Karim Jazzar - Samer's Winner Circle - Full recording

Hello, we're testing, testing. Testing 1, 2, hello. Hello, hello. Perfect. I'm going to give you this one. And then we'll begin. Talking 1, 2. Morning, morning. Hello. Does it need to be closer? It's perfect. Do it. Do it. Do you need me to hide the papers maybe? No, no, no worries. Alright. I'm going to do a clap. And then we'll start. What's a clap? Just a clap. Perfect. Alright. Good afternoon listeners. I hope you're enjoying your weekend. I hope everyone is safe and well. Today marks a milestone. I bring you an inaugural episode of the Winner's Circle. So this is a place where we get up and close with real champions amongst us that are really making huge strides right now. So in this premiere, we're joined by a remarkable force in the realm of HR and business strategy. He's not just a long time friend, but a respected acquaintance, but also a beacon of success in the corporate world. Please welcome Kareem Jeza. So just to give you guys a little bit of background on Kareem, he's a seasoned HR executive with 15 years experience in learning and development, HR transformation, talent management, organizational development, and he serves as an HR director. So previously, Kareem's background, he's worked in the Levant region for well-known international companies like CMA, CGM Group, leading strategic HR initiatives across seven countries, and influencing global policies in areas of performance management, talent management, employee engagement, and so forth. So we've got a heavy lineup here today. And just to kind of continue here, from 2017 to 2021, Kareem was actually an L&D manager, and that's learning and development manager at CMA, CGM Group. And what he was doing there was essentially shaping the learning and development frameworks, overseeing the academy there for all the employees, and playing really a pivotal role when it comes to talent management and organizational development. And as an HR director there, you know, sorry. As deputy HR director of the holding company in Beirut, he was also responsible for several HR restructuring assignments there. So, you know, we're going to keep talking about more of his background during this podcast, but, you know, I'm going to present to you Kareem. He's also fluent in Arabic, English, and French. Today, we're going to be doing the episode in English, so just to give you guys a heads-up. And sit back, relax, and enjoy the podcast. So, Kareem, welcome to the Winner's Circle. How are you today? Thank you for having me, Samer. That makes me look really good, I must say. Happy to be here. Thanks for the invite. I'm really excited to do this podcast with you, and hopefully to add a bit of value and knowledge to some of your listeners. So, happy to be here. Thank you so much, really. I really appreciate it, Sanjay. And, yeah, so, you know, I think, like, for this conversation, a lot of our audience and what we discuss, too, is really just, again, sharing your story. You know, to me, we've known each other for a while. I was here, I moved here around four years ago, and, you know, I became part of the Baylor Digital District ecosystem, and that's kind of how we met. So, yeah, I guess let's start with just maybe, tell us what you have going on, tell us what you're working on. And we'd love to hear it. Sure, sure, yeah, Samir. I remember, you know, when we first met, we clicked quite directly. We had a lot in common. Back in the day, you were still setting up eFlow, which maybe we'll talk about a bit later. For me, I'm focusing on a lot of different things. In terms of career, things are going well. Getting to that 15-year-plus mark, which basically, within HR, is always a pivotal moment. And, for me, focusing on the job right now that I started a couple of months ago, it's really about, you know, taking everything I've learned throughout my career, in Beirut, in the Netherlands, working with, you know, multinationals, exposure to different nationalities and all of that, and really putting that all into play. So, to answer it simply, you know, my main focus right now is really understanding, you know, HR transformation and everything that that entails. You know, it's a very complex process within organizations. Today, HR is going through, it goes in cycles, right? You know, there are different versions of HR, depending on the context, depending on what's going on in the world, depending on priorities, depending on technological shifts. So, for me, it's really focusing on that part because, especially in the MENA region, when you look at what's going on, you know, in the UAE, in Saudi, I think there's a lot of investment and increased awareness about the importance of HR embedded within business strategy. So, that's my focus today. Absolutely. That's really amazing. And, you know, as far as, you know, when you look at corporate structure and companies, I mean, we're talking, I mean, this is a people business, right? I mean, we're talking relationships, we're talking HR transformation, and that, you know, we hear a lot of words like that, digital transformation, HR transformation. It's a lot of buzzwords, right? Exactly, exactly. But if you could maybe, like, take that up to just 30,000 levels, you know, and tell me, like, what is that? What's an example of a, maybe, HR transformation at first? Like, what's something that maybe you've actually been part of, like, how contagious is it? You know, the first part is always creating a shared understanding of what HR is. You know, if you look at what goes on in the world today, everyone says, you know, companies grow. They have challenges. The challenges, the growth impacts, you know, infrastructure, processes. It impacts strategy, and it impacts people, right? So, you need to break it down in a way that it makes sense. It's not a one-size-fits-all type of model that you can go into a company and say, hey, we're going to do an HR transformation, it's going to happen in three months. You'd be shooting yourself in the foot, right? So, when you unpack the whole thing, it's about careful planning. It's about creating a framework that makes sense for the organization. And it's about articulating with your stakeholders, your board, your executive committee, your management committee, whoever, in aligning on a future state. HR today is at the top in terms of priorities across the board, across geographies. You may be in tech, in retail, in construction, in shipping. So, today, it's the ability to engage with the top management to create that three- to five-year vision. And there are ways today, you know, if you're an HR professional or an L&D professional, a lot of levers or a lot of functional pillars are there. You look at case studies, you look at best practice, you look at what the consultants say. I'll have a word on consultants later on during the podcast. But the ingredients are there. You win if you are able to connect all of the dots in an engaging way and where you highlight, you showcase the value that it can bring to an organization and you need to have the team to do it. You cannot make miracles if you don't have the right mindset, the right attitude, the right team. The key here is to clarify, to distill that vision of what HR is supposed to do, how it's going to get the company to where it wants to get, by impacting people, processes, look at your operational requirements and be there to build the strategic priorities and to help the company achieve its future goals. So, that's, you know, the way I approach it in the past and still today, obviously. Very interesting, very interesting. And, you know, for me, you mentioned a good point. It's like, it's not so much just building a good work environment. Obviously, it's a big part of a happy workplace. We have the big table, we have that. I mean, it's a much bigger, much bigger initiative and feed, really, at this point. So, yeah, I mean, I think, too, and not even just in the corporate sense, right? We have these large established Fortune 500 companies, Fortune 1000, international companies that are based in Saudi, one in the MENA, that are dealing with things like culture and things like that, right? So, with employees. But, no, I think it's very interesting. But, you know, Karim, tell me, maybe, is there a specific, like, trend that you're seeing now in HR that we're in 2024 now. I mean, you've been in this industry now for quite some times, over 15 years. You've worked with different companies. You know, what are you seeing? I mean, are you seeing a positive? Do you see something, like, really good happening? I mean, do you see a lot of companies that are going down in the fact of, like, you know, pushing these initiatives? I mean, we see a lot of people leaving companies. Do you see these stories of, you know, these shutdowns? I mean, the way people are being treated, let's say, in KSA. So, I'd love to get your insight. Yeah, I mean, there's a lot to unpack here, Samer. I mean, you touched upon culture, employee engagement, you know, employee experience. You know, these are, for a lot of companies or a lot of executives, these are either initiatives, you mentioned the ping-pong table, or the couches, or whatever. But if you want it to be meaningful at the end of the day, you need to position it as an outcome, as an outcome of a lot of things you need to do internally as an organization. So, that's the first, you know, key takeaway. Employee engagement is not just a survey. It's a mindset you need to instill. But you need to take into account the generational shifts. I mean, our generation functions in a significantly different manner than one or two generations prior to us. The notion of career today has shifted fundamentally. You know, it was common for people to stay 20, 30, 40 years in the same company and do it proudly. And, you know, I'm not criticizing that. But today, you know, our generation, millennials, the Gen Z's, all of that coming into the workplace expects something very different. You know, they want to work. They want to make friends. They want to have a social life in the workplace. They want a promotion every six months. They want a raise every day. So, you are dealing with a very different, you know, workforce. There are some similarities across cultures, across geographies. You mentioned KSA or the MENA, or even here in Lebanon. There is a shared, let's say, will for these generations to move fast. The older generations look at it and say, hey, they're not patient. You know, they want this to fast. You know, it needs timing. And there is some truth to that at the end of the day. But you look at a lot of the reports. I should send you one of the very interesting findings. I think it was a report by McKinsey about what motivates different generations within an organization. And you see the differences there. But one thing is for sure, anyone who wants to build strategic HR capabilities focuses today on talent management. Talent management today is the make or break. Regardless of the industry, hiring good people today is much more challenging than it was a few years ago. Absolutely. Absolutely. That's really great. And you know, Kareem, going off that token, we talk about people and the direction that you went in your career. I mean, you've obviously lived mostly in this general region for quite some time. You know the area. You're from Lebanon. You're Lebanese. I guess when we graduate university, and maybe our listeners out there are trying to choose a career path, and maybe follow in HR. I have a friend, she's very dedicated about that. There's a lot of credentials you can get in HR. There's a lot of different courses you can take. I guess what was the thing that triggered you? Was it something that you fell into? Versus something maybe you were maybe pushed, I guess you were lured to. Was that something that attracted you? So, you know, that's what I'm interested about. There's no straight line in a career, right? No. I would say there isn't a line at all. I mean, for me, it was a series of happy accidents, as I call them. Personally, I would have never thought I'd be working in HR, to be very honest with you. I think, you know, my background is in economics. I have a master's in management. I think if I had to give, you know, advice to people graduating, it's always a crucial period when you're graduating and, what the hell am I going to do with my life? Where do I go? So either you have a family support system where your father or your brother or your siblings did a certain career, you tend to follow in their steps because, you know, they've been there, they've done that, they know the highs and the lows. But the first job is rarely one that you're going to say, okay, this is my career for the rest of my life. Now, what's important, I want to add a bit of nuance here. It's about finding what works for you. Now, what worked for me when I graduated, I worked in higher education, specifically executive education, and I found out that, yeah, I found out that, for me, a main motivator is helping people. So, during my 10 years in higher education, you know, I had maybe close to a thousand executives coming in, programs I ran, MBAs, executive masters, investing in themselves, right? And career. So, just to understand, you had studied at this university and then you became part of Yeah, yeah. You know, when it happened, I think I was interviewing for banking, you know, I'm not very good at writing Arabic, so I had a very, I went to, I remember, it was JBL, I went to, you know, they had that admissions test, it was all in Arabic. Yeah, but I don't read or write Arabic. I do, but maybe like an eight-year-old, you know, so that, after the cold sweats and the crying that evening and, you know, getting myself saying it's okay, I went shopping, you know, internships, whatever I could find, and, you know, the call came, they said, hey, we're looking for a program manager, would you be interested? I didn't really have any other options, I said yes. And then I went into that, you know, industry, which is a very three-six industry in terms of the skills you develop, you know, the main skill I developed early on is communication. And maybe we'll touch upon how important that skill is for, let's say, for the younger listeners who are listening to the podcast. But at the end of the day, it's finding what you do best and what you like. And what I do best and what I like is being in a position where I can help people reach their potential. In education, people come, they invest in themselves, they do an MBA, an executive master's, and you are the manager or the director of their program, so you're part of their learning journey. And it's really rewarding when they graduate, they give you a call or send you an email, hey, I got this promotion, I moved to London, I moved to Singapore, I got this great gig, it's all thanks to the program, thank you. Because you develop listening skills, you develop mentorship, you develop coaching, and that for me has been a very valuable thing during the first phase of my career. So, it was an accident, but somehow it worked for me in my personality type, in the way I like to approach things, in the way I like to approach life. And in essence, it was a natural transition then to go towards learning and development and HR, because in essence, what is HR? Okay, today they brand it as human capital. Great, but the essence is the same. You need to make sure that the people you have in your organization are equipped in terms of technical skills, soft skills, attitudes, behaviors, to do the best job that they can do to help the company perform at its best level. Exactly, exactly. And that's a really interesting thing, because unfortunately, a lot of people, they don't find that why in their career. It sounds like they kind of figured out, like, hey, I like helping people, I like doing this. You know, you try it, and then it's worked out for you. So, I mean, that's really great. And, you know, I think too, I mean, obviously we all come from different backgrounds. We have, you know, different status in society, whether it's having privilege, or whatever that may be, or even just having someone that's maybe a mentor in your life, or someone that's a positive force that maybe kind of has been your guiding force. Do you have someone like that? I mean, I'm just curious to know, because for me, it was my dad, right? So, he always was pushing me, you know, how loving his dads are, study, study, study, and things. So, for me, I mean, even in your career, you know, was there someone that maybe was pivotal? Maybe it could be a family member. No, obviously, there are many people that influence and shape who you are personally and professionally. Obviously, the parents play the most important role in that. You know, my dad taught me about humility, about staying humble, about working hard. I'm the youngest of four, so I have three older siblings, one brother, two sisters. You know, you get some insight from them as well, how they did it, how they succeeded, where they failed. You learn from that. Family is an extremely important system to have in your life, and I know that maybe not everyone has, let's say, a strong family or social support system to help them through, let's say, their life, maybe personally or in terms of career. Obviously, when you look at the career, you know, my wife plays a very important role in that. You know, she's always been there to push me. Behind the scenes, I mean, she said yes to moving to Rotterdam in January, and she doesn't like the cold, you know. So, it's important to have that support system in your life, because without that, you don't get very far. You can't do it on your own, definitely. From a career perspective, I was also fortunate to have key mentors at every stage of my career. You know, when I started at IZA, you know, Stéphane Attali, you know, he was a big influence for me. When I moved to Rotterdam, you know, I had Jaap Sprank, who was also a very good influence. And further on, I've always looked at senior people or executives within the companies I went for and tried to learn from them as much as I could. And certain companies, you know, have what we call formal mentorship programs, right? And that is, for me, so important. They match you. You learn because a lot of the skills you need to master when you go at executive level has nothing to do with your technical capabilities. It's about how you influence people. It's about how you communicate. It's about how you get the buy-in. And by looking at these people at those types of levels and learning from them and staying close to them and working on projects with them, that is a very, very good way to approach your own personal and leadership development, right? Absolutely. And even myself, this is early in my career, you know, I think, and a lot of people we start out, maybe we don't have that company structure where we have an executive that's, you know, willing to give his time and things like that. So, you know, in my case, for example, for me, you know, I had to kind of like forcibly or kind of be proactive in that measure, right? So, I mean, obviously, having these programs is great, but sometimes, too, maybe even the listeners, I think, too, it's important to like really like, and maybe you can share on that. Like, is it, were you sending, like, emails to these folks? Like, how, like, what was the strategy? I'm just curious before we move on, like, what are some things you can do? Yeah, I would show up in the middle of the night. I'm kidding. Obviously, no, I would wait for them. I mean, it's a mix of two things. It's a mix of, it's about the attitude, right? So, if you like what you're doing, and I understand it's not a given that everyone finds, you know, what they're good at early on or what they need to develop. It's about being there. A lot of people say, don't say yes all the time. You need to learn how to say no. But in certain parts of the careers, saying yes systematically puts you out of your comfort zone. I mean, I've been in positions where I say yes, I'll take that on, and I had no clue how to do it. Obviously, that's what YouTube is for, and Google, and all of those things. Today, we have ChatGPT. But your mindset needs to constantly push you in a proactive way to go out of your comfort zone. The comfort zone is where you go to die, right? Yeah. So, your ability to go and figure things out on your own will automatically force you to build your network within a startup, within an NGO, within a corporate, or whatever it is. So, it's a blend between taking the jump, engaging with who you believe could potentially be mentorship figures for you, whichever the environment, and try to figure it out. Understood. That's really amazing. I think that's a perfect segue kind of into our next point, which is these strategies for success, right? We talk about this winner's circle, right? We can define winning in so many different ways, right? Winning in your personal life, winning in business, winning in your client. I mean, there's so many things, right? I'd like to kind of jump in and we talk about, I recently read a book called The Compound Effect with Darren Hardy. Amazing book. If you guys ever get a chance to read it, go check it out. But it talks about these little micro decisions that we make kind of throughout the day, right? Or maybe it's these little habits or acts that we do. And obviously, you know, we don't have someone there anymore to kind of hold us accountable. So, you know, we talk about improving ourselves. We're in the new year now. How did you get this far? I mean, Karim, you've gone through a lot, you've faced a lot of challenges here, but what are some things that you do as Karim to get started for the day? Or what are some things you could share with us that just help you win? The most complex thing to do is to keep things simple. You know, people tend to overcomplicate things. Goals, things like that. I'm a firm believer of visualization. Visualize where you want to go and then kind of reverse engineer how to get there. I have a standard set of routine stuff that I do. I like to do my to-do lists, you know, on a Sunday morning, prepare for the week. Being prepared actually helps manage the stress because you know you're on top of things. And I don't do my to-do lists on an app or on a fancy thing. I do it on paper, pen and paper. So for me, it also has an impact when I'm actually writing and feeling the paper. Psychologically, it helps me feel in control of things. That works for me. Then in terms of what I do, I don't do anything special. I'm not one of those TikTok guys where I do a 4am ice bath and then I meditate for 12 minutes. That doesn't work for me. It may work for other people and I respect that, but for me, it's getting up. They say, don't look at your phone. The first thing I do is look at my phone, check my emails, have a coffee, crawl out of bed. I don't do any stretching or workouts in the morning, but it's about finding a moment before you get into the week because when you go into your week, your working week, things will go out of control. You will lose your schedule if you are not on top of things. So for me, it's about creating a framework in my mind and I don't go into the little details. I don't write the tasks I need to do. I write what I need to achieve at this week or this month and you visualize what that's going to look like and that helps me find the balance in my mind. Because stress, at the end of the day, 80% is for stuff that probably are not going to happen. You learn that in mindfulness. I don't know if you had the opportunity. So a lot of the things you're worrying about are not going to happen or haven't happened yet. So being able to control, let's say that inner voice and keeping things simple, not over-complicating things and obviously not being too hard on yourself as well, right? You need to make sure that there's so much you can control and you need to find an ability to be okay with the things you can't control at the end of the day, be it personally or professionally or in your career where there's a big meeting you need to work on or whatever it is. So it's a lot of different things and the last point for me, I do things that are very different. I don't read about HR. I don't read a lot of books. I have a few books I've been reading recently, but I play music. I like to play video games. I like to read science fiction. Get your mind off of work because that's where the big ideas come from. When you're not actively focusing and concentrating on topics that are related to your work and go a bit to arts and culture and music, that's where inspiration comes from as well. You brought up a good point too when you talk about this planning thing that you do, especially before the week or before this new project, whatever that may be. It's kind of like the same as I'm planning for a big game or a big match. We're studying the other team. We're doing our kind of like our overuse. We wouldn't go into a match without being prepared. That's the way I think about that. It's not like you're almost doing the same thing. It's like you almost have to let fade. You've done everything on your side to prepare and that's all you can do. You just kind of have to take that leap and whatever happens, happens. People are going to go after you. You have people you get along with. You just always need to keep a cool head at the end of the day. Cool head for real. That's the name of our band. No way. It would be a cool name. I would. I would come to the show. Amazing. Again, I think too, when we talk about work-life balance too, you mentioned some points on that. We're all stressed out. We have a lot of things going on not only here in Lebanon, across the world with everything that's going on. Other than this kind of generic everybody's doing exercise and things like that, what do you deal with when you're in really stressful situations? Whether it's your client, maybe he was back at TMA's GM, or maybe your current position. How do you not react? How do you take over a meeting? I think a lot of, maybe even our listeners, we get so much crap thrown at us and on the plate. We don't know how to react. For us, that's where the real champions and the winners rise. They get in these situations and they can be counting on and they can go for it. I'd like to know some insight on that. What do you do when you're just surrounded and you're out? I want to know. That's what I really want to know. Tell me. I'll be telling all my secrets. I'm happy to do it. I think the word is not the right word to react. I'm rather, I respond. Your ability to count to 10 in your mind, that comes with experience as well. Because if you are, as you say, the knives are out, there's a stressful meeting, you got a nasty email, someone calls you shouting, not very happy. You need to just step out of the situation for a bit in your mind. I'm not saying that I've been cool and calm for the past 15 years. There are moments where you lose control. But when you do lose control, it's going back to that incident or whatever, because it stays in your mind. For a couple of days, for a week, you're thinking about it, I should have done this, I should have done that, or whatever. It's about training yourself in terms of, if this happens, proactively know how am I going to respond. It's not manipulation, it's not politics or whatever it is, but as we were just saying, your ability to keep a cool head under pressure is a make or break at the end of the day. You can just smile, say, okay, point taken, whatever, all right, let's try to move on, let's take this offline, let's circle back on it. I'm using all the buzzwords I know, by the way. Circle back to it or whatever it is. But, with time, you will learn that a lot of these tension in organizations with people, very little of it is actually personal. And we tend to confuse our personal identity with our professional identity. So, if you are able to dispatch, detach that, one from the other, that is a very crucial element that people need to know. So when I go to work, I'm not the Karim that my family knows, or my wife knows, whatever. I go, I have the role. You know, it's not about being a hypocrite or wearing a mask, but there are certain roles, there are certain expectations, there are certain behaviors expected from you, and you need to play that role in the best possible way. Especially in HR, I mean, HR is the last function that needs to take decisions based on emotion. You are the one who holds the people together, holds the people together. You need to be a force of calm, and be the example. So it adds that extra stress, because obviously there are some times you do want to kind of give it your all and say exactly what you mean and what you want to say. But that comes with time, it comes with practice, it comes with experience. You know, it's about when in 15 years you see a lot, in 30 years you see a lot, even more, at the end of the day. So it's about, you know, unpacking all of those, you know, moments in your career, and next time it happens, because it will happen consistently in your career, to learn from the way you managed it before. And that comes from self-reflection, it comes from introspection, it comes from thinking about it. But at the same time, you don't want it to be there all the time. You don't want to be operating with all of that baggage in your mind, in terms of oh, I should have done this, or I should have done that. So to cut a long story short, it's about not reacting, it's about responding, it's about taking a moment, making, because sometimes you can misunderstand, you know, when you're dealing with different cultures, different nationalities, they may say something that may seem offensive to, let's say, Lebanese culture or French culture or whatever, but the intent was not there. So I'm reading a lot about this, actually, there's a great book called The Culture Map, I don't know if you've read it, Erin Myers, she's an INSEAD professor, she's traveled the world, and she wrote about culture, China, South America, how they give feedback, how they do performance appraisals, their perception to time, you know, relationship to deadlines. It's a fascinating read because it's about, you know, if you are exposed to multicultural environments, it's a great toolbox that you can learn, very practical. In Japan, for instance, they have a saying in terms of you have to read the room, you know, so when Americans deal with Japanese, you know, it's very, the dynamics are fundamentally different in the way they conduct a meeting, in the way they approach a conflict, in the way they think about problem solving and respect. Eye contact, so all of those things, it's good to expose yourself to this very, very big world of diverse practices, behaviors, concepts, standards, and in the HR, it's a fascinating topic. Even if you're in Lebanon or working with a Lebanese company, you know, Lebanon in itself is very diverse, right? You know, there's a lot of regions, a lot of culture, and all of that, so it's about, you know, curiosity as well. ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...