Rob Fisher
January 5, 2021
Today on The Jay Allen Show, it is the return of Rob Fisher. During the episode, Rob and Jay discuss the year that was 2020 and how AERO could be used during these trying times. Enjoy it on The Jay Allen Show.
Our feature sponsor on today's episode is Air Med Care Network.
Today on The Jay Allen Show, it is the return of Rob Fisher. During the episode, Rob and Jay discuss the year that was 2020 and how AERO could be used during these trying times. Enjoy it on The Jay Allen Show.
Our feature sponsor on today's episode is Air Med Care Network.
[00:00:02] spk_1: this is visited. This show is brought to you by Safety FM. Well, hello and welcome to the J. Allen Show. I hope you are having a grand time as this new Year has started of 2021. What I have to tell you. It's been an interesting time over the last few days of everything going on inside of the world and the changes that were able to see. Hopefully, you've been able to have a good time as we transition from 2020 to 2021. Well, let me not waste too much time and let's get you started with what's going on today. I had reached out you, my friend and colleague Rob Fisher, to come onto the show, and I wanted him to talk about what he has learned over the last few months what the changes going on in the world in talking about the technology that he uses known as arrow. If you're not for me earlier with Rob, you should be. He is the president and director of operation for Fisher Improvement Technologies and also the host of the Essential Leadership Cycle podcast that could be heard here on Safety FM So without much further ado, let's get you started with today's episode off the J. Allen Show featuring Rob Fisher. So let me tell you why I wanted to bother you, because that's exactly what it was. So here's the thing. So I know that you have technology that you have been building throughout the years and stuff that you have worked with an implemented, and I wanted to see how this whole covert 19 thing has played a factor into the technology and what technology you've been able to use with clients your own purposes to overcome some of these things.
[00:01:59] spk_0: Okay, well, Jay, I mean, you know, you and I, we don't talk enough, but, you know, I appreciate you. You asked him the question about how Fisher Improvement Technologies is using technology which is in our name Thio. So react or respond to actually the some of the cove in challenges. And, you know, for for years, all our our mission, vision and goals were around making sure that we create practically applicable technologies and and people didn't really understand what that waas. But But it's really a whole spectrum. It's a spectrum of knowledge and skills It's a spectrum of technological Elektronik capabilities. It's a spectrum of, of, of access to, um, certain documentation for lack of better or reference materials. And and so one of things that Koba did for us, was it? It really allowed us the opportunity to focus on technological solutions. So we're before, you know, we spend a lot of time and a lot of effort at client sites face to face. And And so really, some folks thought that that piece of consulting would disappear, and the only thing that disappeared out of that was the face to face. People got used to using things like Zoom and teens and all of the other, um uh, meeting methods. But while that was going on, we had had a big, hairy, audacious goal to put about a third of our materials online. Um, by the end of 2020 and that got big, hairy, audacious goal at B hag has been around since 2018 when we started putting those together and tracking them in our organization.
[00:04:03] spk_1: So you definitely had operation. You had definitely had operation warp speed going on at your place at the same time to
[00:04:09] spk_0: Yeah, we were We really did. And, you know, basically all hands on deck here in Charlotte Thio. Make sure that was happening. But we also said, Look, we we have a reputation. We've got technology to protect and we're not gonna try any race to the finish. We're going to produce things that we know are effective. And so we had had a large car manufacturers. That head kind of shifted the way we thought about how some of the workforce education for human organizational performance could happen because they had about 5000 workers and they had six minutes every morning before they started their shift. And they don't release to go to train. So to do the traditional training. Ah, workforce training. That was usual in the past, they just didn't have the capacity to be able to do that. So we revised the way we did that training into a video. Siri's, That was the workforce, um, education in about 25 less than five minutes sessions. And so we ran it with them. And I mean, it worked really well. So in Cove Idiot, we said, Well, holy cow, Let's take this science of error reduction and make it affordable because it meets one of our goals that says big company should be the only ones that can afford to do hop. The average business person that wants to reduce probability for air should be able to do it. So let's work to get that, um, put online and we created this this place called Fit Online, and the first thing that we put on was the science of air reach. And so now the workforce training that was a day long is about an hour and a half of somebody doing something self paced, with tests built in that somebody can then go back and and and refer to it later. And organizations can actually download it into their LMS system so that they own it.
[00:06:19] spk_1: So essentially so essentially then, it's not a learning management system. You're training people how to use your technology by going to fit online then, and it's not an LMS per se.
[00:06:30] spk_0: Yeah, well, we use heights as our learning management system. So in that, in that way it is. But we can also take the Native Files and transfer them to a client so that they can actually have those files and weaken white label those files for them so that they can do they can deploy any way they want to. We're kind of on the other end of the phone or email saying, Here's what works. Here's what does eso we started but actually bundling course. If you want to be an advocate, take these four. If you wanna be an effective procedure, right, take these two. If you want to be a good supervisor, take these four so they can. One or two people or 10 or 20 people from an organization can come. Just do it on our learning management system or the organization and say, Look, we want to purchase the right so we can put it in our own and track it and do everything like that. But we
[00:07:26] spk_1: also argue. So are you seeing a lot of changes here? Then? Are you seeing a lot of smaller organizations now being able to reach out because it's not so much of Hey, we have to be on a waiting list. Well, let's use that as a hypothetical of having somebody to come out and teach us, because now it's a little bit easier to access because of the changes with the pandemic.
[00:07:46] spk_0: Massively, um, and and and so if you think about it, Ah, lot of times Hop was pushed on a smaller part of the organization by the corporate of that big organization. Now, if a plant of 50 people in a in an organization of 20,000 wants to improve their performance, they could do it inexpensively easily, easily budgeted easy access. And that wasn't the way it was before you had to have this big monstrosity of a machine. And some of the big companies we've had multiple organizations, small organizations, calls to say, Look, is there anything we can just do on our own that doesn't have to go through this big corporate loop? And we're not really usurping the corporate authority because corporate saying, Look, you know, we're in a situation where we can't really do anything. None of our human performance experts can travel, either if you've got something that could help them. There's one of things that I've been telling people. J is the only thing Onley thing that has changed is how we deliver it.
[00:09:00] spk_1: The
[00:09:00] spk_0: need hasn't changed. The people that are out there um, at risk haven't changed The task those people are doing haven't changed. But the way we get it to them hats and going through this learning process of being able to deliver the right amount of information in the right doses to the right people has been an awesome transition for us.
[00:09:31] spk_1: So let me ask that real quick, because because the risk has not changed. But some of the methods on how things were having to be developed, designed and actually brought to them how easy is accessible to the people that are out in the field. Because, of course, the people that are working from home have different pain points that they have to actually work around. But the people that are out in the field from what you're seeing from your vantage point are they still the same as much of their work change. But besides the PP side of the world,
[00:09:59] spk_0: No. I mean, the last time I checked when a tornado goes through town and you have to pull five utilities together to do storm damage, support repair none of that none of that has changed. We're still electric. Utilities were still responding and two challenges. Construction is still building like crazy. Um, you know, the service industry is really the in my opinion has been the most affected bike over because everybody else that works, you know, is that out in the field, working job is still going balls to the wall. Now they don't have as much oversight because the managers are I hate this term non essential on staying home, and a bunch of the safety people are staying at home. That doesn't change the risk of those folks out.
[00:10:59] spk_1: So you did use the term, so I'm gonna have to bring it up, non essential. And I know you hated it. And you did mention it, though, but I want to kind of reference that for a moment, the non essential worker as referenced by some opinion of question, Of course, coming up next. But how do you see that working out for some organizations being as you're involved with so many of them, when things start, you will say normalize, which they'll probably never will. But you know what I mean when I say that, do you think that there will be mawr of a lien process in regards of cutting some of these people out.
[00:11:35] spk_0: Yeah, I think one of the things that organizations air learning to set the terms essential and non essential aside, I I think that that's just been one mawr dividing factor in our world and that it's using those terms is more divisive than inclusive. Um, so certainly in our organization, we haven't used terms, anything like that. Um, there are certain things about if nothing about what someone did has any essential reality to it. Why did you have them in the first place? But, um, there's still a need for support for people that are out there every day. Doesn't matter whether in health care or construction or shipping or mining or utilities or manufacturer. Um, I think it was a reald disservice to the people and organizations to start drawing a line of s sensuality in those organizations. Um, because you know that Yeah, it was almost a line of prejudice.
[00:12:56] spk_1: So if an organization right now approached you and said, Hey, listen, we have essential and non essential workers. What tidbit of your tech would you use to kind of address some of those concerns in regard to probably even kind of rewarding on how they have them set up.
[00:13:12] spk_0: Well, you know, this is probably a good, essential leadership cycle because you're a great straight man because, you know, if you think about self and team awareness, shared vision and values and clear roles and processes duck those done right in the essential leadership cycle, then create trust and diversity, inclusion and commitment, accountability and learning. Um, so by using those three attributes, especially self and team awareness and shared vision of values, then you can you could really stop using words that divide and start being a little bit more inclusive of the need for the people that are doing the work to produce the income for the company. So, you know, before, before Cove in there was a belief, and I think rightfully so, that the whole organization was was really what produced the outcomes in a way that kept a company a doing wealth. And then somehow, after co vid hit, we said, Well, these people are essential to the operation of the company, and these people are naughty. Such so are you telling your shareholders that 40% of your workforce that you've been paying at a shareholder's pockets was never needed because that's what it sounds like. You're saying,
[00:14:46] spk_1: Boy, does that open a can of worms? Yeah, I
[00:14:50] spk_0: mean, but But that's not the truth, right? Right. It's just what the term would lead someone to believe. I mean, if you were investing in an organization, would you want to invest in an organization that had all the essential personnel? Or would you want one that says what we've got? 60% are essential, 40% or non essential, But we're still paying with the money you're giving us.
[00:15:15] spk_1: Of course, option wing
[00:15:17] spk_0: right, but it But it's not true. That's the whole That's the whole thing, right? Then it goes back to, um, your words matter.
[00:15:27] spk_1: This is the way we all want to make sure that our family is protected in medical emergencies. What many of us don't realize is that health insurance won't always cover the full amount of an emergency medical flight. Even with comprehensive coverage, you could get hit with high deductibles in co pays. That's why, on Air Medicare network membership is so important as a member, if in emergency arises, you won't see a bill for air medical transport went flown by an A M C N provider. Best of all, a membership covers your entire household for his little as $85. Ah, year AM CNN providers are called upon to transport nearly 100,000 patients a year. This is coverage no family should go without. Now, As a J. Allen show listener, you'll get up to a $50 gift card with a new membership. Simply visit Air Medicare network dot com slash safety and use the offer code safety. And don't forget to tell them that J. Allen sent you Onda. We are back on the J. Allen Show on safety FM, but you took this technology and you build it out. But there was something that you've been doing for years and you used a term when we first met that you called it technology. You never called it that this was a thought process, that it was the psychology of it. Why have you used this year this term of technology when it comes to the processes that you've developed?
[00:17:00] spk_0: Well, because I think technology is a grouping of a bunch bunch of different types and methods and that's what that's what we do. Um, and specific types of technologies. Electronic technologies we always wanted to move into, you know, Lumi task pre task briefings, the free ready app. Um, we're now working on a on an app based, um, simple cause analysis technique. So I always knew that, um, the concepts and methods would wind up with traditional technological, uh, components to them. And it's the whole grouping of that that is called art technologies. The methods, the concepts And, you know, as you. As you well know, Jay, we have some unique spins on on on some of the concepts that people use out there that lead to the practical application side. How do you teach someone how to do this to me? That's technology.
[00:18:15] spk_1: So for the people that would be out there and say, Okay, I've heard of hop and I am starting to hear of arrow. What would you tell them? The differences are
[00:18:25] spk_0: Well, you know, it really goes back to hop. Is human performance with another letter? Um, none of the rial concepts changed, but advanced air reduction in organizations or arrow is that human performance or hop with, um, Mawr leadership and adding personality, diversity or understanding that individuals with different personalities CIA manage, risk different. I think conceptually people have known that for hundreds and thousands of years. I think that it's been the last five that we've nailed it down enough to actually produce tools to help them understand how they can manage that risk based on their personalities.
[00:19:19] spk_1: So when you look at personality tendencies now, especially with this different world that we're in in some places. So let's say, for instance, let's talk about for the moment for the worker that's at home. How big of a factor does this play from what the kind of work that they're doing from home when it comes to their personality tendencies? And, let's say, for instance, they're interacting with somebody who's out in the field?
[00:19:39] spk_0: Uh, well, it plays a huge role. Um, especially, let's just draw the line. A very simple line of people, people and process people. Okay, so if you if you draw the line down that left brain right brain people people normally get their information that they can then respond to by interacting face to face with people. I think the thing that I missed the most from Cove. It is true human interaction. I don't have to hug you, but I do like Thio. I do like to see things that you can't really pick out on suit.
[00:20:20] spk_1: I don't know. I think I think he used to like to hug me. I I think I remember that. E way
[00:20:28] spk_0: we're going this slow. E said I don't have Thio may like Thio, but those but the process folks that may be sitting at home trying to get information that they need. They like to see that equipment. They like to hear it. So again, that has put us in a position. And and so I'm gonna come a little bit full circle on you because you asked about accessibility to the field well before if they went into a classroom, they gotta work. But they got a pocket guide. They got excited. They went out into the field. They had their pocket guide with them, you know they're there. There had to be some kind of impetus on their part to go back to their workbook if they had a question. I foresee in the near future that all those things are gonna be so connected that their pocket guides on their phone and if they want more information, they hit one link. And all of the information that somebody told them in the workshop that they did online is now at their fingertips. They could have a discussion right in the middle of the job and were there. That capability is available. So I think that I think people that are trying to work from home and socially distance and be true to the need of not having people in the field that are not producing an outcome because we're trying to socially distance and keep control of this virus. I think they're struggling, Um, and some personalities more than others. But for different reasons.
[00:22:14] spk_1: I have to tell you have a lot in that answer. And the funny part is there's very few conversations that I have with people that I feel that there's a lot to unpack on what you just said, especially when I'm speaking to them and some of those times when we you and I sit down and have conversations like these, there's so many things that I know you have going on in your brain at the same time that you mentioned something there that I'm very intrigued about. You said instant access. And I know this is kind of deviating a little bit from the from the original question, but you said instant access to training that they had just went through and that they would be able to do it in one touch. And yes, I know that technology has ever changing. And of course, we're talking now in December of 2020. Hopefully this actually coming out at the beginning of January but of 2021. But for this particular portion, this is something in it would be an advancement compared to most tech or applications or anything that's out currently. So what are you seeing? Is this something that you're planning on putting into the marketplace?
[00:23:14] spk_0: Oh, yeah, absolutely. And, you know, we're planning on making it so that it's that that the organizations can do it is well, so So let's say someone did the science of air reduction. And as a part of that, they got a PdF pocket guide that they could take in the field with and that sits on their phone. But that pdf pocket got is now constructed in a way that when you buy the e book, that's what we'll be doing in the future. But let's just use it as a simple PdF right now. It has links embedded in that. Pdf that if you hit that link that let's say you wanna have a conversation about performance votes you can hit the link for in the performance spoon tab, and it opens up everything that you learned, including a two or three minute video on performance moves. So rather than standing around the truck talking about what you think you might have remembered about performance votes from eight months ago, you could be standing around the trucks and look, you know, I know we're supposed to talk about these performance mode, but let's just watch this quick video on performance votes, and everybody at the truck sits there, watches it because they're about to do a high risk task and you could take any topic in human and organizational performance or arrow and do that with any tough
[00:24:38] spk_1: Oh, I love what you're going here with this, and I mean it kind of opens the door to a lot of things. Now I know that there's certain things that I know that I'm not sure if I'm supposed to share, but I'm going to reference it anyways, you could slap me real quick. And I can always, always do an edit if needed. Um, v r. I know it was something we spoke about months ago. Do you see, this is something that could play well inside of the inside of that factor or augmented reality
[00:25:03] spk_0: I do. The challenge is that, you know, we were doing RVR with since China College out of Houston, and they're not having in person classes anymore, so they're creating VR. But VR is is pretty hard to create if you don't. If you can't create the the environment properly, so do I. See that coming into play, I do. Um I'm gonna take a little bit of a left turn and say a ar and VR. I think there's something that tech geeks really like and want to be effective. But ah, lot of the risk comes from what's right in front of you as and some anomalies as opposed to what you put into a VR. Our program. Uh huh. So, um All right, here we go. Conflict alert. I almost see some of that as, um, having Cem Some in effect as as as, um, dynamic learning activities.
[00:26:24] spk_1: Yeah, you definitely. You said conflict alert. You definitely alerted everybody. You
[00:26:31] spk_0: know, everybody loves dynamic learning activities, but management thinks they're the do all and end all if you see this in a dynamic learning activity and you passed the d l. A. You've learned it, and therefore when you see something similar in the field, it should be okay. But that's not That's not right. You get out in the field, you may see something similar, but not process that back to the l. A. Not saying they're completely ineffective. I'm just not saying that they do all in it all. And I kind of see virtual reality and augmented reality the same way.
[00:27:08] spk_1: So let me ask that then. So going into that component for a moment. So as you're seeing that there's more and more phones, mobile devices coming out with lidar that supposedly can really scan the room very well. We're starting to see other companies put this technology inside of vehicles, for they can read what is going on. You still think that this will be a factor? Because on the way that people still process their thinking
[00:27:32] spk_0: Well, to me, that's not the same as virtual reality and augmented reality. I think you can use that. So that so that J is sitting at the job site, um, scratching his head and can then conference in a subject matter expert or two or three or nine and maybe even conference in a subject matter expert at Schumacher and and be right there showing them what they're seeing. And the power of having no cell phones for distractions has now been over, overcome by the need for people that are remote to see exactly what that individual is. C
[00:28:17] spk_1: Okay, e think we're
[00:28:19] spk_0: gonna have glasses that people are gonna have that will have cameras on them or camp small camera on a hard hat that somebody could turn that on and be right there with the subject matter expert in the moment.
[00:28:32] spk_1: Well, I mean, as a Z, we're talking right now. There is already some glasses being developed by apple that have the technology to see augmented reality. They allegedly do not have a camera currently what? They're all Pirated by people's phones. So I don't think that you're too far off of what you're saying. It's just gonna become a very interesting sequence because at some point you know that there's going to be a camera on them. Then it's going to become body Cam style as we see police officers these days. Do you think that you then, at that point there will still be calling in the subject matter experts potentially in real time? And I know that's a fortune teller question.
[00:29:08] spk_0: I do, you know, at least in mind and possibly your lifetime. And the reason is because I don't think that we're knowledge capturing the way that we should be in organizations. And until that until and if that knowledge is captured somewhere outside of a subject matter expert, you're going to need that knowledge to be conveyed individually. Um, so there's all there's for for a while, there's gonna be a mix of, um, yes, you may be able to capture an instant, um, and then say this is what the room looks like. But if the room looks different when somebody walks into it and, uh um, you're gonna need that extra individual. Let me tell you another curve. I think that that if we're smart and I don't mean we fit, I mean, we industry if we're smart, we'll start looking at Elektronik Solutions, toe lockout, tag out verification and all of these places that were smart enough to barcode or QR code their equipment in the past now have the opportunity to do, ah to do a verification of the equipment through Elektronik transactions as opposed to throw it another individual out there or asking the individual, Did you close the right valve or open the right? Right.
[00:30:42] spk_1: He would figure that at this point there would be technology available that's already capable of doing this. Correct.
[00:30:48] spk_0: I'm sure there's some out. Well, I mean, there there is some out there, but nobody was buying it because they said we don't need it to. Eyes are better than one.
[00:30:58] spk_1: Well, here's the funny part, and I know that I shouldn't say funny, but the coffin outbreak has advanced technology significantly as a subset of the whole thing. I mean, if he would have told me that we would have been this far advanced technical technical. Ah, logically as we are right now, I wouldn't have believed it, and I would say that we're probably five years further down than we would have thought back at the beginning or at the end of 2019. What do you think?
[00:31:26] spk_0: But I I mean, I agree, Um, and it's given us two things. It's given us time, and it's given us need. So in the past we may have had the need or the desire to innovate, but we didn't have the time to innovate. We're too busy trying to run the company, and I don't just mean mine. I mean, all companies, you know, we had slimmed down for trying to do more with less on all these things Will. The innovation piece was being done part time when co vid hit, the need expanded and the time expanded. So you now have people that are very creative and very innovative with the time to make those things happen. I mean, you know, Justin personally, his technological capabilities have gone exponential since Kobe.
[00:32:28] spk_1: No, I mean and he's I mean, he's been doing some different things. I I know that he has started a new a new show that he's actually also doing as well on you're on the fit online portion, which I thought it was a genius idea on how he was doing it. And some of the questions and answers between him and Ray has just been amazing to see how he's transformed and don't take it the wrong way. As I say this, he has really opened up compared to what he was, what he was doing before.
[00:32:54] spk_0: Yeah, well, so so here in lies. Another thing that cove it is done is it's it's let people come into their own on how good they are because you don't have ah, lot of times you don't have the back up that you had in the past. So, um, he was always extremely smart. Both both he and Ray very good at this, but they didn't really have the need to be out in front of. But our organization needs multiple people out out in front of the information, and they've stepped up.
[00:33:31] spk_1: So what are you seeing now, then? So what are your plans currently for 2021? What? What are you working on next? What is the big thing that you're going to see. I mean, we've talked a lot about your tech. We talked about some great things that the fit Group has actually come up with. What are you doing next? What is 2021 looking like for you?
[00:33:50] spk_0: Well, we're going to continue to build out the the fit online platform as a place that people could go and network and do a lot of free stuff and also by things that are needed. So we're going to continue to build that out, just get better. But what I see in the future is that someone will be able to go to a, um,
[00:34:18] spk_1: a
[00:34:18] spk_0: website or or or a place, and they'll be able to, through some questions and algorithms determine what their individual or organizational need really is and be automatically directed to those services, free or otherwise. And that will happen. Uh, for companies of all sizes. I don't care if you're a three person company that owns one bucket truck that services some construction company, and that's all you do. Or maybe you're maybe you're a 40 person company that services the oilfield. All you do is empty sludge trucks or something doesn't doesn't matter what that organization does, we're gonna have. We'll have a list of of questions and assessment that guides someone through to their to their emergent, immediate or for future need. And then they're not gonna have toe hurt around for what they want. It'll be. It'll be right there in front of
[00:35:27] spk_1: Rob one last thing before. No, I did not see that coming, that's for sure. I mean, if you would have told me this, I'll say a year ago I would have been in shock. I would've probably dropped my jaw. So I got one more for you. If you were going to call it a day today and say I've done everything that I can. What do you want your legacy to be?
[00:35:55] spk_0: I think about this a lot.
[00:35:57] spk_1: Uh
[00:35:57] spk_0: huh. I don't care if my name is associated with my legacy as much as that people use what we've created and what we will create in the future to make their lives and and organizations better. Um, my legacy is in the technology, and if almost anyone can use that technology, you know, all right, I could walk away and know that some of those things they're gonna live on because we want to be what people derive from in the future. Because we were the people that derives its make it plaque practically applicable in the present. So, um, I think that really maybe this is ego. We're already kind of starting to be seen and known as the practical application. Folks, you know, what do we really need to do? How does it need to be done to get it right the first time? Um, and I think that's all a part of the legacy. Do I want my right family to continue to grow the business? Yeah, but it's not about the business. And, oddly enough, for for nobody here, is it about the business? It's about the technology that makes people's lives where people go home safe, where people at home, working at play can use the exact same concepts and techniques, and it becomes about the way they do it. You know, I think that you may have already heard that I'm now going to sit on committee at the Indiana University of Pennsylvania, and it's a lifelong dream to be able to sit on a role where we can impact the people coming into safety in a way that teaches them that teaches them where we're going, not where we've been.
[00:38:07] spk_1: I'm going to tell you this. Number one. Congratulations. I think you're really on your way with what you have going on number two. I did not know about the position that you have actually received at the college. Now, I'm gonna tell you the episode that I have coming out the week before yours. People are going to believe that this is a set up because I was having a conversation about that. About there needs to be better equipped saving people on the board to be able to give a better understanding of the people that are coming in. So most people are gonna think that this is the whole set up that I had this planned out, and it just It just really worked out in that fashion.
[00:38:43] spk_0: Yeah, I guarantee you it wasn't a set up, was approached by them a few weeks ago, uh, to sit on the safety sciences, um uh, board and, uh, you know, it's quite an honor, but I think you know, oddly enough, that was in R B. Hanks get into a position of influence in the University of School environment, I would love one more element of legacy. I would love thio impact, Steph. Um, and I believe that from a personality tendency perspective, we have missed so many talented people in stem, possibly because of the way they bucket the placenta. That makes any sense. Ah, the way they way, they parse people up how you get into stem, um, and and how and the work that people do in stem Imagine the creativity we may have missed because certain personalities tend to gravitate towards the way stem programs are designed. And certain personalities tend to not go that way because they don't want that particular structure.
[00:40:03] spk_1: No, I think that there's all kinds of missed opportunities for sure there. Now, before I forget, because I want to references because you said something there, but I wanted to references as well. You've been trying to get into education, even at the high school, in junior high level for a period of time. So how is Arrow and education going?
[00:40:25] spk_0: Well, that's a sad part of cov. Um, e colors and education was a victim of covert. So Dr Rosalinda has now formed another company. Uh, e colors and education is now a subset of equilibrium, sport equilibrium and health care. They're all kind of together. Uh, but as we start, thio kind of come out of some of the current challenges of co vid of Fit is now the, um, licensed deliverer of equilibrium Z color stuff in the U. S. That's a graduation announcement. So we anticipate that is that as the schools now start to, um, figure out how they're going to be run, that we will then start to put some of the arrow concepts in the plan was in 2020 that the students that had gone through the colors and education in the lower grades would start getting arrow educated in the upper grades. But we just do the cover. We weren't able to pull that off now, and we're gonna have to go back and then Rio rethink how we do that. But we we want to pull that in, and Justin's in a lot of work on that. In fact, he was working with a couple of local schools when Covidien so still still there just on the back burner because, you know, certainly we can't. It's very similar to health care, and I'm gonna take a 1 80 on you. But in the health care business, we haven't been able to do anything with Arrow because they're so damn busy doing their jobs related to Cove in that we've got no time. It's not the right time to introduce and an important improvement opportunity when they're barely staying above water personally, financially, mentally, all these other ways. So again as the as we start Thio. So, um, understand how this is all gonna play way, have a health care system. Our healthcare opportunity is ready to go when the health care system can absorb.
[00:42:47] spk_1: I will definitely love to see how that moves forward. Because it was something that was very intriguing to me as you were starting that off before.
[00:42:55] spk_0: Yeah,
[00:42:57] spk_1: Well, Rob, I appreciate you coming on to the show if people want to know more about you and what you have going on work and they go out to find out some more information.
[00:43:04] spk_0: Well, you can find me on linked in and Rob Fisher. Um and you could look up our company at improve with fit dot com. Or you can just go straight to the chase and go toe online dot Improve with fit dot com and just you can sign up for free. No credit card required. Poke around. We've got about 200 pieces of content loaded on there already, and we're loading new things on every
[00:43:30] spk_1: well, Rob. Like I've always said, You are more than welcome to come on at any point. I always love our conversations.
[00:43:37] spk_0: How do t j? I really appreciate you half, and that's good news, because I haven't wanted to bother you, but I know, I know. We do have a lot going on. I appreciate yet get in
[00:43:47] spk_1: touch with you. Well, this is gonna bring this episode of the J. Allen show to a close. I hope you enjoyed the interview with Rob Fisher as much as I did to find out more about Rob Fisher. Go to improve with fit dot com. Thank you for always being the best part of safety FM, and that is the listener. Without you, we could not do what we do here on safety. FM Safety FM is the home of real safety talk and a special thank you to the sponsor of this episode Air Medicare from, or information about air Medicare, Don't you? Error Medicare network dot com slash safety. I will see you on the next episode of the J. Allen Show. Goodbye for now. Okay, I'm sorry. Okay. Okay. Okay. Yeah, thanks. Thank you.
Our feature sponsor on today's episode is Air Med Care Network.
[00:00:02] spk_1: this is visited. This show is brought to you by Safety FM. Well, hello and welcome to the J. Allen Show. I hope you are having a grand time as this new Year has started of 2021. What I have to tell you. It's been an interesting time over the last few days of everything going on inside of the world and the changes that were able to see. Hopefully, you've been able to have a good time as we transition from 2020 to 2021. Well, let me not waste too much time and let's get you started with what's going on today. I had reached out you, my friend and colleague Rob Fisher, to come onto the show, and I wanted him to talk about what he has learned over the last few months what the changes going on in the world in talking about the technology that he uses known as arrow. If you're not for me earlier with Rob, you should be. He is the president and director of operation for Fisher Improvement Technologies and also the host of the Essential Leadership Cycle podcast that could be heard here on Safety FM So without much further ado, let's get you started with today's episode off the J. Allen Show featuring Rob Fisher. So let me tell you why I wanted to bother you, because that's exactly what it was. So here's the thing. So I know that you have technology that you have been building throughout the years and stuff that you have worked with an implemented, and I wanted to see how this whole covert 19 thing has played a factor into the technology and what technology you've been able to use with clients your own purposes to overcome some of these things.
[00:01:59] spk_0: Okay, well, Jay, I mean, you know, you and I, we don't talk enough, but, you know, I appreciate you. You asked him the question about how Fisher Improvement Technologies is using technology which is in our name Thio. So react or respond to actually the some of the cove in challenges. And, you know, for for years, all our our mission, vision and goals were around making sure that we create practically applicable technologies and and people didn't really understand what that waas. But But it's really a whole spectrum. It's a spectrum of knowledge and skills It's a spectrum of technological Elektronik capabilities. It's a spectrum of, of, of access to, um, certain documentation for lack of better or reference materials. And and so one of things that Koba did for us, was it? It really allowed us the opportunity to focus on technological solutions. So we're before, you know, we spend a lot of time and a lot of effort at client sites face to face. And And so really, some folks thought that that piece of consulting would disappear, and the only thing that disappeared out of that was the face to face. People got used to using things like Zoom and teens and all of the other, um uh, meeting methods. But while that was going on, we had had a big, hairy, audacious goal to put about a third of our materials online. Um, by the end of 2020 and that got big, hairy, audacious goal at B hag has been around since 2018 when we started putting those together and tracking them in our organization.
[00:04:03] spk_1: So you definitely had operation. You had definitely had operation warp speed going on at your place at the same time to
[00:04:09] spk_0: Yeah, we were We really did. And, you know, basically all hands on deck here in Charlotte Thio. Make sure that was happening. But we also said, Look, we we have a reputation. We've got technology to protect and we're not gonna try any race to the finish. We're going to produce things that we know are effective. And so we had had a large car manufacturers. That head kind of shifted the way we thought about how some of the workforce education for human organizational performance could happen because they had about 5000 workers and they had six minutes every morning before they started their shift. And they don't release to go to train. So to do the traditional training. Ah, workforce training. That was usual in the past, they just didn't have the capacity to be able to do that. So we revised the way we did that training into a video. Siri's, That was the workforce, um, education in about 25 less than five minutes sessions. And so we ran it with them. And I mean, it worked really well. So in Cove Idiot, we said, Well, holy cow, Let's take this science of error reduction and make it affordable because it meets one of our goals that says big company should be the only ones that can afford to do hop. The average business person that wants to reduce probability for air should be able to do it. So let's work to get that, um, put online and we created this this place called Fit Online, and the first thing that we put on was the science of air reach. And so now the workforce training that was a day long is about an hour and a half of somebody doing something self paced, with tests built in that somebody can then go back and and and refer to it later. And organizations can actually download it into their LMS system so that they own it.
[00:06:19] spk_1: So essentially so essentially then, it's not a learning management system. You're training people how to use your technology by going to fit online then, and it's not an LMS per se.
[00:06:30] spk_0: Yeah, well, we use heights as our learning management system. So in that, in that way it is. But we can also take the Native Files and transfer them to a client so that they can actually have those files and weaken white label those files for them so that they can do they can deploy any way they want to. We're kind of on the other end of the phone or email saying, Here's what works. Here's what does eso we started but actually bundling course. If you want to be an advocate, take these four. If you wanna be an effective procedure, right, take these two. If you want to be a good supervisor, take these four so they can. One or two people or 10 or 20 people from an organization can come. Just do it on our learning management system or the organization and say, Look, we want to purchase the right so we can put it in our own and track it and do everything like that. But we
[00:07:26] spk_1: also argue. So are you seeing a lot of changes here? Then? Are you seeing a lot of smaller organizations now being able to reach out because it's not so much of Hey, we have to be on a waiting list. Well, let's use that as a hypothetical of having somebody to come out and teach us, because now it's a little bit easier to access because of the changes with the pandemic.
[00:07:46] spk_0: Massively, um, and and and so if you think about it, Ah, lot of times Hop was pushed on a smaller part of the organization by the corporate of that big organization. Now, if a plant of 50 people in a in an organization of 20,000 wants to improve their performance, they could do it inexpensively easily, easily budgeted easy access. And that wasn't the way it was before you had to have this big monstrosity of a machine. And some of the big companies we've had multiple organizations, small organizations, calls to say, Look, is there anything we can just do on our own that doesn't have to go through this big corporate loop? And we're not really usurping the corporate authority because corporate saying, Look, you know, we're in a situation where we can't really do anything. None of our human performance experts can travel, either if you've got something that could help them. There's one of things that I've been telling people. J is the only thing Onley thing that has changed is how we deliver it.
[00:09:00] spk_1: The
[00:09:00] spk_0: need hasn't changed. The people that are out there um, at risk haven't changed The task those people are doing haven't changed. But the way we get it to them hats and going through this learning process of being able to deliver the right amount of information in the right doses to the right people has been an awesome transition for us.
[00:09:31] spk_1: So let me ask that real quick, because because the risk has not changed. But some of the methods on how things were having to be developed, designed and actually brought to them how easy is accessible to the people that are out in the field. Because, of course, the people that are working from home have different pain points that they have to actually work around. But the people that are out in the field from what you're seeing from your vantage point are they still the same as much of their work change. But besides the PP side of the world,
[00:09:59] spk_0: No. I mean, the last time I checked when a tornado goes through town and you have to pull five utilities together to do storm damage, support repair none of that none of that has changed. We're still electric. Utilities were still responding and two challenges. Construction is still building like crazy. Um, you know, the service industry is really the in my opinion has been the most affected bike over because everybody else that works, you know, is that out in the field, working job is still going balls to the wall. Now they don't have as much oversight because the managers are I hate this term non essential on staying home, and a bunch of the safety people are staying at home. That doesn't change the risk of those folks out.
[00:10:59] spk_1: So you did use the term, so I'm gonna have to bring it up, non essential. And I know you hated it. And you did mention it, though, but I want to kind of reference that for a moment, the non essential worker as referenced by some opinion of question, Of course, coming up next. But how do you see that working out for some organizations being as you're involved with so many of them, when things start, you will say normalize, which they'll probably never will. But you know what I mean when I say that, do you think that there will be mawr of a lien process in regards of cutting some of these people out.
[00:11:35] spk_0: Yeah, I think one of the things that organizations air learning to set the terms essential and non essential aside, I I think that that's just been one mawr dividing factor in our world and that it's using those terms is more divisive than inclusive. Um, so certainly in our organization, we haven't used terms, anything like that. Um, there are certain things about if nothing about what someone did has any essential reality to it. Why did you have them in the first place? But, um, there's still a need for support for people that are out there every day. Doesn't matter whether in health care or construction or shipping or mining or utilities or manufacturer. Um, I think it was a reald disservice to the people and organizations to start drawing a line of s sensuality in those organizations. Um, because you know that Yeah, it was almost a line of prejudice.
[00:12:56] spk_1: So if an organization right now approached you and said, Hey, listen, we have essential and non essential workers. What tidbit of your tech would you use to kind of address some of those concerns in regard to probably even kind of rewarding on how they have them set up.
[00:13:12] spk_0: Well, you know, this is probably a good, essential leadership cycle because you're a great straight man because, you know, if you think about self and team awareness, shared vision and values and clear roles and processes duck those done right in the essential leadership cycle, then create trust and diversity, inclusion and commitment, accountability and learning. Um, so by using those three attributes, especially self and team awareness and shared vision of values, then you can you could really stop using words that divide and start being a little bit more inclusive of the need for the people that are doing the work to produce the income for the company. So, you know, before, before Cove in there was a belief, and I think rightfully so, that the whole organization was was really what produced the outcomes in a way that kept a company a doing wealth. And then somehow, after co vid hit, we said, Well, these people are essential to the operation of the company, and these people are naughty. Such so are you telling your shareholders that 40% of your workforce that you've been paying at a shareholder's pockets was never needed because that's what it sounds like. You're saying,
[00:14:46] spk_1: Boy, does that open a can of worms? Yeah, I
[00:14:50] spk_0: mean, but But that's not the truth, right? Right. It's just what the term would lead someone to believe. I mean, if you were investing in an organization, would you want to invest in an organization that had all the essential personnel? Or would you want one that says what we've got? 60% are essential, 40% or non essential, But we're still paying with the money you're giving us.
[00:15:15] spk_1: Of course, option wing
[00:15:17] spk_0: right, but it But it's not true. That's the whole That's the whole thing, right? Then it goes back to, um, your words matter.
[00:15:27] spk_1: This is the way we all want to make sure that our family is protected in medical emergencies. What many of us don't realize is that health insurance won't always cover the full amount of an emergency medical flight. Even with comprehensive coverage, you could get hit with high deductibles in co pays. That's why, on Air Medicare network membership is so important as a member, if in emergency arises, you won't see a bill for air medical transport went flown by an A M C N provider. Best of all, a membership covers your entire household for his little as $85. Ah, year AM CNN providers are called upon to transport nearly 100,000 patients a year. This is coverage no family should go without. Now, As a J. Allen show listener, you'll get up to a $50 gift card with a new membership. Simply visit Air Medicare network dot com slash safety and use the offer code safety. And don't forget to tell them that J. Allen sent you Onda. We are back on the J. Allen Show on safety FM, but you took this technology and you build it out. But there was something that you've been doing for years and you used a term when we first met that you called it technology. You never called it that this was a thought process, that it was the psychology of it. Why have you used this year this term of technology when it comes to the processes that you've developed?
[00:17:00] spk_0: Well, because I think technology is a grouping of a bunch bunch of different types and methods and that's what that's what we do. Um, and specific types of technologies. Electronic technologies we always wanted to move into, you know, Lumi task pre task briefings, the free ready app. Um, we're now working on a on an app based, um, simple cause analysis technique. So I always knew that, um, the concepts and methods would wind up with traditional technological, uh, components to them. And it's the whole grouping of that that is called art technologies. The methods, the concepts And, you know, as you. As you well know, Jay, we have some unique spins on on on some of the concepts that people use out there that lead to the practical application side. How do you teach someone how to do this to me? That's technology.
[00:18:15] spk_1: So for the people that would be out there and say, Okay, I've heard of hop and I am starting to hear of arrow. What would you tell them? The differences are
[00:18:25] spk_0: Well, you know, it really goes back to hop. Is human performance with another letter? Um, none of the rial concepts changed, but advanced air reduction in organizations or arrow is that human performance or hop with, um, Mawr leadership and adding personality, diversity or understanding that individuals with different personalities CIA manage, risk different. I think conceptually people have known that for hundreds and thousands of years. I think that it's been the last five that we've nailed it down enough to actually produce tools to help them understand how they can manage that risk based on their personalities.
[00:19:19] spk_1: So when you look at personality tendencies now, especially with this different world that we're in in some places. So let's say, for instance, let's talk about for the moment for the worker that's at home. How big of a factor does this play from what the kind of work that they're doing from home when it comes to their personality tendencies? And, let's say, for instance, they're interacting with somebody who's out in the field?
[00:19:39] spk_0: Uh, well, it plays a huge role. Um, especially, let's just draw the line. A very simple line of people, people and process people. Okay, so if you if you draw the line down that left brain right brain people people normally get their information that they can then respond to by interacting face to face with people. I think the thing that I missed the most from Cove. It is true human interaction. I don't have to hug you, but I do like Thio. I do like to see things that you can't really pick out on suit.
[00:20:20] spk_1: I don't know. I think I think he used to like to hug me. I I think I remember that. E way
[00:20:28] spk_0: we're going this slow. E said I don't have Thio may like Thio, but those but the process folks that may be sitting at home trying to get information that they need. They like to see that equipment. They like to hear it. So again, that has put us in a position. And and so I'm gonna come a little bit full circle on you because you asked about accessibility to the field well before if they went into a classroom, they gotta work. But they got a pocket guide. They got excited. They went out into the field. They had their pocket guide with them, you know they're there. There had to be some kind of impetus on their part to go back to their workbook if they had a question. I foresee in the near future that all those things are gonna be so connected that their pocket guides on their phone and if they want more information, they hit one link. And all of the information that somebody told them in the workshop that they did online is now at their fingertips. They could have a discussion right in the middle of the job and were there. That capability is available. So I think that I think people that are trying to work from home and socially distance and be true to the need of not having people in the field that are not producing an outcome because we're trying to socially distance and keep control of this virus. I think they're struggling, Um, and some personalities more than others. But for different reasons.
[00:22:14] spk_1: I have to tell you have a lot in that answer. And the funny part is there's very few conversations that I have with people that I feel that there's a lot to unpack on what you just said, especially when I'm speaking to them and some of those times when we you and I sit down and have conversations like these, there's so many things that I know you have going on in your brain at the same time that you mentioned something there that I'm very intrigued about. You said instant access. And I know this is kind of deviating a little bit from the from the original question, but you said instant access to training that they had just went through and that they would be able to do it in one touch. And yes, I know that technology has ever changing. And of course, we're talking now in December of 2020. Hopefully this actually coming out at the beginning of January but of 2021. But for this particular portion, this is something in it would be an advancement compared to most tech or applications or anything that's out currently. So what are you seeing? Is this something that you're planning on putting into the marketplace?
[00:23:14] spk_0: Oh, yeah, absolutely. And, you know, we're planning on making it so that it's that that the organizations can do it is well, so So let's say someone did the science of air reduction. And as a part of that, they got a PdF pocket guide that they could take in the field with and that sits on their phone. But that pdf pocket got is now constructed in a way that when you buy the e book, that's what we'll be doing in the future. But let's just use it as a simple PdF right now. It has links embedded in that. Pdf that if you hit that link that let's say you wanna have a conversation about performance votes you can hit the link for in the performance spoon tab, and it opens up everything that you learned, including a two or three minute video on performance moves. So rather than standing around the truck talking about what you think you might have remembered about performance votes from eight months ago, you could be standing around the trucks and look, you know, I know we're supposed to talk about these performance mode, but let's just watch this quick video on performance votes, and everybody at the truck sits there, watches it because they're about to do a high risk task and you could take any topic in human and organizational performance or arrow and do that with any tough
[00:24:38] spk_1: Oh, I love what you're going here with this, and I mean it kind of opens the door to a lot of things. Now I know that there's certain things that I know that I'm not sure if I'm supposed to share, but I'm going to reference it anyways, you could slap me real quick. And I can always, always do an edit if needed. Um, v r. I know it was something we spoke about months ago. Do you see, this is something that could play well inside of the inside of that factor or augmented reality
[00:25:03] spk_0: I do. The challenge is that, you know, we were doing RVR with since China College out of Houston, and they're not having in person classes anymore, so they're creating VR. But VR is is pretty hard to create if you don't. If you can't create the the environment properly, so do I. See that coming into play, I do. Um I'm gonna take a little bit of a left turn and say a ar and VR. I think there's something that tech geeks really like and want to be effective. But ah, lot of the risk comes from what's right in front of you as and some anomalies as opposed to what you put into a VR. Our program. Uh huh. So, um All right, here we go. Conflict alert. I almost see some of that as, um, having Cem Some in effect as as as, um, dynamic learning activities.
[00:26:24] spk_1: Yeah, you definitely. You said conflict alert. You definitely alerted everybody. You
[00:26:31] spk_0: know, everybody loves dynamic learning activities, but management thinks they're the do all and end all if you see this in a dynamic learning activity and you passed the d l. A. You've learned it, and therefore when you see something similar in the field, it should be okay. But that's not That's not right. You get out in the field, you may see something similar, but not process that back to the l. A. Not saying they're completely ineffective. I'm just not saying that they do all in it all. And I kind of see virtual reality and augmented reality the same way.
[00:27:08] spk_1: So let me ask that then. So going into that component for a moment. So as you're seeing that there's more and more phones, mobile devices coming out with lidar that supposedly can really scan the room very well. We're starting to see other companies put this technology inside of vehicles, for they can read what is going on. You still think that this will be a factor? Because on the way that people still process their thinking
[00:27:32] spk_0: Well, to me, that's not the same as virtual reality and augmented reality. I think you can use that. So that so that J is sitting at the job site, um, scratching his head and can then conference in a subject matter expert or two or three or nine and maybe even conference in a subject matter expert at Schumacher and and be right there showing them what they're seeing. And the power of having no cell phones for distractions has now been over, overcome by the need for people that are remote to see exactly what that individual is. C
[00:28:17] spk_1: Okay, e think we're
[00:28:19] spk_0: gonna have glasses that people are gonna have that will have cameras on them or camp small camera on a hard hat that somebody could turn that on and be right there with the subject matter expert in the moment.
[00:28:32] spk_1: Well, I mean, as a Z, we're talking right now. There is already some glasses being developed by apple that have the technology to see augmented reality. They allegedly do not have a camera currently what? They're all Pirated by people's phones. So I don't think that you're too far off of what you're saying. It's just gonna become a very interesting sequence because at some point you know that there's going to be a camera on them. Then it's going to become body Cam style as we see police officers these days. Do you think that you then, at that point there will still be calling in the subject matter experts potentially in real time? And I know that's a fortune teller question.
[00:29:08] spk_0: I do, you know, at least in mind and possibly your lifetime. And the reason is because I don't think that we're knowledge capturing the way that we should be in organizations. And until that until and if that knowledge is captured somewhere outside of a subject matter expert, you're going to need that knowledge to be conveyed individually. Um, so there's all there's for for a while, there's gonna be a mix of, um, yes, you may be able to capture an instant, um, and then say this is what the room looks like. But if the room looks different when somebody walks into it and, uh um, you're gonna need that extra individual. Let me tell you another curve. I think that that if we're smart and I don't mean we fit, I mean, we industry if we're smart, we'll start looking at Elektronik Solutions, toe lockout, tag out verification and all of these places that were smart enough to barcode or QR code their equipment in the past now have the opportunity to do, ah to do a verification of the equipment through Elektronik transactions as opposed to throw it another individual out there or asking the individual, Did you close the right valve or open the right? Right.
[00:30:42] spk_1: He would figure that at this point there would be technology available that's already capable of doing this. Correct.
[00:30:48] spk_0: I'm sure there's some out. Well, I mean, there there is some out there, but nobody was buying it because they said we don't need it to. Eyes are better than one.
[00:30:58] spk_1: Well, here's the funny part, and I know that I shouldn't say funny, but the coffin outbreak has advanced technology significantly as a subset of the whole thing. I mean, if he would have told me that we would have been this far advanced technical technical. Ah, logically as we are right now, I wouldn't have believed it, and I would say that we're probably five years further down than we would have thought back at the beginning or at the end of 2019. What do you think?
[00:31:26] spk_0: But I I mean, I agree, Um, and it's given us two things. It's given us time, and it's given us need. So in the past we may have had the need or the desire to innovate, but we didn't have the time to innovate. We're too busy trying to run the company, and I don't just mean mine. I mean, all companies, you know, we had slimmed down for trying to do more with less on all these things Will. The innovation piece was being done part time when co vid hit, the need expanded and the time expanded. So you now have people that are very creative and very innovative with the time to make those things happen. I mean, you know, Justin personally, his technological capabilities have gone exponential since Kobe.
[00:32:28] spk_1: No, I mean and he's I mean, he's been doing some different things. I I know that he has started a new a new show that he's actually also doing as well on you're on the fit online portion, which I thought it was a genius idea on how he was doing it. And some of the questions and answers between him and Ray has just been amazing to see how he's transformed and don't take it the wrong way. As I say this, he has really opened up compared to what he was, what he was doing before.
[00:32:54] spk_0: Yeah, well, so so here in lies. Another thing that cove it is done is it's it's let people come into their own on how good they are because you don't have ah, lot of times you don't have the back up that you had in the past. So, um, he was always extremely smart. Both both he and Ray very good at this, but they didn't really have the need to be out in front of. But our organization needs multiple people out out in front of the information, and they've stepped up.
[00:33:31] spk_1: So what are you seeing now, then? So what are your plans currently for 2021? What? What are you working on next? What is the big thing that you're going to see. I mean, we've talked a lot about your tech. We talked about some great things that the fit Group has actually come up with. What are you doing next? What is 2021 looking like for you?
[00:33:50] spk_0: Well, we're going to continue to build out the the fit online platform as a place that people could go and network and do a lot of free stuff and also by things that are needed. So we're going to continue to build that out, just get better. But what I see in the future is that someone will be able to go to a, um,
[00:34:18] spk_1: a
[00:34:18] spk_0: website or or or a place, and they'll be able to, through some questions and algorithms determine what their individual or organizational need really is and be automatically directed to those services, free or otherwise. And that will happen. Uh, for companies of all sizes. I don't care if you're a three person company that owns one bucket truck that services some construction company, and that's all you do. Or maybe you're maybe you're a 40 person company that services the oilfield. All you do is empty sludge trucks or something doesn't doesn't matter what that organization does, we're gonna have. We'll have a list of of questions and assessment that guides someone through to their to their emergent, immediate or for future need. And then they're not gonna have toe hurt around for what they want. It'll be. It'll be right there in front of
[00:35:27] spk_1: Rob one last thing before. No, I did not see that coming, that's for sure. I mean, if you would have told me this, I'll say a year ago I would have been in shock. I would've probably dropped my jaw. So I got one more for you. If you were going to call it a day today and say I've done everything that I can. What do you want your legacy to be?
[00:35:55] spk_0: I think about this a lot.
[00:35:57] spk_1: Uh
[00:35:57] spk_0: huh. I don't care if my name is associated with my legacy as much as that people use what we've created and what we will create in the future to make their lives and and organizations better. Um, my legacy is in the technology, and if almost anyone can use that technology, you know, all right, I could walk away and know that some of those things they're gonna live on because we want to be what people derive from in the future. Because we were the people that derives its make it plaque practically applicable in the present. So, um, I think that really maybe this is ego. We're already kind of starting to be seen and known as the practical application. Folks, you know, what do we really need to do? How does it need to be done to get it right the first time? Um, and I think that's all a part of the legacy. Do I want my right family to continue to grow the business? Yeah, but it's not about the business. And, oddly enough, for for nobody here, is it about the business? It's about the technology that makes people's lives where people go home safe, where people at home, working at play can use the exact same concepts and techniques, and it becomes about the way they do it. You know, I think that you may have already heard that I'm now going to sit on committee at the Indiana University of Pennsylvania, and it's a lifelong dream to be able to sit on a role where we can impact the people coming into safety in a way that teaches them that teaches them where we're going, not where we've been.
[00:38:07] spk_1: I'm going to tell you this. Number one. Congratulations. I think you're really on your way with what you have going on number two. I did not know about the position that you have actually received at the college. Now, I'm gonna tell you the episode that I have coming out the week before yours. People are going to believe that this is a set up because I was having a conversation about that. About there needs to be better equipped saving people on the board to be able to give a better understanding of the people that are coming in. So most people are gonna think that this is the whole set up that I had this planned out, and it just It just really worked out in that fashion.
[00:38:43] spk_0: Yeah, I guarantee you it wasn't a set up, was approached by them a few weeks ago, uh, to sit on the safety sciences, um uh, board and, uh, you know, it's quite an honor, but I think you know, oddly enough, that was in R B. Hanks get into a position of influence in the University of School environment, I would love one more element of legacy. I would love thio impact, Steph. Um, and I believe that from a personality tendency perspective, we have missed so many talented people in stem, possibly because of the way they bucket the placenta. That makes any sense. Ah, the way they way, they parse people up how you get into stem, um, and and how and the work that people do in stem Imagine the creativity we may have missed because certain personalities tend to gravitate towards the way stem programs are designed. And certain personalities tend to not go that way because they don't want that particular structure.
[00:40:03] spk_1: No, I think that there's all kinds of missed opportunities for sure there. Now, before I forget, because I want to references because you said something there, but I wanted to references as well. You've been trying to get into education, even at the high school, in junior high level for a period of time. So how is Arrow and education going?
[00:40:25] spk_0: Well, that's a sad part of cov. Um, e colors and education was a victim of covert. So Dr Rosalinda has now formed another company. Uh, e colors and education is now a subset of equilibrium, sport equilibrium and health care. They're all kind of together. Uh, but as we start, thio kind of come out of some of the current challenges of co vid of Fit is now the, um, licensed deliverer of equilibrium Z color stuff in the U. S. That's a graduation announcement. So we anticipate that is that as the schools now start to, um, figure out how they're going to be run, that we will then start to put some of the arrow concepts in the plan was in 2020 that the students that had gone through the colors and education in the lower grades would start getting arrow educated in the upper grades. But we just do the cover. We weren't able to pull that off now, and we're gonna have to go back and then Rio rethink how we do that. But we we want to pull that in, and Justin's in a lot of work on that. In fact, he was working with a couple of local schools when Covidien so still still there just on the back burner because, you know, certainly we can't. It's very similar to health care, and I'm gonna take a 1 80 on you. But in the health care business, we haven't been able to do anything with Arrow because they're so damn busy doing their jobs related to Cove in that we've got no time. It's not the right time to introduce and an important improvement opportunity when they're barely staying above water personally, financially, mentally, all these other ways. So again as the as we start Thio. So, um, understand how this is all gonna play way, have a health care system. Our healthcare opportunity is ready to go when the health care system can absorb.
[00:42:47] spk_1: I will definitely love to see how that moves forward. Because it was something that was very intriguing to me as you were starting that off before.
[00:42:55] spk_0: Yeah,
[00:42:57] spk_1: Well, Rob, I appreciate you coming on to the show if people want to know more about you and what you have going on work and they go out to find out some more information.
[00:43:04] spk_0: Well, you can find me on linked in and Rob Fisher. Um and you could look up our company at improve with fit dot com. Or you can just go straight to the chase and go toe online dot Improve with fit dot com and just you can sign up for free. No credit card required. Poke around. We've got about 200 pieces of content loaded on there already, and we're loading new things on every
[00:43:30] spk_1: well, Rob. Like I've always said, You are more than welcome to come on at any point. I always love our conversations.
[00:43:37] spk_0: How do t j? I really appreciate you half, and that's good news, because I haven't wanted to bother you, but I know, I know. We do have a lot going on. I appreciate yet get in
[00:43:47] spk_1: touch with you. Well, this is gonna bring this episode of the J. Allen show to a close. I hope you enjoyed the interview with Rob Fisher as much as I did to find out more about Rob Fisher. Go to improve with fit dot com. Thank you for always being the best part of safety FM, and that is the listener. Without you, we could not do what we do here on safety. FM Safety FM is the home of real safety talk and a special thank you to the sponsor of this episode Air Medicare from, or information about air Medicare, Don't you? Error Medicare network dot com slash safety. I will see you on the next episode of the J. Allen Show. Goodbye for now. Okay, I'm sorry. Okay. Okay. Okay. Yeah, thanks. Thank you.