Dr. Bell: It is also important that we develop some BHAGs. I want to put this in context, because I am a fan of BHAGs for their use in some ways, but they can turn people off very quickly. Big, Hairy, Audacious Goals, I think they are a wonderful conversation piece. I think they can really help us bring a community together to talk about what we want to do as a community. And again, I will refer you to Jim Collin's books “Built to Last”, and “Good to Great” for a much stronger definition of BHAGs. We have used them here at the University with our foundation, and sort of with our strategy groups, but the idea behind working with BHAGs is you get a community together, you get a group of leaders together, and you say “let's forget who we were, except to have a little anchor upon that, but let's look out ten years, or 20 years. What's possible? What's big and hairy and audacious, and ugly, if you want to, what can we link together that we could become that's out of the box thinking, that's really weird, wild thinking?” That energizes people to get them going, and get them thinking well beyond if we just say “here is who we are today, who are we going to be next month, or next year?” Big, Hairy Audacious goals really help get people energized, but the problem is if they are too big and too hairy and too audacious, they also can turn people off, because they will see it as not possible an accomplishment. So, after you have done some BHAGs, again I am not trying to teach you the theory of BHAGs here today, I just wanted to say that's a business principle, that we use Big Hairy Audacious Goals and the book “Good to Great” especially. And again, it focuses on a good company becoming a great company; somebody that is already solid moving into excellence. That book really says those things play a major role. For many organizations I think they play a major role in creating conversations, and they help us develop specific short term goals that might help move us toward those BHAGs. So I think in addition to hairy and audacious things, it's really important that we get our groups into some specific short term activity as part of that process and not leave it at the BHAG level. If we leave it at the BHAG level, I think we demotivate most people that we are bringing into our organization. I think it's important for us to recognize, most of the folks we work with are a combination of paid employees, maybe in the Chamber, or city or county government, and a lot of volunteers. A lot of volunteers have limited times, and they tend to get frustrated if they can't get some specific things on the paper also. The other reason that I think these things are very important to us is one of the most important principles of change, one of the most important principles of involving people in an initiative, is that whatever you involve them in, there needs to be a short term success. There needs to be something where you achieve part of a mission quickly. Now when you think about getting children into t-ball, you know, when they hit the ball, there's applause. All they did was hit a ball, it doesn't matter where it went, or anything, but we applaud. The reason is we want to ensure some short term success. So, BHAGs alone don't provide short term successes. We have got to find specific things that we can accomplish and celebrate in our communities that go with it. In some cases, that may be a new development building, it may be a new industrial park, but in East Tennessee , they are going to celebrate the opening of a new innovation park in the next few weeks. There will be a tremendous celebration that was a short term project that spun off some really audacious things that they want to do over a long term. You know about that, so, short term successes, short term celebrations as part of that activity. So that's part of a sense of mission.