In this next installment of Consulting Conversations, Hank Harris shares a few pointers. I think the answer to both of those questions is somewhat similar. I think if you step back and think, 'what is a culture?' A culture is essentially shared behavior in an organization. One of the most important jobs that management has is to decide 'what is the right stuff?' and 'what is the shared behavior that we should all have?' And it's really one of the most important jobs. So, when you mature, and you grow, there are going to be outside things coming into your company outside, new people, all the things that could, if you weren't deliberate about it, could be dilutive to the culture that you created. And so, the short answer here is that things that you used to do organically, things that just kind of happened by osmosis, now have to there has to be more structure, more proactive effort, more deliberation put into how that is managed inside the company. I think it's really the same thing ...

In this next installment of Consulting Conversation, Hank Harris shares a few pointers. Board members -- and I sit on six boards myself, so I've got a lot of board experience -- and the one thing that's, I guess, a challenge about being a board member is you're not really there day-to-day. You come in once a quarter, listen to what's going on, and try to give management your input as best you can. But you're just not getting close orders; the only close order information you're getting is coming from management. Sometimes that's okay. Sometimes it's too limited. And so, I think one thing a consultant can do -- and I just went through this with a board that I'm on -- is they brought in a consultant to take a deep dive into the organization and look at what's going on soup to nuts. We got to report out on that at the board level, and it was very helpful because you just it's a level of detail that you might not otherwise get. The second thing I think consultants can do for boards is -...