As many of you know, the most critical role of a lean leader is to develop people, and often, we use the analogy of your coach. Today, I’ll ask what we can expect from an excellent lean coach. What does it mean to be a lean coach? I’ve talked about this in the course, and I will first provide a general overview of the minimum requirements to be a good leadership coach. Then, I will illustrate how Toyota has been developing its leaders at all levels to be coaches. Then, I will show you further using Mike Rogers terracotta and the very structured, disciplined methodology that the Toyota Kata presents to provide practical routines you can execute daily to learn to be a good coach. Job, the coach, is to be able to form the outside. In other words, it’s not from the person’s somewhat biased point of view but from the outside, being able to understand by observing and questioning and getting to know the person’s strengths, weaknesses, and true potential. The coach may see the potential that the person will see themselves. And then create the opportunity for self-moment warming Souls and be there watching and giving feedback. The coach has to have a vision for the ideal state of the student, the lean leader they’re developing, and that means I need to have a picture of what I think you can become and the characteristics of excellence that I’m trying to develop in you eventually. So, I must have a long-term vision like you would for a process. It would help if you also had that for people. Okay, how can people not in your program get the book? Okay, the book is unfortunately incomplete, yet we have written a book, and it’s been edited, and we’re going through the final company copy editing. Then, it will be available through a Leadership Institute. I wonder if that will be distributed. George knows better than I, but we expect the book to be available within two to three months and in print. And it’s got to go through our final editing, typesetting, and printing stage. Thank you very much. Take care.