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We know that people, even countries, are always protecting their turf. Silos are real in companies and it’s such a pain point for me. How do you go about getting leaders to turn a company, a culture, into servicing real service the right way when these turfs are real, they exist? Yeah. Very good. Very good. You’re asking. Really. The answer to your question opens up the big distinction between improving service performance, which is critical, and building a culture in which continuous improvement of service performance is what the culture is all about. Okay, so you need both. So you could tackle, for example, an area where you’re getting a lot of customer complaints by bringing together the people who are responsible for providing that particular service or CX experience. And ideally, you’d get people together across different silos who are all mutually involved in creating whatever that is. So, it could be back office and front office, or it could be one department or another, or it could be headquarters and out in the field, whatever their silo may be. Bring those people together and then you’ve got to walk them through a method to be able to see what’s going on from the recipient’s point of view. And from that recipient’s perception or point of view, it starts to become clear that what we’re doing in the way we think about our work in our silo, in our turf, in our borders, and our goals, that’s our process. But that’s not the same as their perception. So if we want to improve their perception, we have to look at this from their point of view and then relook at the way we do what we do, including the way we do what we do with each other. And so that can then produce a better internal service dialog. So there you get some service performance that might cross silos. But building a culture in which that is what’s happening consistently, ongoingly, well, that involves an entire architecture. Not only what are you teaching people and how are leaders understanding and guiding and protecting a culture for that. But are you recruiting the right people? Is the orientation experience of what you want it to be? Are you recognizing and compensating people? How are you capturing voice of customer? It goes on and on. I call that the 12 building blocks of an uplifting service culture. Like building a house which sits on a foundation of teaching people what they didn’t learn in school, and then providing a roof top of leaders who actually get it and role model it and support it every day.