The first thing that basically builds the culture--well, there’s three things that build organizational culture. One is behavior, what you do. And that has to do with basically how you as a leader, and the people that work with you do things: the link between the walk and the talk, what you say and what you do. What is role model? You say, "It's really important that people come here on time." And you come late, so you come late to the office, and people say, "Well, that's not true." They say it's important, it might be important to me, but that's not really what he probably values. I'm sorry, I'm going to use you as a guinea pig, okay. So what is really role model? That's really what people see. And then meetings, conferences and emails. How do you communicate things? How do you run meetings? I mean, if you really care about the client, how many topics that are related to the clients' needs do you have in your agendas? You say, "Oh, we're really humble. We really want to focus on learning, and we're really committed to learning." Well, how much time do you spend, when you have a failed project, to really talk about what can we learn from this past mistake? And how much time do you just go and start saying, "Oh, let's keep rolling. And come on, we have a lot of fish to fry." And how much do you really focus on learning, how much do you sit down to talk about learning? Well, that is really what people see, and that is really what you value, believe it or not, because that's really what people see you doing. The second aspect that basically builds a culture is symbols. Symbols are those intangible things that people attribute meaning to. That is basically your calendar and your checkbook. So the calendar basically says, you say you value this, you say you want to spend time with your people, and your employees, and your supervisors, and you want to go to the factory and talk to them. But when I look at your calendar, I don't see you spending a minu...