5 Key Drivers of Employee Engagement

Employee Disengagement

Disengaged employees have needs that are being neglected. As soon as they begin lacking motivation and become disengaged from their daily work, their productivity plummets. Many employers then think the best solution is to increase salaries, benefits and perks. Those tactics might work for a while, but in the long run those solutions are doomed. Managers then become desperate and hire an outside consulting firm to come in and issue an employee engagement survey to the entire staff. They might then discuss various employee engagement best practices, staff retention strategies or employee recognition ideas. But employee engagement programs and workshops won’t work if 5 key drivers are missing. As a leader in your organization you want to focus on the 5 key drivers of employee engagement to ensure that your staff feel they are:

  • Connected: building relationships with others
  • Contributing: doing something meaningful
  • Free: have a sense of choice and autonomy
  • Growing: developing personally and professionally
  • Having Fun: really enjoying their time at work

Key Drivers of Employee Engagement

Key Driver #1: Connection

Companies with employees who have strong personal ties to each other have far higher employee engagement rates than those who are lacking. To connect with your employees, create greater trust and loyalty by being more authentic. Great leaders connect deeply with their employees by paying attention to what’s important to them. Carve out some time each week to grab lunch or a coffee with your key team members to get to know them personally. Finally, let them know that you and the company care for them. As their need to belong is met, they will give more of themselves.

Key Drivers of Employee Engagement

Key Driver #2: Contribution

We all want to be doing something significant with our lives and have those efforts recognized. Studies show employees are happiest when they know they are making a difference and helping others. Often their contribution goes unnoticed. Metrics for measuring an employee’s contribution should shift from measuring their individual performance to measuring their team’s performance. To help your direct reports feel they are contributing something meaningful, share a client story that shows them the difference they’ve made in someone’s life. And don’t forget to recognize and publicly celebrate their accomplishments whenever you can.

Key Drivers of Employee Engagement

Key Driver #3: Freedom

Employees are far more loyal and productive in workplace environments that respect their freedom and encourage their self-expression. To ensure your staff feels a sense of autonomy, remind them that everything they do is a choice. Choice is power, and when your employees believe they have a choice they will become more engaged in the process. Decentralize whatever authority you can to give your workers more decision-making power. This will empower them and make your company much more efficient.

Key Drivers of Employee Engagement

Key Driver #4: Growth

If your staff feels they are not making progress in their own personal development they will soon become disconnected and seek opportunities elsewhere. Ensure that each employee is constantly challenged so that they can grow. The greater a person’s belief in their own power to influence an outcome, the more likely they are to succeed with a new challenge.

To help your employees grow, try building confidence. For example, if an employee thinks they aren’t experienced enough to manage a project you can remind them of their unique strengths and capabilities. Or have inexperienced employees watch other colleagues with similar skills perform more advanced tasks. Seeing others with similar abilities succeed at a task will help them develop positive, “can-do” beliefs.

Recognition and positive feedback are key to helping your employees feel more competent, motivated and open to growth. Negative feedback can devastate those with low self-esteem.

Finally, optimize the environment. Create a vibrant, energetic, stress-free workplace that encourages your employees to get the food, exercise, rest and water their bodies need so they can perform at their best.

Key Drivers of Employee Engagement

Key Driver #5: Fun

If work isn’t fun, your employees will eventually burnout. Companies like Apple and Google have taken the lead into turning their organizations into work places that encourage freedom and fun. Making your workplace fun will raise your employees’ morale and energy and is the key to stimulating their creativity and innovation. It will also help decrease stress and turnover, as well as strengthen the relationships of all of your employees. Make your workplace a lot more fun by gathering your team together for a 30-minute brainstorming session, then voting and Implementing 3-4 fun new ideas.

Conclusion

The most successful leaders in the world unleash the energy and creative power of their employees not by mastering employee engagement best practices, staff retention strategies or employee recognition ideas, but by honoring those five key drivers. They know that what really motivates and engages their employees – once their basic financial needs have been met – is their desire to grow and develop as human beings, connect and collaborate with others, and contribute something to a worthy cause- all while having fun.

About the Author

Ascanio Pignatelli is an award-winning speaker, seminar leader, coach and author of the forthcoming book Lead from Need, Raising Employee Engagement from the Core. He is the founder of ApexCEO, an employee engagement and leadership development group that helps C-level executives develop the leadership and communication skills to create more engaging workplaces. To book Ascanio for your next speaking event or workshop, please call him at 310-913-2313 or visit apexceo.com.

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How to Challenge your Inner Critic

Energy Block #4: Rogue Inner Critic

Do you ever hear a little voice inside your head that says, “This isn’t going to work,” or “I’m not good enough, smart enough, or experienced enough?” Say hello to your rogue inner critic. That little voice wants us to always play small and play it safe, and when it speaks it’s very hard not to listen. Your inner critic is so personal that it often doesn’t even sound like a voice, It’s just there in the background. That voice is very limiting which means that too often we won’t ask for that raise, or try that new challenge because we think were not good enough or experienced enough to accomplish it.

Some typical inner critic statements are:

I feel like I am impostor.

I don’t deserve to be truly happy.

I’m not that smart.

I’m not cut out for this.

I don’t deserve real success.

What does your inner critic keep telling you?

How to Challenge your Inner Critic
How to Challenge your Inner Critic

How to Challenge your Inner Critic

The first step in dealing with your rogue inner critic is to acknowledge its presence. Then you will want to listen to exactly what it’s saying. Keep in mind your inner critic is a coping mechanism that was created a long time ago to avoid any and all pain. When it appears next say “Thank you for your support, but I can handle it from here.” Or, “Whatever, now watch this!” and prove it wrong (Especially effective if you answered completely true to the ELI Assessment question “Being right is important to me.”) Now looking back to the section where you listed three areas that you haven’t had success in yet: which were a result of listening to your rogue inner critic’s commentary?

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Creating and Implementing Your Company Vision

A vision is a picture of where your organization will be in 3, 5, 10, and 20 years.

The Importance of a Vision

A vision creates clarity and unity of purpose and will:

  • Unite and inspire your stakeholders.
  • Guide you and your C-Suite executives when faced with challenging decisions.
  • Give your employees a sense of:
    • Purpose.
    • Direction.
    • Motivation.

Without a clear vision your company and its employees will have no idea where they are headed. People are motivated to perform when they have a clear understanding of your organization’s purpose and direction. Visions affect a company’s structure and the working relationships of team members. Once created, you can then use a vision statement to clearly communicate your vision to your enterprise.

Purpose of a Vision Statement

Your vision statement should:

  • Provide a general direction for your organization.
  • Not address details.
  • Make decision making easier.

Every major decision your organization makes should be aligned with the vision statement.

Characteristics of a Vision Statement

Great vision statements are:

  • Clear. If a twelve year old doesn’t understand it then it’s not clear enough. Visions that are hard to explain eventually fade into oblivion.
  • General. A vision statement describes what you will do, not how you will do it. The simpler, the better. No details, please.
  • Inspiring. Is the vision a worthy cause? A vision statement should describe a tangible benefit to a large audience. The more you and your team find the vision exciting, the more you will want to achieve it.
  • Challenging. A great vision will require people to perform at their best. Although the vision should be realistic, it should really stretch a company’s resources.

Perhaps the greatest vision statement of all time came from John F. Kennedy when he declared the Unites States would land a man on the moon by the end of the decade. What would the equivalent statement for your company be?

Creating Your Vision

Creating a vision statement helps you and the rest of your organization see exactly where you want to be in 3, 5, 10, or 20 years. Your company’s vision statement should be clear, concise and a reflection of its values and mission. It is not an exact roadmap; it just points the general direction.

To help develop your vision statement:

  • What are your company’s core values? Why?
  • What is your company’s mission, i.e. it’s reason for existence?
  • What are your company’s strengths?
  • What does your company really want to accomplish?
  • Do team members share the same values?

Team Involvement

Your vision will affect everyone in an organization. If a company is to grow it will need to update its vision from time to time. By involving your c-suite executives with the creation of a new vision you will obtain their:

  • Trust. Relationships are built on trust, and including your team in important decisions is a perfect way to build loyalty and trust with them.
  • Respect. Showing respect is a great way to gain it. Involving your leadership with creating the new vision will also help them feel valued and worthy.
  • Insights. At times, great ideas come from the most unlikely of places. An open forum, or brainstorming session with the entire team often reveals great new opportunities.
  • Commitment. Executives will be far more willing to commit to the vision if they feel that their opinions were heard. Listening to your employees will always empower them and ensure that your leaders feel they contributed to its development.
  • Collaboration. Division leaders will have a greater desire to commit to a vision if they know the rest of the team is equally committed. Knowing the company will be working together as a team will help your executives feel confident and supported.

Executing Your Vision

Proper execution requires that you and the upper management:

  • Clearly communicate the company vision to the entire organization.
  • Get a commitment from each of the company’s executives.

Communicating Your Vision

To communicate a vision effectively organizational leaders must:

  • Be confident. Once you have your vision your executives must fully support it. There can be no room for doubt or second guessing.
  • Over-communicate the vision, iterating it whenever possible.
  • Be enthusiastic. Nothing energizes a team more than genuine enthusiasm.
  • Maintain integrity. Your actions and those of your leaders should reflect a commitment to the vision.

Successful communication means that c-suite members understand:

  • How they can support the vision.
  • What’s expected of them.

Getting their Commitment

To get a commitment from each c-level executive:

  • Get the Buy-In. People seldom care about something that doesn’t personally benefit them in some way. To get their support you can ask them an empowering question like, “How do your values align with our company’s mission/vision.”
  • Request a verbal or written commitment. Members are far more likely to commit to something if they have already promised to support it.

Conclusion

A vision is a clear picture of where your organization will be in 3, 5, 10, or 20 years and will create clarity, confidence and unity of purpose. A great vision can make decision making easier and inspire your employees to greatness.

To survive and grow, you will need to adapt your vision periodically; change can be swift and unexpected as opportunities arise and new technologies are developed. Revising the vision will help your organization more effectively capitalize on new trends, emerging markets and situational opportunities; involving them with crafting your new vision will earn their trust, respect, insights and commitment.

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Employee Engagement Training and Development

Employee Engagement Training and Development
Employee Engagement Training and Development

Employee Engagement Training and Development

The most successful leaders know that their job is like that of a great coach: unleash the full power, energy and potential of their team members. They know that people, even the best athletes, are only ever limited by their own mindsets. They know that attitude is altitude and that the difference between a champion and a runner-up is often determined before either team sets foot on the field. The best leaders and coaches use every tool at their disposable to become masters in their field and so should you.

High employee engagement levels separate industry leaders from industry laggards. Now, a glut of indisputable research proves that nothing yields a greater return on investment than a successful employee engagement training and development program. Our leadership workshops and training will give your leaders the necessary tools to raise their energy, as well as the energy of their colleagues. Your level of performance is directly correlated to your level of engagement , which in turn is dictated by your level of energy. Success is a byproduct of that energy: the more energy you have, the more successful you and your organization will be. The greater your ability to raise the energy levels of those around you (and get their Buy In) the more effective you will be leading others and having them perform at their best.

What could your organization achieve if it could access its workforce’s full potential? What would stand in your way if your employees showed up at work with two, three or four times the energy they now have? What would be possible if your entire team adopted new “Anything is Possible!” perspectives? A perspective not filled with new-age, wishy-washy, positive thinking but a perspective that is grounded in knowing that: now, whatever was limiting you before is no longer present; now, you have a set of new tools to shift your perspective whenever you need to; now, you and your team can raise your level of energy when needed.

Studies prove that higher levels of energy are associated with higher levels of satisfaction in all areas of your life: leadership, finances, relationships, personal development, achievement, etc. Your current overall energy (or state of consciousness, awareness or engagement) consists of every thought, feeling, and emotion you’ve had up up to the present moment. Each of these experiences are like tiny filters that form the lens through which you view, interpret and experience the world today. That lens is your perspective, and it determines how readily you are able to tap your full potential. Most lenses are clouded with filters that limit our potential, however continuous awareness eventually brings increased power and freedom.

Imagine you wake up one day to discover that you are living in a home that is seven stories tall, with wrap-around balconies on each floor. As you ascend your home you find that each story has a different view of the surrounding neighborhood. Every balcony gives you a unique perspective and a new choice that allows you to respond in a way that you might not have previously considered. The higher you rise, the more expansive the views- and the more you’re able to tap into all of your energy. For example, from the third floor you have three views and three different choices, but from the seventh floor you now have seven unique options from which to choose.

We all live in these seven-story buildings, but few of us ever venture off the first few floors. This limits our potential since the first few floors are catabolic (draining and destructive). Living on the bottom levels means we tend to react to our circumstances, not realizing we have other options available to us. Each higher perspective gives us increasing power and freedom and new ways to respond to any given situation. Our employee engagement training and development program will help your team view the world from each of these seven stories, so they can raise their energy when needed, and lead more productively by consciously choosing the most advantageous approach. Learn more about apex CEO’s unique employee engagement training and development program by calling 310.913.2313.

 

Ascanio Pignatelli is an employee engagement expert. He is an award winning speaker, seminar leader, coach, and author of the forthcoming book Lead from Need: Raising Employee Engagement from the Core. He is the founder of ApexCEO, an executive coaching and leadership development group that helps executives develop the leadership and communication skills to create more engaging workplaces. To find out how Ascanio can help your next speaking event or executive leadership / employee engagement workshops please call 310.913.2313.

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Employee Engagement Ideas for Managers

Employee Engagement Ideas for Managers
Employee Engagement

31 Employee Engagement Ideas for Managers

According to Gallup’s latest Employee Engagement Poll, 87% of the global workforce is disengaged. It’s now more important than ever to inspire, motivate and engage your leadership team. To do that you’ll want to appeal to what matters most to them. What follows is a list of key employee engagement ideas for managers, directors and senior executives alike.

  1. Align your employee’s values with their work or task at hand whenever possible. This is Employee Engagement Rule #1, because it is what motivates them beyond a paycheck.
  2. Ask for their feedback- all the time. Be open to modifying company policies, strategy and especially your leadership style so you can be more effective and empowering as a leader.
  3. Be clear and concise with your communication to them. Don’t ever assume they know what your saying unless there is proof otherwise.
  4. Over-communicate the information they need to work effectively. Ensure that they know exactly what your priorities and needs are right now. The most disengaged employees usually have no idea what they should be doing.
  5. As much as you can involve your direct reports whenever you are making an important decision- especially if their welfare is at stake.
  6. Have your leadership team co-create or help you modify your company’s new vision.
  7. Regarding the tasks they’ve been assigned make sure they:
    1. Are capable of doing them.
    2. Have sufficient time to complete them.
    3. Know why its important they do them.
    4. Get the necessary feedback so they can be successful with each task.
  8. Make sure your staff doesn’t feel too overwhelmed. Keep offering them support even when you think they don’t need it.
  9. Challenge any negativity in their mindset. For example:
    1. If they have a Limiting Belief about their ability to perform a task of role by asking them “How true is that really?” or “Where did you get that belief?”
    2. If they have an opinionated story about a person or situation that is impeding their effectiveness as a leader ask them: “What’s another way to look at that?” or “How would someone who could easily accomplish the task you find challenging see your situation?”
    3. When you hear a direct report making an assumption that limits them, curiously ask them “Just because that happened in the past, why must it happen again now?”
    4. Finally, when you hear an employee tell you: “I’m not cut out for this.” simply remind them that thats their Rogue Inner Critic that wants them to play small and play it safe.
  10. LISTEN to your direct reports as if they are the most important people in the world to you. This is the greatest gift you can give them, and yourself.
  11. When an employee is upset, don’t get defensive or take it personally. This will only escalate the situation. Simply acknowledge and validate their complaint or concern. Repeat back what you’ve heard so they know they’ve been heard. Often a simple acknowledgment that its completely understandable for them to feel that way is all they really want or need.
  12. Become a master at using empowering questions as often as possible. For example:
    1. What’s the worst that can happen?
    2. What do you want to accomplish.
    3. What have you learnt from that?
    4. What makes this important to you?
    5. How has it worked for you?
    6. What can you take away from that experience?
    7. What other options do you see?
    8. What else can you try?
    9. What’s another way of looking at that?
    10. What is your plan going forward?
    11. How can I support you?
  13. In smaller team meetings start by asking each staff member:
    1. What’s a success we can celebrate today?
    2. What else is going really well?
    3. What are some possible challenges you might be facing?
  14. Remind your colleagues how critical they are to the organization’s success.
  15. Publicly recognize and celebrate each employee’s success whenever the opportunity arises.
  16. Get their BUY-IN whenever you can by putting a choice in their hands.
  17. Remind your team members how their work is positively impacting a client or the organization.
  18. Make sure they know how much you and the company values, respects and appreciates them. The greatest leaders put their employees- not their customers- ahead of everyone else.
  19. Look for ways to cut the red tape by giving your employees more power to make frontline decisions. Your trust in them will help decrease your workload, increase their confidence and make your company more efficient.
  20. Don’t micromanage. Helicopter bosses often trigger a person’s insecurities and feeling of incompetence.
  21. Give them the autonomy they need. Consider hoteling opportunities so your employees can have more flexible work schedules.
  22. Without overwhelming them, make sure they are always challenged, and developing personally and professionally. Boredom is disengagement’s best friend.
  23. Give up you’re need to be right, even when you know you are! It takes a big person to swallow their ego.
  24. Raise their self esteem whenever you can. See the gifts and greatness in each of your employees.
  25. Be expressive with your emotions, but manage them. Raise your voice when praising. Lower it when reprimanding.
  26. Encourage your leaders to share their ideas on how to solve problems or make things better.
  27. Put your employees needs before others.
  28. Give them as much credit as possible whenever you can.
  29. Avoid ever using aggression or coercion to get what you want. Black mail and other intimidation tactics might work occasionally, but tyrannical leaders eventually lose the respect, trust and ability to lead those around them.
  30. Maintain a positive, energetic and enthusiastic attitude at all times. Your outlook and level of energy sets the standard to which others will aspire. Keep in mind that your mood sets the tone for your team: you don’t want a bad day completely depleting your employees’ morale.
  31. Find out what’s going on in their lives outside the office. Ask questions that show you’re interested in their families, wellbeing, etc.

Any one of these ideas will boost your employee engagement levels. Three or more and those employee engagement levels will skyrocket.

Ascanio Pignatelli is an employee engagement expert. He is an award winning speaker, seminar leader, coach, and author of the forthcoming book Lead from Need: Raising Employee Engagement from the Core. He is the founder of ApexCEO, an executive coaching and leadership development group that helps executives develop the leadership and communication skills to create more engaging workplaces. To find out how Ascanio can help your next speaking event or executive leadership / employee engagement workshops please call 310.913.2313.

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Lead From Need: Raising Employee Engagement Levels

Raising Employee Engagement Levels
Raising Employee Engagement Levels

His CEO performance review is in and Scott is clearly alarmed. Unless next quarter’s KPI goals are met the Governance committee will ask for his resignation. He grabs his phone and calls Jerin, his gregarious college roommate and the person who transformed Silicon Beach’s most dysfunctional company into one of its most electric. “Jerin, I need your help. My staff is not producing like they once were. They are lethargic, apathetic, unmotivated, dis…”

“Disengaged!,” interjects Jerin. “You need to think about raising employee engagement levels.”

“We’ve been investing heavily into employee engagement programs, but they’re not really working. We keep pouring money into recruiting and retaining the best. We even keep increasing salaries, benefits and perks, basically giving them everything they want, but nothing’s working.”

“The problem is you’re giving them what they think they want, but not what they really need,” explains Jerin. “Your employees are emotionally detached; their real needs aren’t being met. Fat salaries and perks are great, but what they really want is to be inspired, connected and living a life of purpose. They need to feel valued. As their leader you need to lead from need. Once our basic survival needs have been met, we all aspire to satisfy the five deeper needs; connection, contribution, freedom, growth and fun.”

Raising Employee Engagement Levels

Jerin is right and is part of a new wave of leaders who know that raising employee engagement levels is to coach and empower your employees to greatness. As a leader in your organization you want to ensure that your employees feel they are:

Connected: building relationships with others
Contributing: doing something meaningful
Free: have a sense of choice and autonomy
Growing: developing personally and professionally
Having Fun: really enjoying their time at work

Connection

Companies with employees who have strong personal ties to each other have far higher engagement rates than those that don’t. To connect with your employees, create greater trust and loyalty by being more authentic. Great leaders don’t fret over public opinion and neither should you. Let go of who you think you should be, and just be yourself. You will gain their trust and respect in the process. Be vulnerable. Show them the real you. We all have the same fears of not being good enough, smart enough or worthy enough, so why pretend we are the exception? The best managers connect deeply with their employees by paying attention to what’s important to them. Carve out some time each week to grab lunch or a coffee with your key team members. Find out what they enjoy doing outside of work and get to know them personally. Finally, let them know that you and the company care for them. As their need to belong is met, they will give more of themselves, which, in turn, fuels their next need: their need to contribute.

Contribution

Doing something meaningful gives our life purpose. We all want to be doing something significant with our lives and have those efforts recognized. Studies show employees are happiest when they know they are making a difference and helping others. Often their contribution goes unnoticed. Metrics for measuring an employee’s contribution should shift from measuring their individual performance to measuring their team’s performance. How are your staff members influencing those around them? A staff member with excellent soft skills who constantly uplifts his fellow employees is an incredible asset to your team, yet this won’t show up in any assessment. To help your workers feel they are contributing something meaningful you can try recognizing and publicly celebrating their accomplishments as often as possible or sharing a client story that shows your employee the difference they are making in someone’s life.

Freedom

Self-direction is the key to performance, creativity and engagement. The real you only shows up when you feel free. Employees are far more loyal and productive in workplace environments that respect their freedom and encourage their self-expression. To ensure your staff feels a sense of autonomy remind them that everything they do is a choice. Choice is power, and when your employees believe they have a choice they will become more engaged in the process. Align their choices with their values, not their fears. When we choose from fear, our actions lack power. When we choose from our values our actions have more power, more meaning and more energy. Give your employees more flexibility to accommodate their schedules. What long-held beliefs might be blocking new win-win opportunities? Decentralize whatever authority you can to give your workers more decision-making power. This will empower them and make your company much more efficient.

Growth

If your staff feels they are not making progress in their own personal development they will soon become disconnected and seek opportunities elsewhere. Ensure that each employee is constantly challenged so that they can grow. The greater a person’s belief in their own power to influence an outcome, the more likely they are to succeed with a new challenge. To help your employees grow, try building confidence. Challenge any belief they might have that is limiting their performance. For example, if an employee thinks they aren’t experienced enough to manage a project you can remind them of their unique strengths and capabilities.

Another way to promote growth is modeling. Have inexperienced employees watch other colleagues with similar skills perform more advanced tasks. Seeing others with similar abilities succeed at a task will help them develop positive, “can-do” beliefs. Recognition and positive feedback are key to helping your employees feel more competent, motivated and open to growth. Negative feedback can devastate those with low self-esteem. Finally, optimize the environment. Create a vibrant, energetic, stress-free workplace that encourages your employees to get the food, exercise, rest and water their bodies need so they can perform at their best.

Fun

If work isn’t fun, your employees might eventually burnout. Companies like Apple and Google have taken the lead into turning their organizations into work places that encourage freedom and fun. Making your workplace fun will raise your employees’ morale and energy and is the key to stimulating their creativity and innovation. It will also help decrease stress and turnover, as well as strengthen the relationships of all of your employees. Make your workplace a lot more fun by gathering your team together for a 30-minute brainstorming session, then voting and Implementing 3-4 fun new ideas.

Conclusion

The most successful leaders in the world are raising employee engagement levels by honoring their employees’ five needs: connection, contribution, freedom, growth and fun. They know that what really motivates people – once their basic financial needs have been met – is their desire to grow and develop as human beings, connect and collaborate with others, contribute something to a worthy cause and have fun while dong so. Like Jarin, you can inspire your employees to reach their full potential by making your company a place where those five needs will be met.

About the Author

Ascanio Pignatelli is an employee engagement expert. He is an award winning speaker, seminar leader, coach, and author of the forthcoming book Lead from Need: Raising Employee Engagement from the Core. He is the founder of ApexCEO, an executive coaching and leadership development group that helps executives develop the leadership and communication skills to create more engaging workplaces. To find out how Ascanio can help your next speaking event or executive leadership / employee engagement workshops please call 310.913.2313.

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