MBA Class of 2015—It’s Time to Rededicate to Learning

Graphic image with the words, It's Your Career and other related professional development wordsEvery year I offer my heartfelt encouragement to the many newly minted MBA students leaving their classrooms and cohorts behind at graduation. In prior years, my “Congratulations! Now What?” post was intended to offer some transition guidance for leveraging the degree. For this year, I’m emphasizing the need for new graduates to retain their hunger for learning and shift their efforts to regular and far-reaching exploration of the ideas changing our world.

Class has ended, however, the real work of leveraging those tools and the fundamental knowledge you gained in your program is just beginning. The winners in our world…those who will advance their careers into senior roles or launch successful new ventures will be the ones who are able to make sense of both the macro forces propelling change in our world and translate those insights into solving problems for increasingly smaller (micro) markets.

Cultivating your perceptual acuity and developing the ability to translate the big issues into insights and ideas is now mission-critical for you. In the past few years, you’ve simply had to satisfy your professors that you are able to apply the tools they are teaching. Now you have to please a much tougher audience…your customers, your bosses, your stakeholders and in some cases, your investors.

I encourage you to take a few moments to celebrate your accomplishment and then after a very short break, recognize that it’s time to get back to work. Here are a few ideas for you to apply as you rededicate your efforts to learn and grow in your new, beyond school life.

4 Ideas to Stimulate  Post-Degre Learning:

1. Devour the content being developed in your chosen vocation. It’s great to start close to home and for the moment, you’ve chosen a distinct area of emphasis for your work. While your degree doesn’t make you an expert…it absolutely offers you a license to better engage with and understand the real experts. Learn who the movers and shakers and thought leaders are in your discipline and get to know what they’re writing, saying and doing to advance practices. If they’re blogging, join the conversation.

2. Put the MBA tools to work and really study your firm’s industry through multiple lenses. Cultivate a close, intimate view of the industry dynamics. Study and map the ecosystem, value-chain, competitive forces and follow the money and power. Who’s winning? Who’s losing? Who’s in danger of being disrupted out of existence? What are customers doing? And then address the all-important question of how you can maneuver or act to grow your firm’s strength or leverage new opportunities.

3. Read. Constantly. Every Day. Even if you hate to read. If I had a dollar for every MBA graduate I encountered in interviews who had not touched a book for several years after the program ended, we would have a nice lunch. Instead of exploiting your freedom from assigned reading, take the opportunity to rededicate yourself to find the people writing about and acting on changing the world and read what they are saying. You don’t have to believe their ideas or adopt their ideas, but you do have to think about how their ideas might fit in your own world. You must always be looking for insights and Ah-Ha moments for vexing challenges in your firm and the work of others will serve to catalyze those moments.

Some Reading Prompters:

  • Read periodicals that cover a wide range of topics. A few of my favorites: FastCompany, INC., the Wall Street Journal, The Financial Times, The Economist, Forbes, Fortune, National Geographic, Popular Science, Outside, MacWorld, McKinsey Quarterly, MIT Sloan, HBR, a variety of fitness magazines and just about anything else that crosses my path.
  • A few of my books in process: The Attacker’s Advantage (Charan), The Soft Edge (Karlgaard), No Ordinary Disruption (Dobbs et. al.), the updated edition of Blue Ocean Strategy (Kim, Mauborgne), The Advantage (Lencioni), Act Like a Leader, Think Like a Leader (Ibarra), Power Cues (Morgan). My own library of must reads for all professionals is considerably lengthier than referenced here, but this is a great, mostly current starting point.
  • Read History. Given today’s geopolitical tensions, it’s essential to understand the historical precedents. Those who don’t know are doomed to repeat… . Currently, I’m losing sleep because I cannot put down Doris Kearns Goodwin’s, No Ordinary Time, focusing on the lives of Franklin and Eleanor Roosevelt. Read enough history and you will see patterns of human behavior that transcend the times. How might these patterns apply to our own times?
  • Create an Internal Reading Club. Leverage all that great reading by talking about it with your colleagues. Always strive to translate the insights into “What this means for us is… ,” or, “Here’s an idea we can adapt to our own environment… .”

4. Become a Bridge Builder. The books and magazines are great, but you want to tap into the gray matter of people who see the world through different lenses. Internally, become a relentless networker across functions. Learn what’s going on in other areas and find mutual opportunities to collaborate. Externally, it’s time to join and contribute. From your alumni association to industry conferences to professional seminars and workshops, the ideas and answers are out there in someone else’s mind.

Learn to build and connect bridges and watch your reach, knowledge, power and influence grow!

The Bottom-Line for Now:

Rather than bestowing wisdom (only gained through experience), the MBA degree is an apprenticeship that offers exposure to the tools and concepts of management. Much like the tools of a master craftsman that enable creation, your true challenge is to apply these tools in solving problems and creating new opportunities for you, your firm and your stakeholders. To do this, you need ideas. A lot of ideas. Go forth and prosper, armed with the insights of those pushing the boundaries of our thinking and seize ideas to apply to your own situation. Best of success and happy learning!

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development.

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.


Just One Thing—Push Beyond “M” for Mediocrity

Just One ThingThe “Just One Thing” Series at Management Excellence is intended to provoke ideas and actions around topics relevant to our success and professional growth. Use them in good health and great performance!

Why do we fail with our initiatives (projects, strategy, leadership) in the workplace so regularly when the causes of failure are well documented and the practices to minimize the chances of failure so well identified?

A student exploring project risk management was perplexed when she compared the data on project failures to the literature on risk management, only to see that the causes of failure and ideas for reducing risk were clearly identified over and over again in a nearly endless stream of articles.

I see this same situation play out repeatedly in leadership and strategy work.

The formula for leading effectively isn’t a secret kept locked in a vault with the combination known only to two people. In fact, the principles have been understood for a few millennia. And for us today in our firms, the behaviors of miserable managers and lousy leader are well understood and at last count, there were seemingly 4 quintillion resources offering input, training and help on how to lead effectively.

For strategy, too many of these programs fail not just because they were poor ideas (usually not the case), but rather because the process of execution broke down. People fail to coordinate the work necessary to properly and effectively bridge ideas to execution. While not to minimize the complexity of executing on strategy, the issues of communication, coordination, feedback, adaptation and so forth are fairly easy to grok.

Finally, when I work with people and teams in troubled organizations, I always figuratively scratch my head over the juxtaposition of relatively smart people who understand what is going wrong with the reality that few are doing anything about it.

It’s as if we have a default gear labeled “M” for mediocrity in our organizations and in ourselves. It’s the acceptance of this gear inside organizations along with the perpetuation of practices that reinforce “M” that governs our consistent and repeated sub-par performance.

However, not everyone or every team is held back by the tractor-beam pull of mediocrity.

In troubled organizations, I look for the individuals who fight back and rail against the tyranny of something that screams less than excellent. These people fight mediocrity with all of their energy and while they are often laboring in relative isolation, I strive to place them in positions of power for getting things done. From leading change initiatives to managing projects to owning big chunks of the coordination of strategy execution, these individuals have an extra gear or two beyond “M” that allows them to move people and teams faster and more effectively than the norm.

The Bottom-Line for Now:

For all of us, we have a choice to make. We can either be part of the problem or we can push ourselves to shift out of “M” and fix what’s broken and quit perpetuating the mistakes that give rise to the same advice over and over and over again. The choice is yours on what gear governs your performance. But be careful, once you shift away from mediocrity, the side effects are quite rewarding. You feel great about yourself and your work and someone somewhere who chooses people to be successful will want to create a whole new set of opportunities for you.

Is it time for you to shift out of “M” and fix what you know is broken?

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development.

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

Art of Managing—Thriving at the Speed of Change

Graphic with the words of Art of Managing and other management termsThe Art of Managing series is dedicated to exploring the critical issues we face in guiding our firms and teams to success in today’s volatile world.

The current theme in much of today’s management writing and speaking focuses on the unparalleled speed and volume of change present in our world.

From the work of Gary Hamel (video: Reinventing the Technology of Human Accomplishment”) to the excellent new book, “No Ordinary Disruption,” by Dobbs, Manyika and Woetzel at McKinsey, to a variety of other new works, the literature certainly suggests it’s a fascinating and simultaneously frightening time to be responsible for guiding an organization forward into the storm. While we’re all busy learning to navigate and leverage (or understand) Big Data, the real issue is or should be navigating Big Change.

In “No Ordinary Disruption,” the authors offer a powerful, research-backed narrative describing the four primary forces behind the shifting landscape of society and business. These include the massive movement of people to urban centers in much of the under-developed world; the ever-present and unrelenting pace of technological change; the aging of the world’s population and the powerful force of globalization.

The book is fascinating…the evidence compelling and if you’re in charge of one of yesterday’s businesses, you’re to be excused if one of your thoughts is to go back to bed, pull the blankets up tighter and hope to awaken in a period of stability and predictability.

Nice thoughts, but you can kiss that dream of stability and predictability goodbye. Welcome to the rest of your career where nothing looks particularly familiar and what brought you here won’t take you or your firm there.

My one disappointment  with much of the current writing about change is that it is short on the “what to do about it,” content, in part because the notion of all this change makes for fascinating reading, and in part, because it’s not clear what exactly we should be doing in many cases.

Navigating the unknown…rethinking or discarding old strategies, offerings and approaches is uncomfortable and difficult work. Yet, it’s work we must undertake. While this is a big topic (worthy of book length), I’ll start small and keep building through the Art of Managing posts. (And yes, I know the words are easy and the actions challenging…but we have to start somewhere.)

5 Ideas to Get You Started on Navigating Big Change:

1. Learn to Look for Opportunity in Uncertainty. The operative word is “learn.” Our natural reaction to the notion of change in our business model is some combination of fear mixed with a drive to look harder for reasons to rationalize maintaining the status quo. The firms and teams I’m working with who are succeeding in rethinking their businesses are those who have embraced the idea that while change may disrupt the successful approaches of the past, it also opens the door to an almost endless set of new opportunities. They are focused on building the management tools, team talent and approaches needed to explore and test for ideas that stick.

2. Think Like an Explorer, Not a Manager. This is a great example where history is a teacher for the future. The polar adventures of Scott, Amundsen, Shackleton and others defined the original Great Age of Exploration and students of these adventures can apply the lessons from success and failure to our own circumstances. In “Great by Choice,” Jim Collins and Martin Hansen offer a detailed description of how Amundsen prepared himself and his team to navigate all manner of unknowns and uncertainties and succeed in great form while his capable adversary, Scott perished along with his entire team. The risk taking was calculated…the mission was crystal clear, the tools and training emphasized adaptability and the risk mitigation planning was exemplary. Study the explorers and look for ideas to apply to your firm’s or team’s business explorations.

3. Recognize that Innovation is the Currency of the Future and It’s More than Product Innovation. Much of our conventional approach to navigating uncertainty in our markets is to focus on investing in our products. The natural tendency of good product managers is to look for ways to make their offerings more relevant to customers. While this will never go out of style, the reality is that the forces of change open up massive opportunities to innovate beyond product. From business models to customer engagement approaches to network/ecosystem innovation, there are a myriad of ways to reach more customers and outflank competitors by innovating beyond the product. A must read for everyone concerned about the future is Ten Types of Innovation,” where the authors offer up their periodic table of innovation elements and suggest that the most successful firm use multiple elements…beyond just product innovation.

4. Hunt for Ideas and Insights. Ram Charan calls this strengthening your perceptual acuity. Regardless of the label, it’s about teaching your team to go beyond their four walls and challenge themselves to observe and relate changing market, competitor and customer forces to one of the most powerful phrases that should be in your corporate vocabulary, “What this means for us, is… ,” or a variant, “Here’s how we can leverage this change to grow/strengthen our business.” Too many teams are inwardly focused…opining on customer issues and market trends while looking at the same view of the parking lot from the conference room window. One innovative firm sent their team out to a group of customers to observe a day in the life of data…as they tracked data flows around a particular set of processes in the business. The observations on process inefficiencies and challenges led to a significant number of insights for new offerings.

5. Pursue Intelligent Experimentation and Accept Compressed Time Horizons. Navigating uncertainty demands experimentation and experimentation embraces failure on the road to success. Traditionally, we view failure as something to be avoided…and mitigated. That worked fine during a period of time when next year in an industry looked a great deal like last year. Now, managers must learn to embrace the idea of failing forward to find innovations that might stick. Along with establishing conventions for widespread intelligent experimentation, we must shrink our view on acceptable time horizons. Experiments and subsequent strategy or offering development must resemble a series of sprints and our view to the expected marketplace life of our innovations must reduce to reflect the reality of shifting needs or tastes and the likelihood of disruption. This doesn’t preclude us from mining a lucrative vein for a long period of time, but the nature of our world is those veins will be seized upon and exhausted by fast and/or disruptive competitors and their offerings. Speed kills on the highway, but timeliness is of the essence in this new world.

The Bottom-Line for Now:

While far from exhausting this expansive topic of thriving at the speed of change, we’ve defined some starting points well within your control. You own your own attitude about navigating uncertainty and as a senior manager, you have a great deal of power to create the approaches and tools and to guide your talent to become more adept at observing external forces at work and translating those observations and insights into actions. While the essence of most organizations and most teams is to preserve the status quo, this is one case where standing still practically guarantees that you’ll end up as global road kill. Steering into the fog with the right attitude and committed to finding the way forward as you go is a much better alternative.

Leadership Caffeine™—Letting Go of Your Need to Be the Smartest Person in the Room

image of a foam coffee cup with brown outer sleeveThe Leadership Caffeine™ series is over 200 installments strong and is dedicated to every aspiring or experienced leader and manager seeking ideas, insights or just a jolt of energy to keep pushing forward. Thanks for being along for the journey!

One of the most common and damaging of a leader’s blind-spots is the compulsion to regularly provide evidence that he/she is the smartest person in the room.

Many well-intentioned leaders are adversely impacted by this bad habit without realizing it. The impact of what is often not much more than one or more behavioral tics includes stifling creativity and innovation and derailing any hopes of developing a high performance environment.

The challenge is to learn to recognize your own smartest person in the room behaviors and to replace them with a few simple but not simplistic habits that focus on drawing input from team members instead of stifling input. While blind-spots are by definition difficult to see, I’ll make a reasonable assumption that your desire to improve your effectiveness as a leader can help you both self-diagnose and take some simple but powerful corrective actions. (For those too smart to spend time thinking and working on their own performance and behaviors, now would be the time to write a comment suggesting why you’re right.)

3 Common Smartest Person in the Room Behaviors:

Do any of these feel familiar?

  • The Final Word Habit. Leaders who struggle with smartest person in the room syndrome often operate with a false belief that being in charge means always having the answer. This drives the individual to assert his/her opinion as the final word or last word and it teaches people to suppress their own ideas and wait for solutions from the person in charge. If you’re frustrated with your team’s lack of creativity or active discussion about ideas, you might be someone who has taught them to wait for the last word.
  • The Eyes…and Face and Voice Say it All! Some leaders telegraph their smartest person in the room persona through their verbal and non-verbal responses to the commentary or ideas of others. I’ve observed senior managers who portray what is perceived as disinterest or disdain for the commentary of team members by interrupting them in mid-sentence or maintaining a facial expression that seems to ask: “Why are you using up my valuable oxygen with this stupid idea?” Of course, the leader may not be intending to communicate disregard or disdain however, we impute this less than noble intent based on our interpretation of the visible and audible cues. If your team members are less than enthusiastic about sharing new ideas and approaches, perhaps you’ve inadvertently shot them down too many times.
  • I’ll See You and Raise You. A closely related cousin to the behaviors above is the leader who listens to the input of his team but fails to acknowledge good ideas or threads of their good ideas. One top leader had the unique habit of responding to input with his own input in a seeming point/counter-point battle that was interpreted as either arguing or trumping the ideas. In reality, she was using an unrecognizable form of active listening to translate what she was hearing into her own words, however, it was interpreted very differently.

3 Approaches to Combat Your Own Smartest Person in the Room Syndrome:

1. Ask More than Tell. Questions are powerful leadership tools…much more effective than orders in most circumstances. Train yourself to respond to ideas with questions to help you and others better develop their ideas. Strive to understand before offering your own perspective.

2. Cultivate the Courage to Shut-Up and Let Others Decide. While you never have to cede your right to veto an idea or an approach, use this veto power sparingly. Most of the time through questioning and the technique of “building upon the ideas of others,” you can promote a modification or adaptation of someone else’s approach without throwing your weight around. If you must, use the “line item” veto

3. Work Hard to Look for the Beauty in Ideas, Not the Flaws. Some people look at a scene and see the beauty in it and others find the gaps…the faults. Frankly, those who see the flaws are significantly less interesting and enjoyable to be around. A micro-managing boss sees the flaws and hammers people for changes to minutiae. The effective manager acknowledges the beauty inherent in ideas and focuses questions and efforts on realizing that beauty. Discussions about flaws can be isolated to a simple discussion around risks.

And a Few Ideas If It’s Your Boss Who Doesn’t Recognize Her Case of Smartest Person in the Room Syndrome?

If you are working for someone suffering from this syndrome, you have a number of options…all with pros and cons.

1. Resist the Urge to Argue. It’s tempting…it’s one of my own challenges and it is often wrong. Take a deep breath…close your lips and think. If you must talk, ask clarifying questions. It never hurts anyone to seek first to understand.

2. Manage Upside Down. If your boss is generally well-intended and receptive to input from team members, construct an effective feedback discussion with behavioral examples. Indicate the business or performance consequences of the smartest person behaviors and offer one or more of the techniques above as suggestions. Offer to observe and look for opportunities to apply the techniques. Agree on a mechanism to signal an improper behavior and suggest a different course on the fly. It takes your own personal courage to offer feedback to your boss. Remember, my operating assumption is that your read on him/her is that they are interested in strengthening performance and growing as a leader. There are some who will not take kindly to your feedback. Tread softly and if the ice is firm, proceed. If not, move to number 3.

3. If the Boss Isn’t Approachable, Use Judo on the Situation. Reinforce the ideas from the boss as positive and suggest approaches to strengthening those ideas. Of course, the approaches match your original suggestions, however, you’ve re-framed the idea as his/hers. A little bit of child psychology can go a long way with a difficult boss.

4. Facilitate His/Her Idea Development and Proactively Raise the Risk Discussion. Your calm facilitation of the discussion will allow you to both ask clarifying questions and at the appropriate time, suggest that you explore the risks. List them on a board or flip-chart. The act of highlighting risks may be enough to gain cooperation from a boss who views himself as always right.

The Bottom-Line for Now:

There are a number of powerful internal drivers that push some people to assert their opinion as the right one. From compensating for a lack of self-confidence to falsely believing that being in charge means being right, this need to assert is a performance and environment killing habit. Learn to recognize your tendency to do this and use discipline to resist the temptation. Like reaching for the donut instead of the handful of almonds on the snack table, it’s difficult to do at first. If you work for the smartest person in the room, strive to be just a little smarter…by managing the psychology and resisting the urge to argue. In all cases, the effort is worth the potential improvement.

Don’t miss the next Leadership Caffeine-Newsletter! (All new subscriber-only content!) Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development.

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

Level-Up™#4—Six Lessons to Help Grow Your Power at Work

levelupThe Level-Up series at Management Excellence is dedicated to supporting your professional development on the road to senior management.

Ask and answer a simple question: “How did the three most powerful people in your firm (without a “C” in their titles) arrive at their current positions?”

In most cases, the answer is the same: they “got stuff done” and they did it by drawing upon the skills and energy of others.

That’s it. No backs stabbed…no fingers stepped on during the race up the ladder. They grew their power by identifying the vexing problems that needed solving and they figured out how to get the best and brightest around them to help develop and implement the solutions.

While the formula is easy to decode, the art and act of growing your power in an organization requires you to focus your efforts on a few key activities.

Consider the Case of Bob:

Bob joined a major software firm as a front-line manager in the support organization. The firm was just entering what would become a period of remarkable growth and there were more challenges and stress points than there were people to deal with them. Bob recognized this situation as an opportunity and very quickly established an understanding of the top priorities of his direct manager and worked to help her succeed with those challenges.

Bob’s manager quickly developed confidence in his ability to solve larger issues and she assigned him to lead a number of visible strategic initiatives (projects). Bob recognizing the size of the challenges and the need for help from across the organization worked tirelessly to extend his network of contacts and to draw upon this network for resources. And Bob did everything in his power to ensure that these were career enhancing opportunities for his colleagues. In particular, he worked hard to give visibility to team members and to dispense credit and accolades widely. He made certain to shine the spotlight on others at all times.

As the successes piled up and Bob was given the opportunity to lead ever-larger boundary spanning initiatives, his powerful network continued to supply the know-how necessary to successfully complete the initiatives. Bob’s reputation with his senior executives as someone who knew how to lead teams and execute on the key issues put him on a fast promotion path. His reputation with his colleagues as a leader worth following helped his cause. Bob maneuvered from the role of manager to the role of a VP within 4 years…a meteoric rise by this firm’s standards. Importantly, Bob could still look at himself in the mirror and be comfortable that no backs were stabbed and no fingers stepped on as he raced up the ladder. To the contrary, he carried people with him.

I love this story for all of the lessons it offers to us as we strive to help our firms and to grow in our careers.

6. Lessons from Bob to Help You Grow Your Power:

1. Rethink your view on power. It’s not about the bigger office, better parking spot and invitation to meetings in mahogany furnished conference rooms. It’s all about you developing the freedom to work on the issues that matter while helping others in the process. It’s the freedom to act.

2. Calibrate your priorities with the priorities of your boss. In coaching situations, I ask participants to describe their boss’s priorities. In too many situations, the boss doesn’t tell and the employee doesn’t ask. That’s a problem you should fix today.

3. Learn to connect networks! Power resides in your access to talent. The most powerful people in your firm are those who can tap knowledge, insights and support from a variety of sources depending upon the situation. The work of growing power and contributing more to your firm cannot be achieved by remaining in your silo. Not only do you need to expand your network across your firm (and industry), but you need to learn to connect disparate networks to solve the big issues.

4. Mind the gap! The real meaty issues are the ones that exist in the gray areas between the silos. Every firm has a variety of big challenges that exist somewhere between functions. Learn to pick those up and draw upon your extended network(s) to tackle them.

5. Power is there for the taking. Again, I’m not emphasizing a dark view to power. What’s there for the taking are problems that require solutions. I’ve observed cultures where I’m certain if there was a garbage can on fire in the corner, people would notice it and talk about it and wonder whether it would get any worse…but since it wasn’t their responsibility, do nothing to put it out. Those are your opportunities! Seize them.

6. Shine the spotlight liberally on others. Remember…your goal is to gain the freedom to work on issues that matter while helping others at the same time. It’s never about you. You must give liberally to get power.

The Bottom-Line for Now:

The formula for growing your power is simple. The work is noble and good. Get it right and you’ll learn to enjoy being the one who determines what gets done in your organization. After all, those who have the power decide what’s important. After a fair amount of time of people telling you what to do, it’s infinitely more enjoyable to decide what to do.

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development.

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.