The Fabulous Learning Nerds

Scott
Hey everybody, welcome back to another fabulous episode of your fabulous learning nerds. Yes, I said that twice. I'm Scott Schuette, your host, and with me always, my fabulous co-host, Dan Coonrod. Dan the man. Oh yeah.
Scott7
Daniel-san.
So nice you said it thrice.
Dan
Fabulous times three. I love it. Love it.
Scott
Alright, here we go. Dan, how are you doing?
Fair to Midland.
Dan
I, yeah, yeah. I feel like, I feel, now I feel a lot of pressure. I feel like if I don't say it, I'm letting people down.
Scott0
Yeah, well.
Dan
But, but, but I am. I am in fact, right now.
Scott
Fantastic.
Scott6
Fair to Midland.
Scott
Um, I heard you had some really busy and productive times this week, but now things are a little mellowed out.
Dan
Oh, I mean, yeah, I mean, like I'm always busy. I think we joke about it literally moments before we started recording. I'll be busy till the day I die. And that's the way I like it, too.
Scott
So I have to share. We have to start this conversation because I have discovered something and I have gone deep down the rabbit hole. and that poll that I went down is named Bing Image Creator. Have you tried Bing Image Creator, Dan? I have played with the Bing Image Creator a little bit,
Dan
but what powers it is ChatGPT, and they just dropped the new ChatGPT inline image creator, and that's where I've been playing. Is that part of the subscribed one, or?
Scott
Maybe, maybe I'm extra fancy with that subscribe. I'm going to have to look because the one that I go to open AI, I have a subscription to open AI. People, if you don't have a subscription to open AI, go get one. It's free. Okay. Just go get one. So I was using Dolly dash two, right? And Dolly dash two is worse than me using crayons to draw something really. Honestly, it's not very good. It's not. In theory, it's cool. And so somebody, I don't know, just showed up in my feed, try Bing Image Creator. And I typed in the craziest thing, giant pumpkin monster trick-or-treating with kids on Halloween. And four images came up. Oh, and I had to tell it was anime style or whatever. And oh my God, it was gorgeous. Now, the only thing that I can't do is I can't do iterative generations of that image, but I could ask it to create many different styles of that image. It still doesn't like photo stock very much, maybe the other one for you does, but to be able to create what's in my brain better than I could create it myself as a creative person just with typing prompts and playing with prompts and all good stuff is fascinating to me. And then, but wait, there's more. So then I decided that I would go ahead and take Zgirl's idea and suggestion and play with Photoshop and their AI generative AI stuff. And Holy Nightmare, is that amazing? Like, I couldn't believe like, take that picture, put the crop tool around it.
Scott5
Right.
Scott
I think I, cause it only does a four by four picture. I don't, nothing I produce is in four by four. Everything's in Scott6 by nine. So I'm gonna widen it out, six by nine. What's on the edges? You know, the things that are out there floating the ether, it doesn't matter. What's on those edges, you just hit generate, boop, and it just creates something. And if it isn't what you want, you do it again, boop. And you just keep doing it till you want it. Oh, got something in your picture that you don't like, go to the background, circle it, I'm gonna take Dan out of my picture, we're gonna go get him out of there, boop, and it's gone. It's literally gone in a minute, versus what would take me weeks, because I'm not great at Photoshop, is taking me minutes. And to be able to explore new creative ideas and then tweak them in a program that is already top of the line as far as graphics control in my humble opinion, these new AI things that they've added to it, folks, if you've got Photoshop, you've got to try it. You've totally got to try it. It's unbelievable.
Dan
I think there's somebody who we could ask about this Photoshop stuff.
Scott
Who would that be?
Dan
I think it could be the Duchess of Design.
Scott
It could be, ladies and gentlemen, Zeta's here. I've got the power!
I've got the power!
Zeta!
Zeta
I thought I smelled something art-shaped.
Scott4
He's not!
Zeta
Oh my god.
Dan
Okay, alright.
Scott
I'm still high on this thing. I know you've been playing with it for weeks. We talked about it in our A thing. Like, oh, okay, we'll talk about it, yeah, yeah, yeah. But I went, oh my gosh, it's addicting, too. Have you noticed that? Are you addicted to it?
Zeta
I am. It's, you keep trying, you're like, oh, wait, maybe I can do this, or maybe I can do that. And then going through all the different ones and being like, oh, okay, and then saving them as layers. Yes. And then just trying more. I just, I love it, I love it.
Scott
So now what I've learned from being image creators, I'm creating little bits and pieces of things that I want. And then I go into Photoshop and I make exactly what I want because AI is not there yet. Like, and one of the things I have learned with Bing is that the more times I ask it to create the same thing, the more pissed off it gets at me. Because then it starts just creating weird stuff. Like, okay, that's not exactly what I want could you do it this way instead oh by the way have you have you done it through the chat so their chat bot is actually pretty solid right so you can go ahead and say hey create you need to create an image in their chat bot being chat also free just sign up for a Microsoft account who the hell doesn't have a Microsoft account everybody's got one they're free so anyway like here it is here's what I created for you. Huh, could you make the dress yellow? Oh yeah, and then it won't be the exact same image, but the dress will be yellow. But the more time to ask it for the same thing, it just gets more and more discombobulated, which is, then I have to like change it up. Okay, I'm not gonna ask you to do this anymore. I'm gonna give you a rest, which is cool. And the only other thing I'm gonna say about this, and I know I've ranted far too long, folks, you gotta go try this. Initially, at least earlier this week for me, my experience was in the middle of the afternoon, God help you if you wanted to create anything, because everybody and their dog was on being image creator, and it would take five hours to create an image, unless you had a boost, right? So they give you Dan5 boosts at the beginning of each day now. Each day! Oh wow, I can create Dan5 different things today! And then I gotta wait for hours. But at least today, my experience today was like Zeta0 seconds on average at two o'clock in the afternoon. So either everybody's bored of it, or they figured it out.
I'm not sure.
Zeta
Thoughts? They might have increased their capacity so that way they could then have less waiting time, more people, more iterations. I know when Midjourney was going through it. They had to increase their bandwidth at multiple times Because they hit a ceiling multiple times
Scott
Again folks you got to be on it if you're not playing with these tools You're behind the increased productivity that we're going to get from new tech is Astronomical don't fall behind get in on it. It's fun. You'll be able to Educate and coach and teach people around you how to do it. It's just Amazing you'll add value in your space. I'm telling you today you learn how to do this kind of stuff today You'll be adding value in your space And that's a good thing. You don't want to be here a year from now where it's like you haven't really tried it I don't know and by then the world's gonna have passed you by and don't be that way. Don't be the big button phone person.
Dan
Okay? Don't be that person. The big button phone person? Yeah, you know. I feel like we may have dated ourselves a little bit.
Scott
Oh no, they're still there. You can still go buy a big button phone at Walmart. If you need the big button phone, yeah, you bet. I have friends, my wife's got a friend who insists on having a big button flip phone. That's it. Yeah. We have gushed enough about AI. It is time for us to dive into our topic of the week. All right. This week, we're talking about culture of continuous learning. Hey, folks, the learning culture? How do you know if you've got a learning culture? Why is a learning culture important? We're going to talk about that. We're going to give you some things to think about, ponder some things that you may want to actively try to do and or upsell to your leadership because you want to know what learning is important.
Dan
Yeah, so like, listen, obviously as a learning and development focused podcast, I feel like maybe we're a little bit biased on the importance of building a culture of continuous learning. But even if we are and we are I can't tell you how important having a culture that's based around upskilling your people and keeping them at the bleeding edge of what's next is important to like the agility of your business and just the future of your business. Listen in learning and development world I can't tell how many times I've just been like man like if we could just teach them how to do this if we could just have time for that if we could just get them to do something. For like operations folks that that talk probably sounds a little different but it's the same outcome. Oh, I wish they would do this. Oh, I wish they would do that. Oh, I wish they wouldn't do this or they wouldn't do that. All those wishings, those are a symptom of putting learning second, putting learning not up front. And more importantly, of episodic learning, just this idea that like, hey, learning's what happens once a year when we have to do like the government mandated like human resources training that everybody just plays like how fast can I click? I do not envy IT departments the month after HR training comes out. I'm sure they have like boxes of dead mice. Click click click click click click click click click. How do I get through this? Continuous learning is building available, ready to serve learning that helps your staff, whether that's leaders, frontline, that helps your people to be ready to grow and develop when you and they need it most. And it is vitally important. Why is it vitally important Dan? Oh good question, solid question. We talked about it at the when I began this this ramble like hey like when your people begin to think about why am I here If the first thing they say is paycheck, you have a problem. Your people should be there because they're passionate about what they're doing, they're building purpose, they should be there because your role in your company provides purpose and growth opportunities. Continuous learning is about building those growth opportunities for your people. That time and that ability to grow, to develop, to self-grow, to self-develop. If you aren't pushing a culture that does. That's why it's important.
Scott
Great segue. Here's a question for everybody. Boom, boom, boom. Anybody? Average tenure of Generation Z. Those people coming to work for you, those new people fresh out of college.
Zeta
I would guess like a year and a half, two years.
Dan
I'm going to assume we're right in that two-year window.
Scott
Yeah, two years. Two year, three months. Millennials, two years, nine months.
Zeta
Closer to the three year mark, because that's usually the, if you don't have any growth within three years, you find something better to grow.
Dan
I'll share this anecdotal evidence behind that. When I was growing up, my father told me, don't ever stay any place longer than three years. That is not advice I have followed. But me, in between that line between Millennial and Gen X, and my father firmly in that Gen X boomer category, like, even he was thinking three years max, then you're on to the next. How long you should stay someplace should be, again, just back to the continuous learning, when you're done growing, then it's time to go. And if you're trying to tie that to a clock, you're just gonna make yourself miserable. I worked one place, I was there for, God, almost five years, and honest to goodness, I had a bunch of growth and development in the beginning, and then I had a bunch of growth and development in the last year. But in the middle, it was just like,
lather, rinse, repeat.
Dan
Like, it was just the same old, same old, and just like, I had fallen into a rut. And it wasn't until I was like, man, I need to change. I need to devote some time to like, my growth, my development, that it was like, okay, cool. And I was in the learning development department for that place. And I'll tell you what, like continuous learning was something they wanted to happen, but the culture wasn't set up to drive it. The training was available, the mechanisms were available, the switches, the dials, the levers, they were all set, but the culture wasn't there. Then I worked at a place just shy of a year. I got laid off and man, the growth and development I had there I would have stayed there until the growth and development stopped. So if you're measuring like on time it's a self-defeating prophecy I think. That's
Zeta
makes you sense. Yeah context is everything like if you're growing in a space continue to grow and thrive especially if you're given challenges go for it. If you have like a milestone and you're reaching for it and you have that kind of culture that helps enable that, heck yeah, go for it. But yeah, there's a lot of places if you don't grow like we were talking before, if you don't use the new tools, if you don't learn, if you don't adapt to these new ways, like learning how to use AI or like just some new programs that are out there, you might fall behind. And if you don't have a culture that helps promote that growth, you're gonna have to find it where you can.
Scott
My dad grew up in an era of loyalty, company loyalty, right, and I'm gonna go ahead and stay there, and I'm gonna give, and I'm gonna give, and I'm eventually gonna get, and those days are gone, they're gone. And so, this idea of building a continuous learning culture, one that does strive to make people better allows you to retain your top talent so that they don't go looking for something else right so I think that that's really really important I I read something just today just today I read something about employee engagement that right now in this year it's like ZetaDan% of employees are
Dan
engaged with their job so like a third one out of three.
Scott0
So the rest of us have quietly quit,
Scott
like this idea of quietly quitting, people who have just kind of disengaged and are showing up on a paycheck and they're doing just enough to get by, it's a very real thing.
Dan
It is, and I think that idea of like, so you've got one out of three folks who are like actively engaged, you've got one out of five, like Dan0% are actively disengaged. And so Zeta0 plus Dan0, it's 50% in the middle had to do the math. 50% in the middle who are just yeah whatever I got a job. And that's who you are trying to like pick up with building a culture of continuous learning. Like every person you move over into actively engaged category, like that saves your business. I think I read it today and it's billions of dollars.
Scott
Oh, billions of dollars. Absolutely.
Dan
Employee disengagement costs, the national economy. Today, you started telling your employees, hey, listen, we're not perfect and we're working on building the best version of our business possible and one of the things we want to do is make sure that you're working to build the best version of you possible. So let's talk about some things that let's get you some access to some training when you need it and what you need. I mean how would you feel how would you feel if your business did that today. I feel like again we're bunch of learning and development there to make a request but how would you feel. I'd love it.
ScottScott
I'd feel great.
Scott0
Yeah.
Yeah.
Scott
So we talked a little bit about employee engagement and retention. What's another reason why, you know, this continuing learning environment is good? Why else is it good for an organization?
Dan
So let's talk brass tacks. No businesses out there building a learning and development team because gosh darn it, it feels good and they want to do it. Like they're doing it because it makes organizational differences. It pushes performance metrics. It changes your rank of proficiency. Like there are real business bonuses to having this idea of continuous learning. Most employees right now, and we'll just talk about one big topic. We've talked about it before, but leadership. Leadership is a set of skills that are notoriously difficult to develop and to grow and to get people used to. Businesses spend billions of dollars a year trying to hire the right leaders, create the right leaders, craft and get ready the right leaders. Because without leadership, your business is just a bunch of people who show up and type on computers and move heavy stuff. Building a culture of continuous learning, one of those things you can focus on is leadership development programs that are available to your people when they need them, that are available and part of the curriculum that moves them forward. Like, hey, you've been here a year, you've been frontline. I want you to start taking some like, you know, like ownership forces in our LMS.
Scott0
Why?
Dan
Well, maybe someday you might want to promote to leadership. Maybe you don't. But being able to practice this level of ownership is important for your growth and development. That's a great line for a company to say. And even if they don't mean it, I hope they do. But even if they don't, selfishly getting your people ready to handle more responsibility and ready to be a leader when you need them, that's future-proofing your business. Like that's just one example out of so many. What did we start talking about? We started today by gushing about artificial intelligence for like seven minutes. Hey, continuous development talk, also AI talk for seven minutes, because we're a bunch of nerds and we love it. But Scott, did your business pay for you to get any artificial intelligence training? No, of course not. No. Zeta, did your business pay for you to get any artificial? No, of course not. No. That's training that you went off, you sought out. Now imagine this. Imagine a different scenario where Scott, your business says, hey Scott, we're really interested in what you can do with some of these artificial intelligence tools, so we want you to take this course starting next week. We'll drop, maybe it's Zeta0 minutes, and maybe it's an app total of two hours spread over the course of a few months. But all I'm doing is just getting you the basics. How much better are you with AI with that paid company time of training?
Scott0
Oh, thousand times better.
Scott
Now, now that you can handle that and you can do that,
Dan
you have that skill set. Now, because you have that skill set, the business has that skill set. And so now the business is better with artificial intelligence. Hey, I need somebody who can like run like you know mid journey or the Bing art generator or can just use the new Photoshop tool. Do we have anybody in the business? Oh yeah we sent Scott to that AI training last year. Oh cool go get shooty and bring him up here and let's look at some stuff and let's make it happen. That doesn't happen without the mindset that gets you to a continuous culture of learning. But what
Scott
about this idea of organizational agility? What, you know, how is fostering a learning environment good for that?
Zeta
Well, like the more skills you have, the more you can do, the more you're prepared for, right? I mean, like Dan was just talking about, if with AI being one of the up and rising powerhouses and that's available. I think it's amazing that like if you invest in that, now you have that skill, not only does that person have that skill, but they can also teach others. They can also show the way for their coworkers, for their leaders. It makes the whole company better, I think.
Dan
Listen, I get that time for training is a finite resource. Like, you look around at your group of employees, maybe you've got a few hundred, maybe you've got a few thousand, maybe you've got dozens and you're like, I can't afford to send everybody to go learn AI. But if you're promoting that culture and you're making that space like the people you send tomorrow can help create the training that your people that the next people will be able to take. There's those skill sets that learning will be in your business already and it will begin to work its way through. And if you're promoting growth and development and learning, when somebody says, man, I really wish I knew more about AI, their leader will say something. It'll work its way up the chain. And eventually you'll be like, hey, we got to send somebody to learn about this AI stuff. Oh, hey, wasn't so-and-so in that department didn't they mention being interested in it? Yes, like, oh, cool, great. Let's send them and a couple other folks.
Scott
What are some of the things that we can do to help foster and or create a continuous learning environment? So we talk about why it's important, all that good stuff. What are some things that we can do? And by the way, what is the saying, Rome wasn't built in a day. Your continuous learning environment is not going to be tomorrow. It's going to be over time. So what are those things that we can begin to do that can help foster that?
Dan
Foster that I'm gonna start by talking about a point at a left field We've talked about the importance of it before and if you're talking about changing your learning and development culture. I Think the biggest thing you can do to begin to make those changes to set yourself up for success is Measuring your learning Because if I can't prove to you with numbers and facts
that this culture of learning we're trying to build
Dan
is successful, is making a difference, then it won't survive the sniff test when it gets up to your executive staff and your C-suite. Like you have to be able to provide data that like, hey, we started building this culture, we started working on this, we ran a few tests, we've got a few employees who have access to a database of learning material, we have a few employees who we are sending, you know, maybe like an hour a month, hopefully more, but you know at least something of training. And look, here's how they're performing. And I think there's like a couple different ways you can measure that. I think there's a couple things you can start like looking for. I think like some of the the big stuff, like the quantitative stuff, I think we're already measuring. I think most people are already like, hey, there's a quiz at the end of this. We had 80% of our staff take this. Here's how many learning hours our team's... I think that stuff is already happening. I hope. If it's not happening in your business, that's where you need to start. But if it is already, if that already is happening at your business, you want to talk about like some of the like the next steps, like your qualitative stuff, like, hey, I talked to the employees, when we do give them training, this is what they say, here's the surveys. Now, I know surveys are notoriously fickle, if you're getting, you know, response rates in the Scott0s of digits, congratulations, you're doing great, don't beat But even that like Scott0, ScottDan, Scott5 percent return rate on those surveys, that's vital information. If you're talking to your people when it's already too late and they're leaving, those exit interviews, that's a vital sources of information that you can say, hey, look, listen, when we started doing this, the people who were in the group who did leave our continuous learning group who did leave, they stopped saying that growth was a concern why they left, or they said it less. Like we are giving them growth, we're providing them reasons to stay. You know, you can talk about like focus groups. Like I know that's like a, could be a big time sink. Like, hey, I'm gonna pull a dozen people off the floor. I'm gonna pull a dozen people off their jobs and we're gonna spend an hour talking about what they wanna see. I know lots of ops folks are gonna go like, oh, you know, but that's still vital. And like telling people, hey, we need your feedback enough that I wanna take an hour out of your day to get it. That's a powerful message.
If you're already doing that, great.
Dan
If you're not and you're doing the other stuff, you're doing the quantitative stuff, great. It's time to move on to qualitative. Last, this is the big one. This is the super big one. I feel like I've been talking too long, like, but I'm gonna go for it. I'm charging forward. And this is like your outcome stuff. Like, hey, we're measuring test scores. We're hearing them in exit interviews. Now let's talk the big stuff. This is the numbers that your executive team, your C-suite team, your leaders, your business developers are gonna be looking at. Hey, when somebody starts, what's our retention rate? Hey, how long does it take somebody to promote? How often are we promoting internally? Like, hey, when a new thing launches, how long does it take us to be proficient in the new thing internally? You know, like, when we hire somebody new, what's their ramp to proficiency? What's their ramp to productivity? Those are the metrics, those are the big ones that I think business is,
that will ring the bell.
Dan
And I think, and I believe, that continuous learning, a culture of continuous learning, helps get us to. Yeah, can I touch on something real quick that I think we didn't cover? I know it's kind of like from left field, like you said.
Zeta
When it comes to learning, there's a thing, and I think it's part of the culture, I think there's a reason why there's this large, almost 50% of non-shift when it comes to people that aren't engaged, and that's the ability for failure. I think a lot of times in cultures now, failure is not a good thing, but if you're not trying something for the first time, I mean, a lot of times when you try something for the first time, you're going to fail, right? You're going to make a mistake. But a lot of, I've noticed in a lot of cultures there's if you fail, it's bad, but failure is also part of the learning, the whole learning curve, right? So I think also we need to be a little bit more open, a little bit more honest as employees and as managers to like allow there to be a little bit of wiggle room when it comes to trying something new, being open and honest about it And if you do fail the steps to then make the next step because a lot of people who disconnect is because they've tried something They've made a mistake, and they don't want to try it again, and they're like well. I'll just hit the median I'll be in the meth squad you know and just hit that median, and I I don't know if that's part of it It's kind of like a little hypothesis, but I don't know if you guys have heard anything like along those lines, but that also I think could be addressed. No, no, I think it's really important.
Scott
That's creating a psychologically safe environment where it's okay. Like, let's be honest, like nothing, very little goes exactly the way as we planned it. And, believe it or not, sometimes things go sideways. And you could be the best planner in the world and oh yeah, I know, right, best planner in the world and all of a sudden holy smokes we're sideways they didn't see that coming. I'll tell you as a leader my attitude has always been it's a great learning experience we're never gonna do this again and we're gonna move forward. Like we're gonna so well I mean we're not gonna do it exactly the same way like we're gonna go ahead and learn from our opportunity we're gonna make changes and we're gonna be better the next time. Like if that's the attitude we have as leadership, then it's fine, right? So if something went sideways this last week for me and people were like, oh my gosh, oh my gosh, like I, and I quelled the group. And good leaders do this, by the way. They create an environment where somebody is confident that it's gonna get better. And I was like, hey, I'm confident that amongst the three of us, we're gonna figure this out and have a solution by Wednesday. I got a lot of hens and hens. No, we're going to do it.
Guess what?
We did it.
Scott
Right? We totally did it. And that's great. So being able to go ahead and have postmortems around the work that we do so we can learn and grow and not do the same thing again, super important. And to be able to treat opportunities for personal growth and development for exactly what they are. Like, oh, okay, hey, we all learned from this. This is great. For the most part, none of us are saving babies. If you're saving babies, God bless you. I'm glad you're saving babies, but I'm not. And so that's okay, right? And there are very few opportunities that we make that we don't have the opportunity to recover from and get better from, and that's the attitude that we need to take. So I think that that's really cool. Last thing that I would say around measurement. So you're totally right on that. Folks, if you're not familiar with the Kirkpatrick scale of measurement, which is what Dan went over, totally go look that up. Go to one of the learning conventions. There are several out there. Go talk to those people. They're really, really smart. But it's really important when it comes to qualitative measurement that you begin there. What's going to be new, better, and different when we're done? That's the first question we should always ask and have somebody have an answer. Do not do any of the work until you have an answer. What are we signing up for? And then what's our ROI? What's our return on investment of doing this? If we train people on this, we expect them to behave this way, which will lead to these results and they have to be measurable. And if I could tell a quick story, I was talking with my VP today, and I've been doing this a long time, Zeta0 years, and in my current role, I'm directly responsible for learning data. Wow. What an eye-opening experience for me, and I'm so, I'm such a better leader because of it. In the past, it was always I told them this is true. In the past in learning development, we would just design, we would send it out, and we would pray. Like, I'm going to pray that this is going to get used in the right way, this is going to get the results that we need, and I'm going to go ahead, we're going to do that again. Design, ship, pray. Design, ship, pray. Now with data, big data, hey, if when they took this part of the course and led to this behavior, which led to these kind of measurable results, I want to know that. My C-suite people want to know that. I want to know it from a design perspective because if it's not working, or if it's irrelevant, you put it out there and nobody touches it, great, don't do that anymore. Don't be the, well, we've always done this, and I get those all the time. Well, we've always done this. Well, ZetaDan people out of Zeta0,000 took it. What does that tell me? Either A, I have a really bad engagement plan or B, my audience doesn't care or doesn't find it valuable. Stop doing that. You don't have the time or the capacity to spend moments and feel good activities like let's just check the box. I did this, it's great. Make sure that each and everything that you do and that you touch creates the results that you want because you want to know what? When it comes to continuous learning and it comes to the environment that we're all trying to create, you create that and your audience is going to know it, right? They're going to feel it. They're going to see things are different. They're going to see progress. They're going to learn, they're going to grow and they're going to see results both from a business perspective and from a personal perspective. And those are not mutually exclusive and they never should be ever you're gonna get the results you want and everybody is gonna win.
And that's the bottom line, Costco don't sell!
Scott
Daniel-san. Yes Scott. Could you do me a favor and let everybody know how they could connect with us. Absolutely.
Dan
All right, party people, if you haven't already, you know the drill. Email us at nerds at the learning nerds dot com. Email us any questions you may have. Tell us how you're measuring training in your business and tell us if you think that you have a culture of continuous learning where you're at right now. If you're on Facebook, you can find us at Learning Nerds. For all of our Instagram peeps, Fab Learning Nerds.com. Normally, this is where I'd pass it over to Scott, but I do want to say, if you're listening to the show, and it is still in October of Dan0DanDan, I would love for you to check out the website.
Zeta
Dan0DanZeta.
Dan
As we get into November. Oh, Dan0DanZeta. Okay, yeah. Yeah, living in the past. You're out of luck. Listen, it's been a long week.
Zeta
It's been a year long week.
Dan
It's still in October of Dan0DanZeta. Even if it's not, even if it's the future in your list in this episode, head over to www.TheLearningNerds.com. We've got some new things I think that'll be rolling out there in the near future, and we would love to share them with you. Scott.
Scott
Thanks, Dan. Hey, everybody, could you do me a favor? Go ahead and hit that like button, hit that subscribe button, share this episode out with your friends. We'd certainly love it. Spread the word on continuous development. It's so important. If you liked the episode, leave us a review. Spotify, iTunes, that's great. If you hated the episode, leave us a review. Spotify, iTunes, it'd be great. It's the best way for us to get better, and it's the best way for us to get this great information out to more people. And with that,
I'm Scott.
Dan
I'm Dan.
I'm Zeta. I'm Zeta.
Scott
And we're your fabulous learning nerds, and we are out.