← Neuroscience Meets Social and Emotional Learning
Neuroscience Meets Social and Emotional Learning
Trust as the Foundation with Greg Hill: How Great Leaders Create the Conditions for Learning, Growth and Performance
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- [00:02]
A
Welcome Back to season 16 of the Neuroscience Meets Social and Emotional Learning Podcast. I'm Andrea Samadhi, and on this podcast, we bridge the science behind social and emotional learning, emotional intelligence, and practical neuroscience so we can create measurable improvements in well being, achievement, productivity and results. Now, when we launched this podcast seven years ago, it was driven by a question that I'd never been taught to ask. Not in school, not in business, and not in life. And the question was, if results matter, and they matter now more than ever before, how exactly are we using our brain to make these results happen? Now, most of us weren't taught what to do. Very few of us were taught how to think under pressure, or how to regulate our emotions, or how to sustain our motivation, or even how to produce consistent results without burning out. And that question led me to a deep exploration of the mind, brain, results connection, and how neuroscience applies to everyday decisions, to our conversations and our performance. And that's why this podcast exists. And over the past several months, we've been building what I've called the brain's operating system for human performance. In phase one, we explored regulation and safety, learning why the brain performs best when the nervous system feels regulated, balanced and secure. In phase two, we examined motivation in neurochemistry, uncovering what drives action, what sustains effort, and what breaks the motivation loop. Next, we'll move into phase three, movement, adaptation and learning. And the theme for phase three did change, and I'll explain that as we dive into episode 403. But before we get there, we're going to dive a bit deeper into something the brain needs to feel safe, and that's trust. So for episode 401, we're going into trust, which is the foundation of learning. And we ask the question, what must happen before learning or any change can occur? We've got to feel trust that causes safety. Then we can engage, we can have action, and then learning can take place. Before any movement changes the brain, the brain must feel safe enough to engage with trust, because trust creates psychological safety. It creates engagement, and then action, and action creates the learning. When trust is present, people are more willing to take risks, to embrace challenge, to learn from mistakes and move beyond what's comfortable. When trust is absent, the brain shifts its energy towards protection rather than growth. And we've explored the importance of trust before on this podcast. Way Back on episode 207, we spoke with Greg Link. He was the co founder of Covey Leadership center and the founder of Franklin Covey's Global Speed of Trust Practice. Greg Link shared How trust accelerates relationships, strengthens organizations, and serves as a multiplier for performance. So today's conversation takes this idea one step further. Throughout my career, whenever I've met someone who consistently brings out the very best in others, I've wanted to understand why. What are they doing differently? What principles guide them? And how do they create environments where people feel safe enough to grow, learn, and perform at their highest levels? And that's why I've invited today's guest, Greg Hill, to join us. In the past, I had the opportunity to work directly with Greg and. And one thing stood out immediately to me. I always knew that Greg trusted me to do my best work, and that trust wasn't something we talked about. It was just something he demonstrated. And I felt it every day. And over time, I began to notice that this wasn't unique to my experience. Greg seemed to create the same environment for everyone around him. People just wanted to do their best work, not because they had to, but because they felt trusted, valued, and supported by him. And it made me curious. Could trust be one of the hidden factors that unlocks learning, growth, confidence, and high performance? Greg Hill is a respected leader, mentor, and trusted advisor. And he spent years helping people and organizations reach their highest potential through relationships built on trust and accountability and genuine human connection. Today, we'll explore the neuroscience of trust, its connection to leadership and performance, and why trust may be one of the most important foundations for learning, growth, and human potential. And as we launch phase three, you'll hear why trust may be the bridge between motivation and action and why people are often willing to enter the learning cycle only when they feel safe enough to take that first step. So welcome to episode 401. Let's meet Greg Hill. Greg Hill, welcome to the podcast and thank you for joining me today. I've been looking forward to this for so much time and Greg, honestly, it's because that I have experienced firsthand the impact that you've had on people around you. So I'm excited for this. Greg, thank you for being here.
- [06:03]
B
My pleasure. Andrea. This is exciting for me to be able to spend some time again with you and I love this subject. I love the opportunity to share some thoughts and, yeah, look forward to it today. It's going to be great.
- [06:16]
A
Well, this is fun. This is fun for me. So. So, Greg, when I'm going to get right into it here, because when people hear the word trust, you know, most people go back and they think about, you know, relationships and trust in relationships, but I've always wondered if trust Begins long before that. So I wanted to ask you because, you know, people just love working with you. There's like this, this sense of trust that is just formed and I thought, I'm going to ask you, what do you think it is? What are the foundations of trust? And then what is it about certain leaders that you just feel safe with them, to trust them?
- [06:57]
B
Yeah, I love the question, Andrea, because I think that when I look at trust, and you said it, whether it's our own personal relationships, family relationships, business relationships, I don't think there is a word that is more important that we are aware of and that we want to make sure that people feel from us as well as within our teams and organization, is that they feel safe and that they're trusted to do what they say they're going to do, but also that they trust their leaders. And that framework for me is like, I want to always be truthful. I want to be consistent in my conversations. I want there to, I want to be able to demonstrate competence in my leadership, but also in what we're doing on a day to day basis. And I'm showing that I genuinely care about a person's success. I, I think that's what motivates me. It's my. Why watching you, watching somebody in our sales organizations that I've worked with over the past, watching them grow professionally and financially has always been something that I love. And I just, I think that's part of my coaching, it's part of my style that I just have had over the years. And I think those are the frameworks that I would think are important.
- [08:34]
A
Love it. Love it, Greg. And you said so much in there that, you know, just brought me back to why I wanted to do my best all the time. It was like, you just want to be better than yesterday. Right. And, and make people proud of the work you're doing and, and you bring that out in people. And I, I always wondered what it was you were doing.
- [08:59]
B
Yeah, well, I think that it's, I think it's really important that people feel that they can, that they want to be success, they want to be contributors. Right. They really do want to make a contribution to the teams, to the organizations. That really is a desire that we all have. And I, and being able to allow them that as, you know, a trusted leader or somebody that they know has got their back then, I think it, I think it provides an opportunity for people to be very successful in what they've been asked to do.
- [09:32]
A
Love it. Love it. So I'm going To go a bit deeper here to why trust is so important for performance. And so Stephen R. Covey, the late Stephen R. Covey, he said that trust is, is the one thing that affects everything else you're doing. He's talked about it being a performance multiplier and how it takes your trajectory upwards. Why do you think this happens? Why are we performing at our best when there's trust there?
- [09:59]
B
Yeah, I think that. And Mr. Covey also said trust is also the result of many small deposits made over time. So that goes back to, you know, am I truthful, am I consistent, am I demonstrating competence and do I genuinely care and have empathy in wanting to help people be successful? And I think, you know, both of those quotes that the Mr. You know, the late Mr. Stephen Covey shared with us, I think are important. But Andrew, you know, I'm also a huge fan of Simon Sinek. I just, you know, I love, I love his leadership philosophy, his style. I just want to share with you in relationship to this, your question is that in his book called the why, he says this about trust. And to your question about why it's so important that it's part of an organization, he says if, if there were no trust, then no one would take risks. No risks would mean no exploration, no experimentation and no advancement of society as a whole. That's a, that's a remarkable concept. Only when individuals can trust the culture or organization will they take personal risk in order to advance that culture or organization as a whole.
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A
Wow.
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B
So I look at this and I think, I think when I think of trust or I think the antithesis of trust in an organization is micromanagement. I don't think there's anything that smothers creativity, that smothers experimentation and, and allowing the people to really come and feel that they can do things to try to make the organization and the team better because they know their leaders trust them. And if you smother that, you can see how that just ruins all that creativity, all the opportunity for exploration and growth. I've never been with an organization where the sales team hasn't actually brought great ideas back to the development teams and to the marketing teams because they, they feel like that not only are they listened and they're, they're the teams want to collaborate with them, but they're on the front lines, right? They're gathering all this information from clients and people they're meeting with on a day to day basis. So don't smother that by micromanaging them to the point that they Let lose their creativity, they lose that exploration. So that has to be present in an organization.
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A
Yeah, I'm just thinking of, sometimes I do where I'm the most creative is doing video. And it takes a lot of risk to do that, to put yourself out there because maybe I say something wrong or maybe the someone doesn't like it, but it, it takes that trust for me to step out and be creative in that way. And, and what you just said there, I, I don't think I would be the most creative person if I didn't feel that I was trusted to try. Right.
- [13:31]
B
Do something. Absolutely. Yeah. I think that is so true. And you do every day, whether it's, you know, a video that you're putting out, introducing yourself to potential clients, whether you're, you know, picking up the phone and making that cold call, I mean, you're putting yourself out there every day and that's hard. It's a lot of rejection, possible, you know, rejection. And knowing that I've got your back, knowing that your leadership trusts you and appreciates what you're doing on a day to day basis, it just allows, you know, whether you're in sales or whether you're in marketing or whether you're in operations or finance, whatever it is, allowing that exploration and creativity will move. As Mr. Covey says, that's what moves organizations in the right trajectory.
- [14:22]
A
This is good. This is really good. If only we could all capture and put this into action.
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B
Right.
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A
Like I knew there was something really special about what you brought to the table. It, you know, and then, and then when I see this again, it's, you know, I'm seeing it all the time. It's, it's some places and it's, it's absent in some other places. And that's what I wanted to also ask. What happens when. Well, I guess you, you talked about micromanagement. The opposite of, of the trust is, is when you're micromanaged and, and then you shut down and don't try or you're not going to put yourself out there. Right. Would you say?
- [15:04]
B
Yeah, I couldn't agree more. And in fact, Andrea, if you look over your career, and I look back on my career as well, when I have felt that fear, doubt and uncertainty is how people manage your leadership manages through fear, doubt and uncertainty. That there's nothing more, there's nothing more that will smother that creativity and exploration and excitement about getting up on Mondays is if you're, you know, somebody managing you by fear, by doubt and uncertainty versus Andrea, I Love what you're doing. Your creativity is awesome. You know, your territory, territory better than anybody else and the people in that territory and within these boundaries. Let's, you know, let's have you work how you best work and use what you know can really be helpful in those areas. And you know that I got your back. You are free to, and feel free to be able to do what needs to be done, both so professionally and financially. And the, you know, just the health of the organization, I just, they're so. There's so much of that side of leadership versus the fear, doubt and uncertainty and micromanagement that just smothers all of that.
- [16:33]
A
Yep, absolutely. And, and so this is helpful, Greg. So now in. And I've broken up the brain's operating system here, and I've got a chart in the show notes. And we've been going through like, we have to have safety first. And then I had this motiv loop. We need to be motivated. And now we're going into phase three. And it kind of changed for me. I, I had it being like movement helped with cognition. But then I started to notice that movement actually gave confidence to me when I was getting up and doing all that stuff. It wasn't just making me learn and be focused. It added confidence. And so I know that, you know that I love the hiking and getting up and getting movement. And for you, it was marathon running, wasn't it? That's what got you going. So then I wondered from you what role movement played in helping you to think clearly manage the stress that comes up, make better decisions. Like, how does that all come in over your whole career?
- [17:40]
B
Yeah. I love this visual that you have in here, Andrew. I think it's, and it's made me stop and really think, you know, when. Where does, you know, where does trust and, and where does that movement all kind of fit in in this place? And I, you know, I, I thought a lot about that back to. I have a sister who's, who's run about 20 different. I mean, she's one run 20 plus marathons, right? Oh, and, and I remember in 1995 when I was living in Denver, she called me and said in early March, she says, so I just sent you how to run a marathon in 18 weeks and how to do it under four hours. And she says, don't mess with the plan. It works. Just follow the plan. So here's what you do on Monday, you know, week one, day one Monday, do this. And it, it outlined 18 weeks, exactly what I needed to do.
- [18:38]
A
Okay.
- [18:39]
B
And so I started training and it was the hardest thing I've. I've ever done. But I've ran my first marathon, the St. George Marathon, in 3 hours and 28 minutes.
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A
Wow.
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B
And Andrew, I could tell you when I saw the finish line, the hundred yards before the finish line, I saw the banner, I just, I just broke down. I was weeping because I had accomplished something that I never thought was possible for me. I had distractors. I had. People I talked to said, greg, you don't have the body type. You're too tall, you're, you know, it's. You'll hit the 20 mile block, you know, and people, people, you know, start wandering around, they just kind of lose control of their mind, their body, all this. So there was a lot of fear, doubt and uncertainty. Right. But I, my sister kept saying, greg, follow the plan. Just follow the plan. And so I did. And I had this amazing experience and I was able to run seven marathons with her over time. But it's been something now. But when I finished Andrea, that I thought to myself, I can do anything.
- [19:49]
A
See that? That's what I changed this whole thing to. It's confidence. Right. Like, I started thinking and the framework was going to be like, move so you can think clearly. No, no, that's not it. It's move for confidence.
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B
Yeah, absolutely.
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A
And that's life changing because I, I feel like you told me that story of the marathon, but like, not in that detail. I didn't know you followed a plan and I didn't know that you doubted along the way. I just knew that your sister was the one that got you into this.
- [20:21]
B
I didn't know. She's. She's 13 months younger than I am, right. So I'm an October 3rd baby. She's a November 3rd, the first following year. And we've always been really close. And she still to this day is running a lot of 10k. She's doing a lot of, you know, hiking as I am. I don't run as much anymore as I used to. But, you know, it's still biking, I'm still doing elliptical, I'm still doing the treadmill. You know, my wife and I, we hike and do those kinds of things. But there is something to be said in this whole process, Andrew. When it comes to the creativity and exploration and being happy in our jobs and in our roles, if we get up early in the mornings and you do something every day, it starts that whole movement. It starts the brain functioning. I don't know about you, but I'll bet probably nearly 100% of the time when you're out walking, I. I have thoughts that come to me about, oh, my gosh, I never thought of that before. That's another way that I could approach this or that. You know, it is. It is getting up. It's getting that movement going in your. In your mind and in your body and allowing that those thoughts to come to you and, you know, whether on your phone or whatever you might have, but capturing that at the time it comes to you, I would guess, on your hikes, you probably have some amazing ideas that come to you about different things that you've been thinking about, whether it's with the girls, whether it's with your job, you know, whether it's with this podcast. I would guess that those kinds of things come at those early hours in the morning when you're out doing something. At least every day, you know what, it's true.
- [22:09]
A
Like, I'll write an episode and then I'll exercise, and something will come out that I know. It makes it go deeper, adds a new angle, and then I'll put it on my watch. You know, you've got the ability to record and you just say something. And sometimes I get back, I'm like, okay, that wasn't as profound as I thought, like, in the early mornings of the hike. But sometimes they are. Stuff comes through and. And sometimes also things that don't make sense start making sense as you start thinking about it. You know, break down anything that you're like, I don't really understand what this means. And then think about it when you go out and walk for.
- [22:52]
B
Right. It's. It's iteration, right? It'll be iteration of things that come to you, that you've jotted this down. Okay, well, maybe not all of that, but how about if I tried this or that? Right? So you go through some iteration of whatever was captured at that time. But I think. I think, you know, this picture, this graph that you've put in here, I think is so important to really start that whole process is the movement. And doing something every day, I think is just absolutely critical.
- [23:26]
A
Love it. Love it. And do you think that, like, trust, if you were to look at where it comes in, it starts with, we have to trust ourselves before people extend trust to us. We have to be like, it has got to come from us first. Right? Trust in our abilities for first.
- [23:44]
B
Yeah, no question. Right. Because that's what I. I think about all of the fear, doubt, and uncertainty. When I was. I actually were. I probably talked To a half a dozen people about. I knew that had run marathons or distance, Andrea, all of them were telling me nothing about but the negative. And so you, in innately, you. You had to come up with the fact, all right, I'm going to follow the plan. I'm going. I trust that I will stay consistent through this whole process if something doesn't feel right. I know I have a resource with my sister who's already run 15 marathons, and she's the one that I know has got my back. So I just trusted. I trusted the process. I trusted myself that I was going to make it happen. And I think that's so true is that having that trust in yourself that you can be successful, that you can make sure that you follow the plan and you do what you say you're going to do. I will always, you know, at the end, equal to being at peace with yourself and that you've done everything that you possibly can to make those things happen.
- [25:01]
A
This is good. This is good. So just looking back over your career and, and I love that whole example of that you did something you didn't think you could do, because I feel like that was something that you might look back on always, you know, and if you hadn't have done that, could you imagine that? What are you looking back on to overcome things? So this is like, if we all have something difficult that we've overcome to look back on, it will push our trajectory forward, right? Like keep. Keep doing hard things.
- [25:35]
B
Agree. I couldn't agree more. I. I reflect back on that 1995 experience about. Not only, you know, I was. Saturday mornings were when I really went for my long runs. Because what you need to do in a. When you're training for a marathon, you have to let your body know what it's like to run 10 miles, 12 miles, 18 miles. And so my Saturdays, I. I would do my long runs, right? And so it was me up at 4:30 on the trail, pushing myself to do the 12 miles or the 14 miles because I knew that if I followed the plan, what really happened when the actual race day came, it was nothing but a celebration of 26.2 miles. I was so ready physically and mentally because I'd already done, I'd already run, I'd already run 20 miles three different times during that planning, you know, during the 18 weeks. Right. I already knew I could do it. So the marathon day was just really nothing more than a celebration because I trusted the plan, I followed it, and I knew it was just going to happen. I just, you know. And to your point was that. Yeah, that once you cross that line, because I knew I had done something 18 weeks prior to that. That was really hard. It's hard, right? I can, I could do anything. I don't care if it's running. I don't care if it was in my, my professional role and my family role. When things came up hard, I knew I could do it because I. You did. I've been there, done that.
- [27:12]
A
Right?
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B
Yeah.
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A
And. And so what I, When I was creating that graphic and changing the fact that it's not just we move to learn, like that's what I was going to do. And I'm like, no, no, no, no. There's so much more. We move our body adapts. And then didn't you notice your body changing? Right. Like over while you're training? This is what I'm noticing right now. I'm following this plan. And I don't enjoy lifting weights, I don't enjoy strength training, but it's a part of this plan that I'm doing. It's like, okay, you didn't do enough last week. You need to add more in. And I'm like, oh, gosh, I gotta do this. But I'm doing it. And then suddenly I noticed the body adapts and changes and, and that brings in more confidence. So I wondered, you know, you, you probably noticed that, right?
- [28:08]
B
Oh, yeah, it's so much so. And even now, you know, I, I think now, you know, later in. In my exercise career, I guess, is that I don't weigh myself. What I really do is I, it. It's how my pants fit. It's kind of weird, right?
- [28:26]
A
No, no.
- [28:27]
B
How my clothes fit. Right. So. So I, I was, I've gotten really back into being a little more cognizant of what I put in my mouth and my consistent. At least four times a week, I'm. I'm working out around 50 to 60 minutes of each of those days. Right. And suddenly I. To your point? Yeah, I could, I can feel it. Oh, you know, I'm going up another belt notch or, you know, my coat feels. Fits better or I feel better. Right. Just got back from. Just got back from the doctor and all those markers that I was concerned about because I have been consistent this past year. My A1C is in check, which is great, right?
- [29:10]
A
Yeah.
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B
My blood pressure is in check. All those kinds of things that, you know, you want to make sure as I start to get older and older, I've got to be consistent in what I Put in my mouth and my workout regimen because I know physically when I feel better and my pants fit better, my. My markers are better.
- [29:32]
A
Yeah, I love it. I love it. And, and since I'm in sales, Greg, you know, I'm always going to try and sell you a sauna if you want the link to. To buy Asana. I'll always. Everyone I talk to that shows an interest in. In asana will get that link.
- [29:49]
B
Our neighbors on both sides, Andrea, have these. They're almost like. They're a large barrel. Almost. They look like a large barrel.
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A
Did they get it from Costco?
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B
I don't know.
- [29:58]
A
I saw these ones at Costco.
- [30:00]
B
Look amazing. Yeah, they're absolutely amazing. Yeah. So the plunges, I've. I've started doing some cold plunges. Right. And some of those kinds of things as well. And they. It's been. Yeah, it's. It's hard, but it's. I know I can. I feel better. Right, Right. The energy's there.
- [30:16]
A
Yeah. So. So this is, to me, amazing that we started talking about trust. And my next phase, I'm going into movement and how learning is there, and then just the whole part of putting it all together, trusting ourselves, having the knowing that the people that we're working with trust us to, you know, maybe step outside and tap into where more creativity, just try different things, and then that takes us to a whole new level. Right. Would you sum it all up like that, do you think?
- [30:54]
B
Yeah, absolutely. I think it's a great way to put it. And I think that, yeah, by setting those kinds of goals, you know, with. Through your movement, your brain activity, all of those kinds of things. Andrea, I just think you come to. You come to your role, you come to your, you know, in and out of both your profession, but in your personal life as well. I mean, how much more present in your children's life, in your spouse's life, in your significant other's life, are we. When we have started with, with those kinds of things, it just. And, and it does just build trust and confidence and creativity. Absolutely. Affects really more than just our professional careers.
- [31:42]
A
Well, Greg, this has been phenomenal. To get a chance to reconnect with you pick your brain on a topic that, That I saw was important on the teams that you built. So just to wrap this all up today, what do you think is one thing that every leader, educator, parent or coach, what can we do right away to build more trust and create this environment that we've talked about is so powerful for us personally and for the Organizations that we represent. What can we do?
- [32:16]
B
Yeah. So, Andrea, I would first say this, and then I want to share one of the things. One other just quote from Kevin Plank, who's the founder of Under Armour. But to your, to your point, I would say to anybody that is looking to change a culture, to change the trust within an organization or in their. Within their teams, do not ever pass up an opportunity to tell somebody how much you appreciate what they're doing. People. And you've heard me say this before, but people who feel appreciated will always do more than what you ask them to do. Always. Right. Be a good listener. Do not. Do not come to conversations thinking you already know the answer, but be genuinely interested in the conversation. Those two things to me are critical. My first sales manager taught me and gave me this analogy that over 30 years now I still have him. He said, greg, in the sales organization, we have two types of people. We have people who are crocodiles, they have great big mouths and little teeny ears. We have others in this organization who are elephants. They have great big ears and little teeny mouths. And we want elephants in this organization, organization, we want you to listen more than you talk. And I think that is powerful.
- [33:44]
A
Yeah, it is. I feel like I've heard you say that.
- [33:47]
B
Yeah, I. I love that analogy because it does. And, and many salespeople, Andrea, quite frankly, think that they listen way more than they talk. They are shocked when you record them. They find themselves that they're probably more like the crocodile than they are are the elephant. True. Right?
- [34:06]
A
Yeah. Like. Like self analysis. I could.
- [34:08]
B
Yeah.
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A
More for sure.
- [34:10]
B
No. No doubt. So let me leave you. Let me leave you with this. So Kevin Plank, founder of Under Armour, said this trust is earned in drops and lost in buckets. Every promise kept, every honest conversation, every act of accountability, and every demonstration of genuine care is another drop that strengthens a relationship. Conversely, one broken promise, one dishonest act, or one breach of integrity can quickly empty what took years to build. Great leaders understand that trust is the most valuable asset because when trust is present, people willingly follow, collaborate, innovate, and commit themselves to. To a shared purpose. Trust is not simply a leadership skill. It is the foundation upon which every successful relationship, team and organization is built. I love that.
- [35:11]
A
It is. It is.
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B
That sums it up.
- [35:14]
A
It sure does.
- [35:15]
B
On why trust has to be the bedrock. It has to be one of the tenants and foundations of what you're building.
- [35:23]
A
Exactly. Which is why I feel like I had to stop what I was doing. I was doing this, you know, going through the phases of the brain. I'm like, there is something more to this and it brings in those character traits. And that's when I thought, I'm going to ask Greg if he's, he's got some time to meet with me. So, Greg, I really appreciate the time that you've taken to meet with me, to stay in touch with me, to share your philosophies. I knew you would come with some quotes and some, you know, you would tie it into something. I was, I wasn't prepared for the whole marathon thing. I didn't know you would bring that in. But that look what that brought, that brought a whole new way of thinking of, you know, trusting ourselves, doing difficult things. I just love your thought process. So I'm grateful for our friendship, for all you've taught me, and for you sharing your philosophies of what makes a successful person an organization. Thank you so much, Greg.
- [36:25]
B
Oh, thank you, Andrea. I love the conversation and I so appreciate you. I love you and your husband and Majid, I think you are amazing team together and I am a much better person for having had the opportunity to rub shoulders with both of you.
- [36:40]
A
Love you back, Greg. You're an amazing individual. Thank you.
- [36:44]
B
Thank you so much.
- [36:46]
A
Some final thoughts. Next week we'll begin phase three, movement adaptation and how this all ties into our performance. Exploring what happens after engagement occurs and how movement literally changes the brain's ability to learn, remember, think and perform. Because when trust creates safety, movement creates change. And if phase one taught us how to regulate the brain and phase two taught us what motivates the brain, today's episode shows us what creates the conditions for growth. Trust reduces threat and opens the door to learning. And next episode, in two more weeks, we'll discover what happens when. When movement steps through the door and begins changing the brain itself. We'll see you the middle of July.
- [37:40]
B
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