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The speaker discusses the importance of understanding and leading the upcoming generations, Gen Z and Gen Alpha. They emphasize that the leadership principles used for previous generations may not be suitable for these new generations. The speaker also shares their own experience of leadership and the need for transformational leadership. They emphasize that leadership should be people-centered and not dependent on titles. Instead, leaders should focus on adding value and creating positive change for the people they serve. The speaker gives examples to illustrate these points. You've got the Gen Alpha's coming up, yeah, so you've got the Gen Alpha's coming up. And for most of us sitting in this room, one of our major constituents in leading in the future will be the Gen Z's and the Gen Alpha's. Do we have what it takes in terms of what we're using as our building materials to lead that kind of a generation? We can't apply the same principles that the leaders who led the Baby Boomers used because the Baby Boomers were a totally different generation. What influenced them demographically, in terms of their psychology and all of that coming from the post-World War era was a totally different bargain. So for us as leaders, preparing for the next level of our journey, one of our largest constituencies will be the Gen Z's, will be the Gen Alpha's. Do we understand these generations? Are we using the right materials today to build our kind of leadership that will be relevant for them? So as we reflect on this subject today, one of the things we need to go back and ask ourselves, what has informed my leadership frame of reference? Where have I drawn what I have used to build my leadership frame of reference? The first time leadership experience was in secondary school. I was never a leader in primary school because I was small. So they told us, if you're small, you can't be selected to be a leader because apparently, those days in primary school, leadership was about stature. So the bigger you are, the more advantage you have to lead because then people can listen to you. You have the command by reason of stature. So throughout my primary school, never was a leader. First time, grade 8, secondary school, two weeks in class, I was appointed a leader. We were making noise in the class and the head boy, huge, grade 12 guy walks into the class and says, why are you guys making noise? Who is the monitor? There is no monitor. He just looks at me and says, you are in charge of the class from now on. You are the monitor. Take charge. So immediately, my frame of reference was, what do monitors do? They punish people. So that was my frame of reference. I began my leadership journey from a perspective on the lens of punishment. So I knew that my assignment in leadership immediately was to identify who is making a mistake and begin to punish them. Unfortunately, I didn't last. I was impeached after two weeks. Because the class passed a vote of no confidence in me. And you see, what made my leadership fail was my frame of reference. It looked normal to me because that's what I was always exposed to. But we need to pause, even for us as political leaders, we need to pause and ask ourselves, is the leadership style that looks normal to me the right one for the present and for the future? Is this what we need moving forward? And with that in mind, it takes us to be able to begin to have a conversation around transformational leadership. Now, that's a little bit blurry and you can't see it. We'll probably talk a little bit around it. So let me skip it and go to some key thoughts that I want to share around the subject of transformational leadership. And as leaders, I know that you have already interrogated this subject in your own right. But there are several things that we need to reflect on which I believe for where we are now and for where the world is going, more than ever, we need transformational leaders. In politics, in corporate, in private sector, whenever we think about leadership, we really must be thinking about transformational leadership. And why is this so? The reason why this is so, ladies and gentlemen, is because go back to the conversation we had. Shaka's era of leadership, conquer territories, expand your dominion, expand your influence, is a big guy, a fierce guy that everybody is scared of that is conquering others. You come to the pre-independence era, the guys that are leading in that time are mobilizing the people to be able to drive the liberation struggle. The essence of leadership is to be able to get back the freedom and the collective. So their leadership is to mobilize people, inspire people to desire to fight for their freedom. But fast forward to our time and our age, one of the things that makes leadership relevant today is that every person wants some level of actualization. Every individual desires some level of actualization. And because of that, in our time and in our age, leadership or the essence of leadership must be people-centered. The essence of leadership in our time and in our age must be people-centered. We're no longer fighting colonialism. What we are dealing with now is a generation of people that are aspiring to become better, both as a collective, as communities, but also, importantly, as individuals. And so it becomes very imperative then that when we assume our positions of leadership, we need to be driven by the need to lead people to where else they can get to or what else they can become. One of the measures of success in leadership today is to be able to look at from the time people got into your hands and the time they walk out of your hands, how have their lives become better? What has become better about them by reason of them coming into your hands? And that begs the question or the need to understand, therefore, that leadership, as far as transformational leadership is concerned, does not depend on a title. And this is an important component for us to think about as political leaders because we can easily fall into the trap of leading based on title. But as we come to a sort of climax of this journey that we've been on in this leadership journey, it's to be able to understand that moving forward beyond this cohort and beyond what we've gained on the program, what will give you the greatest value in your leadership journey is to build your leadership beyond a title. The reason is simple. Titles come and go. Today you'll be called this. Tomorrow you'll be called that. If your influence depends on a title, you will be very unsustainable in your leadership. Yes, titles are important. They've got their place. But the greatest way to build influence as a leader is to build it away from a title. People must be able to respect you and value you for the change you've exerted in their lives more than the position that you hold. I told you that in Zambia, from Zambia you will remember a time when one of our ministers was fired by the president and he was on an assignment out of the city. He was in one of the outskirts towns. And you know how ministers move with all the public service vehicles. They have a flag on their vehicle. And whilst he was on duty, the president then announces and says, So the moment, and for whatever reason, his driver was in the car listening to the news whilst the minister was addressing an event. So the minister has not even quoted the news that he's been fired because he was busy addressing the people. But the driver has heard. And immediately the driver hears the news, comes out, goes and pulls out the flag. And by the time the minister is coming out from addressing the meeting, he wants to get into the car. And the driver says, Sorry sir, you're not able to get into the car. I have to drive back to Lusaka. And the minister says, What are you talking about? I haven't heard. You've been fired. And so at that point, the driver then says to the minister, I'll be merciful to you and give you a lift. But you're not sitting at the back, you'll sit with me in front. And so literally this minister is being offered a lift back to Lusaka at the mercy of the driver. Why? Titles have changed. And imagine if this minister had been mean to this driver. Imagine if he had not exerted some level of influence that did not depend on titles. It is most likely that the reason why the driver offered him that opportunity to ride with him was probably because he was a fairly good, friendly minister to him. So if you think about transformational leadership, ladies and gentlemen, you have to build your leadership away from titles. You must begin to think about, What is the real value that I must add to the people I am serving? What is the real change that I must set to the people that I'm serving? I'll give you an example. A leadership expert called Simon Sinek gives this story. An executive of a Fortune 500 company in the U.S. was invited to a conference. He was the vice president of this large conglomerate. And so he goes to speak at this conference. And they invite him. Officially, he arrives at the airport. There's an entourage to pick him up. He goes to the hotel. He doesn't have to stand at the reception front desk to check himself in. The protocols have already done that for him. They check him in. And all they do is hand him the key and tell him, Sir, you can go to your room. We'll come and pick you up tomorrow as you go to address the conference. The following day, there's again an entourage. They come and pick him up, go with him to the conference. When he arrives at the conference, he asks for coffee before he could speak. And somebody quickly rushes, gets a beautiful mug cup, and makes coffee for him. And he goes on to speak at that conference. They love him. They love his presentation. And within that conversation, they agree, next year you're coming back again to speak. We love how you presented. So they agree with the host. Now, a year before the next conference, this man resigns as the vice president of this large company. But because he had committed to go and speak at that conference, the following year he goes back, arrives at the airport. There is no one to pick him up. In his good assumption, maybe these guys are busy this year. I'll meet them at the hotel. Gets on a taxi, goes to the hotel. There's no one to check him in. He checks himself in, goes to his room, thinking again, maybe they are overwhelmed with the logistic organization. I will meet them the following day. The following day, he wakes up. There's no one to receive him. Gets on a taxi again, goes to the conference. He arrives at the conference venue and does exactly what he did the previous year. Asks for a cup of coffee. Somebody pointed him to the coffee-making machine and says, you can go and make coffee there. So he goes to the coffee machine and begins to make coffee in those disposable paper cups. And so as he's making coffee and holds that disposable paper cup, it dawns on him that the mug cup he used last year was not about him. It was about his title. His real value was equal to a paper cup. And that is the challenge with leadership. That sometimes we get so boggled down with value that is defined by title when our real value is equal to a paper cup. So the challenge for us moving forward now in our journey is to abandon the value of the mug cup that is attached to a title and begin to upgrade ourselves based on this real value. And I'm going to talk a bit about how we build this real value. Because this is where real leadership impacts life. If you are able to build real value in yourself. And this is important for you in your journey as well. I love the conversation the gentleman was raising here around the fact that he doesn't agree that we are future leaders. And I agree with you. We are not future leaders. We are not future leaders but we are also leaders of today. But one of the things that undermines young people's leadership or rising to participate in leadership is this whole aspect of value. The way our value is measured in political parties. The way our value is measured in the political space. And so we always tend to take these lower positions and they always tell you, you are still young. Keep building your experience. No, you are still coming. You need to give us chance and all of that. But let me tell you, when you have built real value, real value cannot be ignored. If you think about a tree that is bearing fruit, a mango tree for example, before the mangoes arrive, no one pays attention to the mango tree. You can have a mango tree with raw fruit and everybody will be walking past it, ignoring it. But the moment the mangoes on the tree arrive, the mango tree does not pluck itself out and take itself on the streets and announce, hey, here are my fruits. Can you come and pluck for me? Guess what? When the fruits on the mango tree arrive, they cannot be ignored. People are able to see them from a distance that there are ripe fruits on that mango and they come to the mango tree and pluck some of those ripe fruits. That's the picture I want you to have of yourself. When you focus on developing real value in yourself, in your political journey and in your leadership journey, you will get to a place where you have so much ripe fruits that you cannot be ignored. And it will no longer be about your age. The next level of leadership influence will begin to open up for you. So how do we build this value? Number one is increasing our knowledge. And this becomes very important because we know by now, ladies and gentlemen, that the one that knows the most will always lead. The one that has the most information will always lead in any given context. Right now, if I say, let us compose a song, if I'm the facilitator, if I don't know anything about music, the person that was starting the song, what was the song again? There you go. So the person that knows the most about music will automatically assume leadership because they will come, especially if they have technical knowledge of music, they will come and stand here and tell us, we're going to start this song in pianissimo and then we'll transpose to vonte. What are you talking about? So by demonstrating that knowledge, then we know this is the right person to lead. So one of the fundamentals of building value is increasing your knowledge. The more you know, the more the space for you to lead opens up for you. Continue learning. Continue growing yourself. Continue adding value. And when we talk about growth, may I say to us that growth is always intentional. You cannot leave growth to chance. You cannot leave your growth to default. You can fall by mistake, but you can never grow by mistake. If I am on this platform right now and I, by mistake, stepped carelessly, I could easily trip and fall. So it's a mistake, I can fall. But I can never say I climbed by mistake. It was an intention, right? So for everywhere you want to climb to, for the next high level you want to climb to, it can never happen by mistake. It's a process or a product of intention. So where you want to go next in your leadership journey will require you to distinguish yourself by continuously growing. Build real value. You don't want to always be treated at the level of a paper cup in your political party. You don't want to always be treated at the level of a young person who is a future leader when your time is already now. You have to do that. One of the key areas in politics where you need to grow is your financial capacity. Inevitably, it's a key aspect. And the area you started, the better. The area you address that component around your life, the better. Build financial strategies. Both for yourself and for the individual, first of all. If you have a family, it will be good for you to do that for your family as well because in politics, we know the dynamics. You want to ensure that your family is secure. So again, a limitation is we're starting out, we're depending on all the sponsorship from our political parties or from our well-wishers. But at a personal level, begin to think about how do I build my financial future? How do I secure the future of my family? How do I begin to build wealth for myself that will be able to also, one of the things that wealth will do for you in this journey is that it reduces the vulnerability for you to be compromised. One of the things that compromises young people is that they're financially undermined. So any time somebody then offers you this, you have no choice but to go in and get it. And if you build your own finances, it becomes better. Digestify your streams of income. The earlier you start, the better. The secret about building wealth is to understand what Einstein called the eighth wonder of the world, which is compounding. Start now. Start small. But 10 years from now, that is money that will begin to give back to you. 20 years from now, that is money that will begin to give back to you. So begin to invest in the long term. If you must get financial advice, get financial advice from somebody. But those all become strategic pillars for you to build value in yourself that cannot be ignored. When the opportunity comes, you are able to open yourself up. So transformational leadership, ladies and gentlemen, for me, would be those three key elements. Leadership that does not depend on title to influence, but builds on real value. Secondly, leadership that is people-centered, that is able to drive real change in the people. We are all leaders by privilege. I always like to say leadership is a place of privilege. And before we pause for a moment, here's a quick food for thought for you. Know that leadership, every leadership has a share of life. Every leadership has a share of life. And one of the things I get speaking to leaders is that when they are coming to the end of their share of life, oftentimes they have a lot of regrets, more than fulfillment. I wish I did this. I wish I did that. I wish I'd done this. Right now, some of you are already leaders in your political parties. It could be a small opportunity. But how are you maximizing that place of privilege? Because how you're maximizing and leveraging that determines where you go next. But remember, every leadership has a share of life. Before you know it, you can easily be shifted. You can easily be moved. And when you are moved, will you have more regrets or more fulfillment that while I held that position, I did my best? We see this as a common challenge in Africa where when it is time to leave, that's when everybody begins to sing Wamuyayaya. Because we are thinking, I still have a lot to offer, but well, why didn't you offer it then? I heard a joke from Kenya of somebody I think was standing as a leader in one of the counties. And so he had done his, is it four or five years? What's the tenure? Five. So he had done his first five, but he was now aspiring for his second term. And so there was his opponent who was just coming in as a first entrant. So the people were literally looking to get this new guy in and get rid of this other guy. And so he goes to speak to the people and they're telling him, they're telling him, no, you're going. We want the other guy to come. And so he says to them, look, this is how this thing works. The first five years were mine. The next five, I own. If you get the other guy, you're starting from zero. The first five will be his. And guess what? They voted for him and he won the election. Because that's how it works. You tell the people, this is now your time. We're always telling the people, this is now your time. But guess what? Immediately you appointed a leader. That is the people's time. Everything you do from that very moment is all about the people. It's never about you. It's about the people. Begin to work and let your legacy work for you or speak for you. Let me pause there for some reflections, comments, thoughts, reactions on transformation leadership. I'm going through your mind. I think you're writing so many notes. Share those notes with me. What are you processing? Wait. The growth is intentional. Right? Anyone else? What I pick is that for me to be a true leader, I must be people-centered. My leadership should not be on the title of what I am. But... Okay. I'd like you to use the mic. Okay. Thank you. What I've learned is that for me to be a true leader, I have to be people-centered, not a title. So, for me to start that, I'm going to work on my knowledge to grow. Yeah. Because the more you have, the more you become. And that is politics. And also, I pick that for me as a human, I should not be vulnerable to the politicians for them to give me various seats. For them to give me various seats. I have to build my financial strategy so that I have that power to lead. Thank you. Awesome. Great. Yes. For me, I think what's running through my mind is the aspect of real value. I would say that it should not be about the title, but the impact you leave on people if you leave that position. And for me, I see that as a very important aspect. Because even in some of the positions, I feel that as a leader, I feel like that's the thing I'm always trying to acquire. Great. Real value, real value, real value. There are two hands at the back, is it? Or just one? Okay, let's take the one hand at the back. Okay, thank you so much. In the finish, I'd like to say I'm very humbled that I'm amongst you. And I'm enjoying what is happening. Thank you so much. Thank you. What I've learned from this is that the leadership is a frame of reference. We should look at the leadership as a frame of reference. A frame of reference. We should learn to take it right, or else we'll take the reference that will make us lose leadership in the future. So always, when you want to be a leader, look unto somebody that will inspire you, somebody that will make you grow, and somebody that will make you be who you are. Thank you so much. Thank you so much. Great. There were two hands here, and we'll take the last one here. I appreciate your presentation this morning. Very transformative. Thank you. And I've learned so much from leadership frame of reference that the space within which you are inserted into that leadership position really matters much. And it got me to remember, it took me back to how I got into the leadership spaces, apart from being a monitor, being a timekeeper, prefect, and all that. It was during my high school as a student. So before that, there were so many strikes from students. They were not comfortable with the dictatorial system of being a prefect. You know, you're sort of elevated to the status of being a teacher. So during my time, there was a new system that was introduced called the Second Response Effect by the Health Association that now the prefect system is being abolished and sort of a leadership, what we call the nominal president leadership system is being introduced. They were expected to be more, sort of create a bridge between the teachers and the students, not how it was before. And they became, back then we had providence, right now we have caution. The student president now for Nyanza province. That informed how I got to lead my fellow students because you are not expected to be that dictatorial leader. You are expected to listen to the students, air their grievances. And so when we talked of that, I got to imagine what if I got this position, let's say in campus, someone took me from campus and imparted me directly into a political party. My experience would have been very different because they were expected to fight for my space. You know how politics, it's very different. And it's good to, my project deals with informing the young people in the political spaces, that they have to be informed. Yes, I want to represent you and how you know best how to be represented, but how do you bring these grievances on the table? First, you have to understand that this is where the decisions are made. So when they are informed, you know this James Dean, yes, he'll come to me saying, you don't have a leader, you don't have a tribe, you don't have all that. Someone else will come from somewhere and take this space on your behalf. Yes, and the white board fought for this all through. So I think how you, what's your frame? What do you base your leadership values on? It's very important and I'm appreciating that part. Great, I love the details of how you've applied that knowledge to your own personal journey in life. That's really great. Thank you for that. Okay, for me, the way I take leadership, first I approach people that I, that I'm really inspired by, like the life of Nelson Mandela. So the life of Oslo KK. And I give examples of Nelson Mandela. This is someone who was in prison. Is it 25 years? 27. Yes, and he came out. How many years did he rule? Yeah. So that really shows you that he wasn't doing it for himself, but he was doing it for the people. You see? So the same applies to us in as much as we are vying for this position. We are crying, yes, for the youth to not be considered, but when they are there, what do you do? Contrary, the opposite. You see, I usually approach issues. I'll give you another practical example of what's happening in our country. Currently, you find people who complain that their cost of living has gone up. You see, when you have a leader that is in office for the benefit of the people but not for his own interest, it's something that should even be of interest to us because this is someone that is thinking about the future generations. I'll give you another practical example. I'm a medical doctor. You're also a medical doctor, but you are in that position before me and you have a client who's been short. Then, as you are attending to this client, he comes to you, he's been short, then you tell him to say, I cannot remove this bullet. The best remedy I can give you is by cleaning it and giving you medications to ease the pain. The bullet still remains in your body for years. Then they transfer you, then they bring me in at a new job. Then, you come for a review and I check on you, I find that you have got a bullet that you've been keeping in your body. I tell you, for me to heal you and save your life, I've removed what? This bullet. Then you tell me to say you're not a good doctor. You want to kill me. The other doctor was good because he was giving me what? Remedies to ease my pain. So, leadership is just the same. You know, there are other leaders that will be there before us that will give you those remedies to ease that pain at that moment. But the pain will remain forever. There will be someone that will give you a remedy that will be painful at the process or at the procedure. But once that procedure is done and you are healed, you'll be saved for good. Awesome, great. We'll take the last two here. Thank you very much. I'm really enjoying the session. For me, my takeaway this time has been that leadership in its entirety is not about you as a leader, but for the people. Because inasmuch as we are talking about real value, real value for who, we're talking about people think that definitely it's for the people, we're talking about meaningful and sustainable change for who? For the people. So inasmuch as the first person to consider is you because now you're just a vessel who's there to transfer what you have to the next person. So inasmuch as we are looking at you as a person to take care of yourself, all those other aspects that need you to be taken care of. Everything that you take in must be that if this is gotten out, it has to change your life. It has to empower somebody. So its entirety, every time you're looking into getting into leadership spaces, it should never be about you but what you are taking to the people. Great, thank you so much for your time. My other point of update, thank you for your presentation. It was really mind-boggling. My takeaway is around building financial stability. As we all know, a major blocker for the youth for them to attain to leadership positions specifically the ones which are related is the financial instability. So you've talked about building or have a strategy on how we can be able to build our financial strength as early as now when we're having a financial future for families. And as you know, many times youth are approached by those wealthy people, elderly people. And many times they are compromised. They even bottle from vying or running for various election positions. And that will reduce the number of youth depending in various arms of government in the legislative platform. So I think it's really critical that we focus on building financial stability as early as now and starting to emphasize on our youth to focus those who really aspire to lead or to be leaders of today and tomorrow to start planning as early as now. Thank you. Thank you so much. That was supposed to be the last one, but there's a hand that is begging the mic. So let's allow it. Thank you very much. So I'll make it short. Basically what I've taken from this is since a question that has been asked in other settings that I have been in is what are we doing different from the older generation? Like what kind of leaders are we going to be different from the older generation? And from this conversation that we've had and many before this, what I've taken away is we have to have a different mindset. The mindset of many youths that I have been with is we are better than the older generation. But what I understand is we have to take whatever leadership our older generation gave us as a foundation of what we are supposed to be. It's not basically we're supposed to fight them and say we are better than them and try and be better than them, but we are creating a different kind of leadership that is based on what the foundation that they gave us is. Great. Thank you so much. A round of applause to all the comments. We'll go for a tea break very shortly, but just to wrap up this conversation, and I love all the points that have been reiterated from what has been highlighted so far. At the core of transformational leadership is the need to understand that people will follow you if you inspire them. People will follow you if you inspire them. Going back to the different dimensions of leadership, the other people that were led by the other kinds of leaders had no choice but to follow. In a democratic dispensation, people have a choice. You're not forcing yourself on the people. The people that Shaka led, they didn't have a choice to choose whether to follow him or not. They had no choice but to be led by him. But in the time that we're living now, people have a choice to either follow this person or the other person. So one of the things that becomes very key for you in building your transformational leadership is to become inspirational. And one of the keys to that is exactly what we talked about, the aspect of added value. Becoming that person that people look up to and are able to say, I feel safe with that leader. I feel my life can be better. I feel my community can be better with that leader. And one of the advantages we have in our time is the digital space, the digital footprint that we begin to build and create as leaders. We're living now in what is referred to as the attention economy. I don't know how many of you have heard of that terminology, but the attention economy is basically now that the person that drives the most, even in terms of, if you think about business, commerce, trade, the person that has the most attention of the people is where the money is. Many of you now know we have a lot of influencers that have risen on social media. All right? Maybe some of them are in this room right now from a political point of view. But we have so many individuals that are just imaged as influencers. Have you noticed that companies no longer pay for TV adverts? They pay influencers. They no longer pay for radio adverts. They pay influencers. Why? It's an attention economy. The person that has the most attention of the people is the person who gives them money to be able to pass our message. So one of the things then to be able to build around yourself is this influence. Utilizing data, utilizing digital platforms. I was privileged in 2018 to be part of the political campaigns for, some of you may have heard of a guy called Sebastian Kunz. He was the youngest head of state in 2018 by virtue of him becoming the prime minister of Austria. So 2018, he assumed the role of prime minister of Austria and became the youngest head of state. 2018, during his campaign, I was participating on a certain program and I was part of the people that was working in his voluntary team. And it was interesting to see the difference between the way our friends utilize data versus how we go for political rallies and just sing songs. And it was literally, you go into a room like this and you find there are volunteers all over and all they're doing is they're online getting the attention of everybody to be able to say this is the guy that we need to put our money on. This is the guy that we need to get our attention on. They are writing emails. They are sending text messages. They are engaging. They are creating content. They are investing in different kinds of content to be able to maximize this attention economy. And guess what? He won. Remember, the people that you'll be leading in your leadership journey are your Gen Z's and your Alpha, Generation Alpha. For the most part, they don't show up for rallies. For the most part, they don't sing songs. They don't sing mommy ay-ay-ay songs. But you can find them somewhere. Invest in that space where they're found. Begin to engage with them. Begin to be that inspirational leader that they look up to. Begin to connect with them now. And when a day when it matters the most, their voice will count in your favor. On a day when it matters the most, their decision will count in your favor. So be very strategic about how you position yourself as an inspirational leader using these principles that we have shared. Thank you so much, ladies and gentlemen. Let's take a 15-minute break. When we come back, we'll speak around advocacy and communication. But as you go for a break, reflect on these things and think about what is currently missing in your leadership and how are you applying these things, how are you going to apply these things to build your leadership, your transformational leadership journey better. Thank you so much. See you in 15 minutes. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you.