome back to the business school podcast. And I have a question for you. If I just put you in the cockpit of a fighter jet, would you be able to fly? If I gave you a M16, would you be able to shoot it? If I gave you all the ingredients for making lasagna, would you just be able to make it?

[00:00:15] The answer is maybe, but most of the times we are only able to do things that we are taught how to do. And the crazy part is we’re forced to make decisions every single day, but no one ever taught us how to make these decisions. In fact, We also know that not every decision has to go through the same framework and we have to use the school of hard knocks and go through painful, painful experiences to make better decisions.

[00:00:38] And this is why I named this episode Million Dollar Decisions because the faster we can make better decisions earlier in our lives, it changes the very trajectory of our lives. And I want to give you 10 quick tips. Quick ideas on ways to make better decisions. And so that you can have something in the back of your mind, a framework of sorts, where you actually get a chance to learn how to make better decisions from somebody [00:01:00] that has made a ton of mistakes and has a framework now. [00:01:03] So this is million dollar decisions, how to make better decisions in every single step of your life. And it all starts right now.

[00:01:16] One thing is for certain, just because it’s tried and true doesn’t mean it’s working right now. So the big question is this, where can you learn what is working right now? The strategies, the tactics, the psychology, and the exact how to, how to grow your business, how to blow up your personal brand and supercharge your personal growth.

[00:01:38] That is the question. And this podcast will give you the answer. My name is Sharran Srivatsaa and welcome to business school.

[00:01:51] It’s really hard to teach people how to make good decisions. You know why? Because you and I have never been really taught how to make good decisions. We’ve been taught how to do some math, [00:02:00] or we’ve been taught whether you use past perfect or past continuous, or we’ve been taught some random things. But the things that we do on autopilot are based on a set of decision making principles that we have.

[00:02:12] So for example, let’s say you came to a stop sign. You know what you need to do. You know that you need to stop at your car. For, you know, they say count one, two, three, look left, look right, and then if no one’s coming, look for pedestrians, and then go, right? So we’ve been taught the decision making thing.

[00:02:30] So no matter how tired you are, no matter whether you’re listening to music, when you stop at a stoplight, you do the same thing over and over again. But how do the most successful people make decisions? Decisions, right? And I wanted to walk you through 10 big ideas on various decision making frameworks and methodologies that you can use in your daily life.

[00:02:50] Yes, there is a framework for that. So let’s actually kick it off right now. The first one is the OODA loop. I love the OODA loop because one of my friends is a fighter pilot and he [00:03:00] taught me this concept called OODA. Observe, orient, decide, and act. O O D A. Observe, Orient, Decide, and Act. This is the decision making framework that fighter pilots use.

[00:03:12] And, if you know anything about fighter pilots, they’re very checklist driven, right? They wanna make sure that they run their SOPs right on every single thing. They do their pre flight checklist, they do their ready to launch checklist, they do their in flight checklist, they do their pre landing checklist.

[00:03:27] They’re very process driven. And that good process drives the good results and create safety. But when you have to make decisions in midair, you want to use this idea called the observe, orient, decide, act framework. And what this does is it slows down, but speeds up how you actually think. The Navy SEALs call it slow is smooth and smooth is fast, right?

[00:03:48] Which is really cool. So what does observe me? Observe means take a very quick, hard look around, see what you see, what you don’t see, and you’re just gathering data. Okay. I see this. I see that. I see this. I see that. I see this. I see that. Cool. I observe. [00:04:00] And then I orient. Cool. Hey, based on all this that I see, I see a danger here and a danger there.

[00:04:04] I see a danger here and a danger there, right? You’re not making a decision. You’re just. Observing and then you’re orienting yourself and the third, you’re going to decide, Hey, Oh my gosh, I can go through danger one, which is really small, but it’s going to take me five miles off course where I can go through danger two, which is a little bigger, but it only takes me a mile off course and I don’t have fuel.

[00:04:23] So I’m probably going to go through danger to observe, orient, decide. Now that you’ve made the decision, you relay that to the control tower and you take the action. The interesting part here is most people. They confuse the fear of the action and the fear of the decision with the observing and orienting.

[00:04:38] And if you can just separate the ideas of observing and orienting, it will help you decide and act a lot faster. So the next time you are presented with a problem, first observe saying, Huh, what’s going on here? All these things, things are going on. Awesome. Let me orient myself. Where are the dangers?

[00:04:56] Where are the positives? Where are the negatives? We don’t need to make any decisions. Let’s just [00:05:00] put the bucket, the ideas, that’s the orientation. Then he based on what I just learned, let’s decide. And then based on all that, let’s act the faster you can do this. The better it is. Companies do this too.

[00:05:09] It’s called iteration. You know, a lot of my friends in Silicon Valley, we’ll talk about the speed of the OODA loop. They’ll say, Hey, the faster a company can observe what’s going on. What they’re doing and they can orient with their consumer. They can decide on the next course of action and act, and they can rinse, repeat, rinse, repeat, rinse, repeat.

[00:05:25] The faster the OODA loop, the faster you actually iterate and the faster you get the results that you want. So that’s number one, the idea of the OODA loop that we learned from fighter pilots. Here’s number two, which is the decision preview. my, one of my mentors actually talked to me about this decision preview.

[00:05:41] And he said every morning he would wake up and he had a hard time getting out of bed and he would just wake up and hit snooze and he started doing something different. He would wake up and he would just lay in bed and he would figure out, he would visualize the most significant choice, the most significant decision that he would probably make that day.

[00:05:57] So he’s pre. [00:06:00] Running the decision through his mind. So literally he’s laying in bed and he’s like, Oh, I’ve got to go to this meeting. We’ve got to figure out this budget. Jim’s going to see this. Sally’s going to say this. I’m going to present this. They’re probably going to say this. How would I respond?

[00:06:10] Hmm. Where’s the decision going to go? I really want it to go here. So I should probably free pre frame it that way. And he’s just pre playing that reel in his head, which is really cool. Right. But he’s starting with the decision preview. He’s previewing the decision, seeing where it would go. Not just like, Oh, we’ll just go to the meeting and seeing what comes out of this.

[00:06:27] The second is start with the decision preview. So now you have a chance to preview the decision because that way when you’re in the situation, you’re not caught in the pain and the frustration and the ego of that situation itself. Literally, my mentor lays in bed. Stares at the ceiling, turns off his alarm, and he just previews the biggest decision that he has to make that day.

[00:06:46] Each one of us probably has to make a big decision that day. That could be what we choose for lunch, that could be how our budget works, that could be a big sales meeting, that could be what have you. But each of us probably has a big decision that day. [00:07:00] And that decision can be personal, that decision can be professional.

[00:07:03] It doesn’t matter what it is. But, previewing the decision is really powerful. That’s number two. Here’s number three. I really like to use this, and I call this, What would an expert do? Right? You see these bracelets that talk about WWJD, etc. It’s a really good thing because it allows you to say, Huh, I’m not going to emotionally act on this decision.

[00:07:22] What would somebody who’s an expert, who has insane experience, do instead of me? What would Right? So let’s say I was a negotiator. I’m negotiating a deal. And I would ask the question, huh, what would Chris Voss do? You know, Chris Voss, as you probably know, wrote the book Never Split the Difference. He was an FBI hostage negotiator.

[00:07:40] Well, one of the coolest educators that I’ve seen come through our space in the last, the last 10 plus years. Really love his work. But I, from what I know, Chris is one of the best negotiators out there. So I ask, huh. What would Chris Voss do now? You may not exactly know the answer of what would Chris Voss do?

[00:07:55] You could actually ask ChatGPT. You could actually go to be, go to [00:08:00] ChatGPT or AI and say, Hey, here’s my issue. What would Chris Voss say in this situation? Now, the cool part there is it allows you to get someone else’s perspective on it, who’s an expert in the field, that removes you from your subjective view on it overall.

[00:08:13] That is number three. Here’s number four. I really like this because a lot of times it’s easy to get into ultra data gathering mode. Analyticals will want to over gather data. Then realize that you spent all this time gathering data and you really didn’t do anything about it. So you set a timer for your data sprint.

[00:08:29] It’s called a five minute data sprint. So you set a timer for five minutes and you gather the whatever information that you want and get a get your handle on. That’s essential to making the decision in five minutes. So I’ll tell you how I do this. I open my computer, I split my screen up, and one half of my screen is a Google Doc as a document, and the other half of the screen is a browser or anywhere else.

[00:08:50] I’m doing some research. Right? If I turn on a timer for five minutes, and I just start googling, searching, etc. And every time I find something, I copy paste it into the Google [00:09:00] Doc. So I copy paste it. I say like, oh, that’s an interesting stat. Copy paste it. Uh, that’s an interesting story. Copy paste it.

[00:09:05] That’s an interesting article. Copy paste it. And I just keep copy pasting things that are interesting to me based on my research. At the end of the five minutes, I’m done. And when I’m done, I look at the document that I have. I use that as the data set to make the decisions because I got a five minute data sprint that allows me to still get the data that I want without literally going into a data hole that I can never get myself out of.

[00:09:25] That’s number four. Here’s number five. I call this the friendly, friendly journalist test. I use this often, by the way. And I always say, when I’m explaining my decision, let’s say I made this decision, and what would I, how would I explain this decision in a conversation with a really supportive journalist?

[00:09:45] A friendly journalist. Because you know that the journalist is looking for a hook and angle in a story. I know this journalist is friendly. So how would I explain this to a journalist? And it’s interesting if you think about it because a lot of times we’ll make the decision but we don’t think about all the [00:10:00] ramifications of how it’s perceived externally.

[00:10:02] So I force myself to say, ah, if we were talking to my friendly journalist Fred, how would I explain this to him? And that allows me to like just just walk through and think of my thoughts because I probably only get one shot of being on the record. And it allows me to give me a framework of thinking around all of this.

[00:10:16] So apply the friendly journalist test. And you’ll know very quickly where your thinking or flaws are overall. Here’s number six. This is not what you think, so let me actually break down exactly what I mean by this. One of the biggest reasons why people don’t make a decision or they’re afraid of making a decision is if things go wrong.

[00:10:36] And that’s okay, by the way, and I’ll tell you exactly what I mean by that in a second. You want to do what you call a failure forecast. You know, you run a failure forecast, and that’s number six. And this is what I mean by failure forecast. Before deciding anything, ask yourself, What would be the first thing that you would do if things go wrong?

[00:10:53] That’s it. What would be the first thing that you would do if things go wrong? Now I’ll give you something really vulnerable. I was talking to my [00:11:00] coach many, many years ago, and She asked me, she’s like, Toronto, what, what are you afraid of the most? And I, I said, yeah, you know, I just, I’m afraid that I’m going to lose it all.

[00:11:08] She’s like, okay, kind of why? And then I told her, I was like, hey, you know, anything can happen if someone steals from me or if I lose an investment or I have like random medical expenses or something random happens and I lose all of it. What would I do? And she’s like, does this really bother you? And I said, yeah, it does bother me.

[00:11:28] And so she says, okay, this is great. I said, what do you mean? And She goes, we just haven’t done a failure forecast. And I said, well, that is true. I’ve not done a failure forecast. Like, what is it? And she goes, we’re going to write a plan assuming that whatever you thought happened, whatever you thought you’re afraid of, assume that just happened right now.

[00:11:46] What would be the first thing that you would do? Let’s write a plan on doing that. So we sat down and we wrote a plan on what would happen if I lost everything. What would I do? And I built a little one page plan on, hey, if I lost everything, these are the things that I would do.

[00:12:00] And instantly I felt better. [00:12:01] Now, everyone has weird fears. It’s not that I don’t fear. I’m just, I’ve got healthy skepticism, right? Uh, there’s no like, Hey, I gotcha. But now I know that if that thing that I fear happened, I have a plan on what I would do next. And instead of just fearing it and not having a plan, now I feel way better.

[00:12:21] So it now allows me to discount that fear significantly. So this is called running a failure forecast, which is before deciding on anything, most people are just afraid. But they’re not afraid of what would happen, they’re afraid of what would do, what would happen if it failed, and they don’t have a plan for what to do next.

[00:12:37] So if you just write a plan Our first step, the first domino on what you may potentially do next if something, if your plan did work, if the decision that you made was bad, then, you know, that you already have a plan to handle that. And you are making a very thoughtful decision around it to run a failure forecast, and that’s number six.

[00:12:54] Here’s number seven. I use this with our teams all the time. I call this the, the rock solid rationale method. And [00:13:00] I like to call it the rock solid rationale method. And really simple for any big decision. Outline your reasons. and outcome, right? So this especially works when you have a team. So if you’re talking to a team member, and let’s say they are dealt with a lot of decisions on a day to day basis, and they keep coming back to you and over and over again, and you’re like, you know, hey, sure, I can help with x decision, y decision, z decision.

[00:13:21] And I tell them, Hey, listen, go ahead and make the decision that you think is right. I trust your judgment. However, all I ask is that if it comes down to it, you should just have a rationale for why you made the decision. Meaning, rock solid rationale. That’s all I’m asking. Now, think about this for a second.

[00:13:38] So let’s say, let’s say Jimmy on my team goes out and makes a decision. And for some reason I was unsure what the decision was and so I called him like, hey Jimmy, you made a decision to refund this person for their purchase. He’s like, yeah. I was like, can you just walk me through your rationale? He’s like, well, this person came on the phone.

[00:13:55] They were irate. They said they would, you know, they said they would call the cops. They said that they have [00:14:00] a blue pair of Nikes. I’m like, okay, whatever. Hey, I’m like, so you just wanted to give them a refund so you would get them out of your, your hair. Well, that was kind of broadly my decision, but He, he walked me through his rationale because it was just, it got to the point where it was tenuous, right?

[00:14:13] So now, I don’t have to coach Jimmy, I just have to coach the decision. So I can say, Jimmy, uh, did you ask for whether she actually wore the shoes? Jimmy, did you ask for whether you can send her a new pair of shoes? Hey Jimmy, did you ask for whether, uh, You could give her an ABC credit. Did you ask for like, there’s so many things you could do.

[00:14:31] So now I can coach Jimmy on the rationale. The problem is most people are afraid to coach the person, but you’re never actually coaching the person. They’re always great. You’re just coaching them on their rationale so their intuition gets better, right? A lot of their intuition that they never gets better because they have never had an intellectual way of Thinking through that experience, they’re making it based on their own set of beliefs.

[00:14:55] But if you can give them an intellectual experience on why they make the decision, now they [00:15:00] have a rationale on why they make the decision, so they have better intuition, so they can become better citizens of the world. So anytime you’re thinking about something, just say, Huh, I made the decision. What was my rationale for making the decision?

[00:15:12] If I had to explain my rationale to somebody, like if I had to give somebody a one liner, what would their rationale be? And if the rationale is because I wanted to, hey, why did you refund this person? Because I wanted to. That’s interesting. You can’t tell that to your boss. I guess you can tell it to yourself, but you’re lying to yourself.

[00:15:26] There’s a rationale for it and you’ll never get better. And that does not help you get better about your intuition. Because you don’t have an intellectual experience tied to it. The way you build your muscle, the way you build intuitiveness, the way you build your rationale and decision making capability, It’s to have an intellectual experience on the decisions that you’re making and that allows you to have a rationale for it.

[00:15:45] That is number seven. Whenever you make a decision, ask yourself, Hmm, what was the rationale that I kind of made this, used to make this decision? And that’ll really help you. That’s number seven. Here’s number eight. Talking about intuition. How do you use intuition as a decision making tool? Einstein had this [00:16:00] really great quote.

[00:16:00] He says, Intuition is just the outcome of an earlier intellectual experience. How cool is that? Intuition is just the outcome of an earlier intellectual experience. Well, most people don’t have good intuition because they don’t have earlier intellectual experiences. They just do things by the seat of their pants.

[00:16:20] So when you make a decision, if you understand why you made the decision, if you understand how to make the decision, if you understand the rationale for making the decision, you have an intellectual experience wrapped around it. Intuition is just the outcome of a past experience. prior intellectual experience, but most people don’t have prior intellectual experience.

[00:16:37] They just have gut experiences. They just make decisions based on how they think or feel, as opposed to saying, huh, I made this for a certain reason. We want to train our intuition because we want to help people, both ourselves and our teams have A intellectual experience. So you want to make intuition a decision making tool.

[00:16:54] And the only way you do that is to provide rationale and provide everything to be an intellectual experience. And that’s [00:17:00] why you talk about issues. You talk about problems. You talk about how you actually solve a certain problem. You talk about the thinking behind it. You talk about, you know, solidifying it with language.

[00:17:07] Because the next time this situation comes up, what is it? Intuition is just the outcome of an earlier intellectual experience. Intuition is just the outcome of an earlier intellectual experience. I got the last two for you. A lot of times people feel like they’re forced to make a decision. And they’re forced to make a decision right now.

[00:17:25] Yes, often speed is good. Like the faster you can make a decision the better because you can You can kind of figure it out. Sometimes decisions just need time. And most people don’t know how much time to take in this process. So what I always end up doing and my guidance for you is you can pick your own timeline.

[00:17:44] So let’s say I have to make a decision on whether I sell a company or not. And let’s say I have all the facts and people are just waiting on me. What I’ll do is I’ll say, okay, hey, I will have a decision by next Wednesday. And that’s it. So I give myself between now and next Wednesday, whenever that is.

[00:17:58] And I give myself [00:18:00] that time. Now, everyone is good with it. I’m good with it. I’ve let it be. I’ve kept it in peace. Now, I’ve given myself a deadline for making the decision. I don’t have to obsess over making any of those decisions right now. I’ve just told myself that I’m going to make the decision by Wednesday.

[00:18:15] And so everyone is aligned. I’m aligned. So a lot of times if you’re struggling with making a decision, you don’t have to make that decision right now. You don’t have to feel pressured to make the decision. Just give yourself a timeline or a deadline for making the decision. If the decision is a big one, like, you know, whether you’re going to move or whether you’re going to get a new job or whether you’re going to start a new company or whether you’re going to get into a partnership or whether you’re actually going to shave your mustache.

[00:18:36] I don’t know what it would be, but you could give yourself a pretty long time horizon. You could say, Hey, I’m not going to make any decision until the end of this year. And by the end of this year, I’m going to make a decision on blank. Whether we’re going to move, or whether we’re going to do X or do Y.

[00:18:49] And that’s good! Because now you’ve given yourself the time for the decision to get made, and you’ve reduced the volatility of the emotions associated with the decision. So please, Let me give you the gift of [00:19:00] time. As long as you can come up with this deadline for making the decision for yourself, give yourself enough time.

[00:19:06] And if there’s no rush, give yourself plenty of time to make the decision. As soon as you’ve given yourself a deadline, do not, do not change it because you have to keep your promises to yourself. So if you make a promise to yourself that you’re going to make a decision by Wednesday, Make the decision by Wednesday.

[00:19:19] If you give yourself a mandate that you’re going to make a decision by the end of the year, make a decision by the end of the year because you always want to keep your promises to yourselves. Here’s the last but not least. A lot of times people ask me, Hey Siobhan, why do you make some decisions fast and take time to make others?

[00:19:33] I’m a nobody and I make decisions in my life just like you make decisions in yours. But there’s just one very simple fundamental thing. And that is, if the decision is reversible, make it as fast as possible. And if the decision is irreversible, make Take your time. That’s it, right? So if the decision is reversible, like, then I just make it as fast as possible.

[00:19:52] So if I was going to buy something on Amazon and I’m unsure between two pants, well, I order both colors [00:20:00] and then I ship one back, right? Because that is the power of the reversibility of the decision. But if something is irreversible, like, Even though buying a house is a reversible, it’s not a reversible.

[00:20:10] It’s just, it’s a pain, it’s just irritating that I have to resell my house and buy a new house or whatever. I just take a little bit more time to doing it. So the easier it is to reverse the decision, the faster you should make the decision. The harder it is to reverse a decision, the more thoughtful we are on how we make the decision, right?

[00:20:28] And once you have those, you know how to, you have this intellectual curiosity to be able to make more decisions much faster. So, let me walk you through the ten, one last time. Number one, the OODA loop. Observe, orient, decide, and act, just like the fighter pilots do. Number two, a decision preview. You know if you have a big decision coming up that day, just run it through once in your mind, see if it gets to a place where you want it to get to, and if it doesn’t, what adjustments do you make?

[00:20:50] Number three, what would an expert do? Remove yourself from the process and saying, Hey, if there was an expert here and who was much, it was an expert in this, in this field [00:21:00] and they had to make the decision, what decision would they make? Number four, use the five minute data sprint. Instead of spending months and years gathering data, can you just spend five minutes gathering data and use that data to like inform your decision?

[00:21:10] Number five, apply the friendly journalist test, which is if you had to explain your decision to a journalist who was friendly and supportive, What would you say, and how would it come across? Number six, run a failure forecast. Meaning, if you’re afraid that something is going to fail, assume it is, and assume it already failed, what would the next step be?

[00:21:27] Sometimes people call this the pre mortem. I’d care less about the pre mortem, and figure out why something failed. I would care more about the next step. If it failed, what do I go to next? And that will make you feel better. Number seven, apply the rock solid rationale method for any decision that you make or your teammates, give them full carte blanche capability to do that.

[00:21:44] But ask them, Hey, whatever decision you make, make sure you have a rationale for it. Number eight, use intuition as a decision making tool. We all know that intuition is just the outcome of an earlier intellectual experience. So if you don’t actually create rationale and thinking and intellectual experience around things, you will never [00:22:00] be able to understand.

[00:22:01] And developer intuition. Number nine, make a decision by a certain time. So all you’re saying is, hey, set a deadline for yourself to make a decision, so that you prevent yourself from overthinking, etc. But whatever timeline you give yourself, make the decision for yourself, because you’ve got to keep your promises to yourself.

[00:22:16] And last but not least, number ten, if a decision is easily reversible, Make it faster. If a decision is harder to reverse, be more thoughtful because that will allow you to know that you don’t make rash decisions quickly. This is the uh, overall decision, kind of 10 point decision making framework that I wanted to run your way.

[00:22:34] I think this is how you make million dollar decisions. The faster you do this, the better because no one has taught us how to make decisions. And I wanted to give you a few ideas how to make decisions and hopefully they can help you in your life as well. Hey, by the way, I don’t know if this is helpful to you, so if you could do me a favor, if you could just take a screenshot, and tag me, and just say, hey, that was good, or make more like this, that way I can make more like this for you.

[00:22:54] My goal is to take my ideas, best ideas and best experiences, package it up and give them to you so that you [00:23:00] don’t have to go through all the pain that I went through in my life. So, if you did like this Please screenshot and tag me so that I can make more like this for you.

[00:23:15] Hey, it’s Sharran, I have a cool gift for you. Since you like this podcast, I actually have an ultra super secret private podcast that I make just for my partner companies and the CEOs and influencers that I advise it’s called 10 K wisdom because I try to wrap 10, 000. We’re the value in every single episode in just under 10 minutes.

[00:23:38] That’s why it’s called 10k wisdom. It’s raw. It’s real. It’s got no intro or outro or anything like that. It’s just straight to the point and to the insights. Since you like this podcast, I’d Think you will like that. So for the first time I’m making it available to you. Just go to 10Kwisdom.com the number 10K wisdom.com and my team will activate it for you as my gift. Go to 10Kwisdom.com. I’ll see you there.

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