Posts Tagged ‘culture’

Team members sharing a lighthearted moment in a festive setting, surrounded by decorated Christmas trees and a snowy window backdrop, symbolizing trust, collaboration, and a strong company culture during the holiday season.

Designing And Building Culture: Reflections On Trust, Purpose, And Performance

As we approach the holiday season and the close of another year, I’ve been reflecting deeply on the concept of organizational culture—what it means, how it shapes our businesses, and how we can all work to improve it. Culture is more than just a buzzword; it’s the lifeblood of an organization, influencing our interactions, decisions, and outcomes. I’d like to share some insights we’ve gained at Alliant National and offer practical thoughts. I hope you find them useful as you think about your culture-building efforts.

Understanding Cultural Paradigms

Organizational culture can be viewed through various lenses. Some companies focus on performance, where results and individual achievement drive culture. Others adopt a purpose-driven culture, aligning actions with a higher mission or set of values. At Alliant National, we’ve found our greatest strength in fostering a culture of trust. But it’s important to note that no single cultural paradigm is inherently better than any other. The key is to identify which approach aligns most closely with your organization’s values and mission.

In the title insurance industry, relationships are at the heart of everything we do, and that’s why we ultimately decided to build our culture on the foundation of trust. Behind every transaction is a person or family entrusting us with their dreams and future. Trust is the cornerstone of these relationships, enabling us to be part of critical moments in people’s lives. Without trust, we’re merely facilitating transactions; with it, we’re partnering in something much more significant—helping people pursue the American Dream of economic prosperity.

The 3Cs: Our Foundation for Trust

To cultivate this trust, we’ve centered our culture around three key principles we call the 3Cs:

  1. Care for Others: Genuine care involves truly listening and understanding the needs of those we serve—our agents, partners, and colleagues. It’s about making meaningful connections and offering assistance that can have a positive impact on someone’s life.
  2. Competency in Our Work: We believe in continuous improvement. By staying informed, honing our skills, and striving for excellence, we ensure that we’re equipped to meet the needs of our clients and each other effectively.
  3. Commitment: This is about reliability and follow-through. Doing what we say we will do, meeting our obligations, and being dependable in every situation reinforces the trust others place in us.

These principles aren’t just corporate ideals. We try to live them as daily practices that guide us through our interactions with our agents and fellow team members.

Intentional Culture Building

Good culture doesn’t happen by accident. It takes intention, reflection, and a willingness to change. A few years ago, we took an important step by developing a booklet describing our company culture. It’s essentially a collective expression of what makes Alliant National special on our best days. It includes our Purpose, Mission, Vision, Core Value, and Guiding Principles. Simply stated, the “Alliant National Way” is: caring about people by providing uncommonly valuable help that delivers a positive impact. This articulation of our shared beliefs has provided a compass for our actions.

If you haven’t had the opportunity to define what’s most important about your culture, we’ve found that the exercise can be incredibly valuable. For us, it wasn’t about creating something new, but rather about uncovering and articulating what was already true about our organization. We found that the project gave us a rare opportunity to talk to our team, reflect on shared experiences, and capture our unique narrative.

Beyond defining culture, it’s important to take steps to live it more deeply and consistently. To support this, we established an Employee Engagement Team to ensure that culture remains an ongoing focus. This group serves as a conduit for feedback and ideas, helping culture rise from every level of the organization.

Other important initiatives included creating a set of Management Rules of the Road, which outlines what employees can expect from their managers. Additionally, our culture has been strengthened through regular Outward Mindset seminars from the Arbinger Institute. The goal of these sessions is to help team members understand that other people’s needs matter just as much as their own. They encourage collaboration, break down silos, and remind us to work together.

Steps to Building a Great Culture

Every company, regardless of size or industry, stands to benefit from a strong, intentional culture. Based on our experience, here are a few steps that we hope may be helpful in your own cultural journey:

  1. Define Your Core Values: What principles are non-negotiable for your organization? Whether it’s trust, innovation, customer focus, or something else entirely, clarity here sets the foundation. A key aspect in defining your values is also in prioritizing them. It’s easy to say loyalty, honesty, and integrity are the values of the company. What happens when these values are in conflict?
  2. Engage Your Team: Culture is a collective endeavor. Regularly involve team members at all levels in discussions about values and practices. Their insights can be surprising and powerful.
  3. Be Intentional: Develop initiatives, programs, and traditions that reinforce your values. Solicit feedback from employees to ensure alignment and celebrate your cultural successes regularly. Values are most reflected in an organization based on who gets promoted or rewarded.
  4. Measure and Reflect: Utilize tools like surveys, focus groups, or external certifications to assess your cultural health. Benchmarks provide valuable insights into where you’re succeeding and where there’s room to grow. For example, at Alliant National, we’ve participated in the Great Place to Work certification process for over eight years, and in 2024, we were recognized by Fortune Magazine as one of the Best Small Workplaces and one of the Best Places to Work in Real Estate.
  5. Embrace Continuous Improvement: Culture isn’t static. Be open to change and ready to adapt as your organization grows and the environment evolves.

Recognition and Celebration

One great way to promote culture is to share stories of success. At Alliant National, we’ve found tremendous value in communicating and celebrating our cultural achievements during Alliant National Live!, our bi-monthly all-hands call. My favorite part of the call is a feature we recently added — the Winner’s Circle. It’s an opportunity for employees to nominate colleagues who exemplify what it means to work the “Alliant National Way.” Most importantly, this peer-nominated recognition is to identify someone who demonstrates one of more of the 3Cs. A nomination takes time and effort, so these nominations reflect the genuine appreciation and respect colleagues have for one another’s contributions. These stories and celebrations help our team feel more connected and aligned with the company’s values.

Looking Ahead and Staying Committed

As we approach 2025 and our 20th anniversary, I couldn’t be more excited about the future of Alliant National. Our imminent partnership with Dream Finders Homes marks an exciting new chapter, creating new opportunities to grow and better serve our agents. Additionally, we are eager to continue innovating with tools like our anti-fraud solution, SecureMyTransaction, which reinforces trust and security in real estate transactions.

As I look ahead, I’m reminded that our success is built on our cultural foundations that enable us to provide value to our agents. While there’s much to be proud of, no culture is ever “finished.” It requires continuous care and attention to ensure alignment with our mission and goals.

Whatever cultural foundation you choose—whether trust, purpose, performance, or a blend—it’s important to invest in it intentionally. At Alliant National, we’ve found that fostering a culture of trust has brought great benefits to our team, agents, and partners.

Thank you for being a part of our journey. Here’s wishing you a happy holiday season and a wonderful New Year!

Inclusion graphic; Cut out paper people holding hands in front of fall holiday background.

Fostering Inclusivity During the Holidays and Year Round

Creating an inclusive workplace is a complex task. After all, people are anything but simple. None of us have merely one “self.” Every person is a mixture of intersecting identities that influence how people see us and, conversely, how we see them.

How, then, can a business foster an inclusive workplace, particularly around the holidays? As Stacy Stolen, HR Manager at Alliant National, explains, it requires being mindful of how our biases shape our perceptions while working toward a culture where everyone can be recognized and respected. I spoke with Stolen on the complexities of this work, what Alliant National is doing to promote inclusivity, and takeaways for agencies looking to build inclusive workplaces during the holidays and year-round.

Inclusivity begins with empathy

When asked how she defines inclusivity, Stolen said, “Simply put, inclusion and being inclusive is to have empathy,” adding that, “at a company-level, it takes developing a shared understanding that we all have our own unique experiences that occur within a society filled with inequalities.”  

Once this understanding is established, productive work can begin. “We can then start to relate and learn from others. ​This is important because empathy allows us to humanize one another and feel responsible for everyone’s safety and well-being. We can positively influence our surroundings and ensure everyone feels seen, validated, and heard – even if we don’t directly relate to everyone else’s experience,” Stolen said.

Easier said than done

What makes this easier said than done, however, are social constructs and the unconscious biases they produce. Identity composes a wide range of attributes – from race, sexuality and ethnicity to education level, family of origin and belief structures. Some of these identities, said Stolen, carry more power in the world than others. Depending on how someone identifies, they may find themselves unjustly stereotyped by the dominant power structures of society.  

Building an inclusive workplace, then, necessitates building a culture where people can feel safe and supported enough to interrogate their biases and push back on the inclination to stereotype. A first step involves simply accepting that such biases exist and that typically we have little opportunity to reconsider our ingrained beliefs. As Stolen explained, “Quite often, we interact with folks who look, feel, act like us, or have identities roughly like ours. Therefore, we can’t do anything aside from perpetuate these stereotypical beliefs about folks in other social groups. That’s because we aren’t being exposed to anything different to dismantle these inaccurate ideas. We need to break this cycle and cultivate mindfulness to expand our idea of what collective community looks like.”

It also involves seeing this work as more of a journey rather than a destination. “This work requires consistent and intentional engagement with yourself and others that you interact with daily,” said Stolen. “Just like anything else you aspire to change in yourself or in your environment, you must commit that same time and effort in showing up as an ally and advocating for necessary change.”

Taking action

So, what does this look like in practice? Stolen noted that Alliant National’s commitment to building an inclusive workplace involves investing in culture awareness training and dialogue. For example, in 2024, the company launched an internal committee dedicated to ensuring that its priorities are considered through an inclusive lens.

Stolen described how these efforts are not viewed as one-offs by the company. Instead, they are part of a continuous, holistic and ever-evolving move toward a more inclusive culture. This is an important feature of Alliant National’s larger goal of being a workplace where every employee feels comfortable bringing their authentic self to work and can:

  • Remain present even when uncomfortable;
  • Accept that we are all part of the problem and must work to change society for the better;
  • Learn how to empathize with others’ experiences that are different from their own;
  • Make mistakes while striving for a better tomorrow;
  • Educate themselves and those around them; and
  • Not expect those with the least power in society to do the brunt of the work.

How to promote inclusivity during the holidays and everyday

Holiday periods are a perfect opportunity to promote an inclusive culture, Stolen noted. For many, holidays are informed by cultural identity. It is important to be mindful around language and emphasize respect for all regardless of individual beliefs. “Just because you don’t celebrate certain holidays doesn’t mean that you are exempt from being aware and educated on holidays and religious practices that others celebrate,” Stolen observed.

Of course, there are many other ways to build inclusivity year-round, including:   

  • Researching histories of marginalized groups and investing in cultural awareness development.
  • Developing ally programs/affinity groups and creating places for folks to find community and to encourage dialogue around challenging topics.
  • Hosting “Lunch and Learns” that expand cultural humility and awareness. Alliant National, for example, recently hosted one titled, “Challenging Stereotypes and Microaggressions.”
  • Surveying your workplace to better understand understand your company’s culture better and find opportunities for improvement.

There is no time like today

Building an inclusive culture takes work; there is no doubt about it. But as the holiday season continues, there is no better time to begin nurturing greater respect, empathy and belonging in the workplace. Stolen noted that when companies commit time and resources to encouraging inclusivity, great things can happen.

“Workplaces that commit to inclusivity become more instrumental to their employees, customers and communities.”

A man in a business suit sits on a grassy lawn, enjoying the sun with his eyes closed and a relaxed expression. He is barefoot, with his shoes placed beside him, along with a briefcase, notebook, and coffee cup.

Celebrate National Wellness Month this August

Wellness includes mental, psychological and physical health; don’t dismiss it!

Employee wellness is at a crossroads in 2024. Despite increased attention from employers, mental and emotional health challenges remain distressingly common in the workplace. In a recent ADP survey, nearly half of employees said their work has suffered due to poor mental health. Additionally, the number one cited workspace challenge was burnout.[i] These results should serve as a wakeup call for businesses, especially when you consider the consequences.

Many business leaders know turnover is a huge driver of costs, with some estimates saying that replacing a worker can cost “half to four times the employee’s annual salary.”[ii] That means if you’re “hiring for a job that pays $60,000, you could be spending upwards of $180,000 to fill that role.”[iii]

Given these costs, investing in employee wellness is not just beneficial — it’s essential. To mark National Wellness Month this August, we spoke with Alliant National HR Director Stacy Stolen about the significance of wellness and how agencies can better address this crucial need.

The multifaceted nature of wellness

Most people would agree that workplace wellness matters. However, if you asked folks about what exactly goes into wellness, you’d probably get a range of answers. That’s because wellness isn’t one thing but the “culmination of one’s mental, psychological AND physical health,” said Stolen. “Achieving wellness is a uniquely individual experience,” she continued. “It’s based on one’s lifestyle, identities, cultural understanding and commitment level to change.” Businesses must embrace this idea and approach wellness with something more than a one-size-fits-all approach.

The relationship between wellness and inclusion

Naturally, this means wellness connects with inclusion, a topic previously explored on this blog. Inclusion initiatives, said Stolen, “help employees feel safe bringing more of themselves to work.” This approach is different from what has often been done historically, which required employees to downplay “parts of themselves for purposes of assimilation.” When companies show that they genuinely value every team member’s knowledge, skills, input and life experience, they help foster an inclusive culture which, in turn, promotes employee wellness. This doesn’t happen automatically, said Stolen. It requires “a trusting relationship between employer and employee” born out of a company making “intentional and informed choices that allow [employes] to fully show up and contribute their maximum potential.”

Connecting the individual to the collective

How does a business make space for everyone’s individual needs while still focusing on its collective identity and goals? For Stolen, it is a symbiotic relationship. “By working collaboratively with each other through the process of learning and unlearning,” she said, “we can ensure the success of the individual AND the collective.”

Much of this can be accomplished by simply reframing the golden rule of “treating others as you want to be treated,” to treating “others as they want to be treated.” By doing so, employees stop seeing everything solely through the lens of personal experiences. Over time, a culture emerges where employees genuinely want to recognize the experiences of others. That’s because they will feel confident that their own experiences and abilities will also be respected and embraced.

Wellness in action at Alliant National

There are numerous ways that organizations can cultivate wellness in the workplace. Here are of some of tools and resources Alliant National has created to contribute to the wellness of staff and external agents:

  • A standing activity at all-company calls,which is designed to give executive leadership a moment to address staff concerns and increase transparency.
  • An “Employee Resource Group,” which champions “Caring” across all levels and functions of the organization.
  • A paid volunteer day for all employees.
  • An “employee engagement team” whose purpose is to create an environment where employees feel engaged, rewarded and personally committed.
  • All-staff wellness challenges, such as a recent “Fitness Challenge.”
  • “Mental Health Awareness” month activities, wheremanagers focus on encouraging work/life balance, sharing mental health resources and making space for employees to find support.
  • CEO email check-ins on employee stress levels.
  • The Alliant National Employee Assistance Program (EAP), which delivers free, professional and confidential support and guidance to employees and their families in the following areas:
    • Family
    • Work
    • Money
    • Legal services
    • Identity theft recovery
    • Health
    • Everyday life concerns
  • Company-wide, HR-led meetings that are specifically geared toward addressing wellness.

The lasting importance of wellness

When asked for her final thoughts on wellness, Stolen was unequivocal: “The work we do is already stressful, right? We don’t need to add additional layers and barriers to entry. Instead, we want to open doors and drive innovation. We must rethink what we’ve been taught about others and center employee wellness as a foundational pillar to company success.”

Ensuring that all employees feel their experiences and capabilities are valued can go a long way toward building this type of wellness and helping businesses thrive. Incorporating strategies and resources such as those listed earlier can be similarly effective.  

Stolen reinforced these ideas, noting that when companies take these steps, everyone benefits. “Toxic workplaces obviously can damage one’s mental state, whereas an inclusive and safe environment can motivate people,” she said. “Companies should want to address these issues because it’s the right thing to do and because it’s a business necessity. If you don’t ensure employee wellbeing, it can have negative impacts on your team and lead to poor business outcomes.”


[i] People at Work 2023: A Global Workforce View – ADP Research Institute (ADPRI)

[ii] The Real Costs Of Employee Turnover In 2024 (applauz.me)

[iii] Ibid

Hand squeezing smiling face yellow stress ball, isolated on white background

Take Action During April’s Stress Awareness Month

Reduce stress for a happier and healthier workplace.

April is “Stress Awareness Month,” making it the perfect moment to explore how stress affects both individuals and organizations. While stress is a normal process, it can take a toll when left unchecked. Alliant National HR Director Stacy Stolen discusses the consequences of runaway stress and shares strategies for creating healthier workplaces.

Stress 101

Everyone experiences stress, but have you ever wondered what exactly it is? Stolen says that while stress typically carries negative connotations, on a basic level, it is simply the body’s response to a demand. Any change in a person’s day-to-day life can be stressful.

Here are a few more important things to know about stress:

  • Stress affects everyone.
  • Not all stress is bad.
  • Long-term stress can harm your health.
  • There are ways to manage stress.
  • If you feel overwhelmed by stress, it’s important to reach out to a health professional.

Where does stress often show up?

Stress can be anywhere, but it frequently pops up in workplaces, where it can do sizable harm. “Workplace stress has adverse effects on workers’ mental health, with an increased risk of anxiety, burnout, depression and substance use disorders,” Stolen said. “Stressed workers are more likely to engage in unhealthy behaviors, such as drug abuse or poor dietary patterns.”

The negative consequences of stress affect businesses as well. “It decreases employee productivity,” said Stolen. “Interactions with co-workers may also become strained, causing conflict, complaints and grievances; health concerns; and higher absenteeism.”

Reducing stress begins with awareness

Given how serious stress can be, it must be elevated as a topic of concern for businesses. Employees must also feel comfortable talking about their stress levels and seeking help when stress becomes unmanageable. According to Stolen, recent years have brought increased cultural awareness of the consequences of stress – which is a welcome change. “It has become more acceptable to ‘talk’ about stress,” said Stolen. Yet there is still more work to do. “Companies are still struggling to manage workplace stress,” said Stolen, “and perks like onsite gyms and nap rooms are not the answer to our problem. We must go deeper.”

How can workplaces better address stress?

Addressing the root causes of stress meansdigging into the psyches of stressed-out employees. “If your employees perceive your workplace as a threat, then you cannot build the trust your team needs to collaborate and innovate effectively,” Stolen said. “Employers need to shift from individual-level to organization-level approaches for reducing stress, which can foster employee well-being while simultaneously improving business performance.”

How does Alliant National reduce stress?

Alliant National has developed a plan to reduce workplace stress. Part of this includes the Alliant National Employee Engagement Team (EET), which helps employees “feel engaged, fairly compensated, rewarded, and personally committed to and inspired by their work.”

The underwriter also tries to let all employees know that it is not only acceptable to take time off to rest and recharge – but encouraged. Additionally, Stolen is working on a mental health “challenge,” where she reaches out to managers to determine if their direct reports have large PTO balances. The intention is to determine whether team members are using the time that they have earned, and if not, to understand why.

Alliant National also runs several internal challenges driven by its EET. These focus on stress reduction, fitness and kindness, and mix in other fun challenges such as. Examples include a baby pics challenge, trivia games; and virtual holiday celebrations.

Stolen notes that many of Alliant National’s initiatives revolve around encouraging laughter throughout the day. Now, humor can’t cure all ailments, but data has proven that a good laugh can have short- and long-term benefits, including:

  • Short-term benefits – Laughing doesn’t just lighten your mental load, it induces physical changes in your body:

    • Laughter enhances your intake of oxygen-rich air, stimulates your heart, lungs and muscles, and increases the endorphins that are released by your brain.
    • A rollicking laugh fires up and then cools down your stress response, and it can increase and then decrease your heart rate and blood pressure. The result? A good, relaxed feeling.
    • Laughter can also stimulate circulation and aid muscle relaxation, both of which can help reduce the physical symptoms of stress.

  • Long-term benefits – Laughter isn’t just a quick pick-me-up, it’s also good for you over the long term:

    • Positive thoughts release neuropeptides that help fight stress and potentially more serious illnesses.
    • Laughter may ease pain by causing the body to produce its own natural painkillers.
    • Laughter makes it easier to cope with difficult situations. It also helps you connect with other people.

There is no magic bullet against stress, but progress is possible!

“I have no secret sauce or silver bullet,” Stolen said when asked about how she manages her own stress. “But what I have learned is that I need to unplug and be able to tell my boss when I am stressed and need help – not so I feel weak, but so I can be good to myself.” This is an effective summation of how we can all better manage stress in our lives and particularly in the workplace. Through a combination of honesty and proactivity, individuals can ensure that they keep their stress levels at a reasonable level. Businesses can also follow this approach during Stress Awareness Month and year-round to create happier, healthier and more sustainable workplaces for all.

Inclusion graphic; people holding hand equity logo

Fostering Inclusivity During the Holidays and Year Round

Creating an inclusive workplace is a complex task. After all, people are anything but simple. None of us have merely one “self.” Every person is a mixture of intersecting identities that influence how people see us and, conversely, how we see them.

How, then, can a business foster an inclusive workplace, particularly around the holidays? As Stacy Stolen, HR Manager at Alliant National, explains, it requires being mindful of how our biases shape our perceptions while working toward a culture where everyone can be recognized and respected. I spoke with Stolen on the complexities of this work, what Alliant National is doing to promote inclusivity, and takeaways for agencies looking to build inclusive workplaces during the holidays and year-round.

Inclusivity begins with empathy

When asked how she defines inclusivity, Stolen said, “Simply put, inclusion and being inclusive is to have empathy,” adding that, “at a company-level, it takes developing a shared understanding that we all have our own unique experiences that occur within a society filled with inequalities.”  

Once this understanding is established, productive work can begin. “We can then start to relate and learn from others. ​This is important because empathy allows us to humanize one another and feel responsible for everyone’s safety and well-being. We can positively influence our surroundings and ensure everyone feels seen, validated, and heard – even if we don’t directly relate to everyone else’s experience,” Stolen said.

Easier said than done

What makes this easier said than done, however, are social constructs and the unconscious biases they produce. Identity composes a wide range of attributes – from race, sexuality and ethnicity to education level, family of origin and belief structures. Some of these identities, said Stolen, carry more power in the world than others. Depending on how someone identifies, they may find themselves unjustly stereotyped by the dominant power structures of society.  

Building an inclusive workplace, then, necessitates building a culture where people can feel safe and supported enough to interrogate their biases and push back on the inclination to stereotype. A first step involves simply accepting that such biases exist and that typically we have little opportunity to reconsider our ingrained beliefs. As Stolen explained, “Quite often, we interact with folks who look, feel, act like us, or have identities roughly like ours. Therefore, we can’t do anything aside from perpetuate these stereotypical beliefs about folks in other social groups. That’s because we aren’t being exposed to anything different to dismantle these inaccurate ideas. We need to break this cycle and cultivate mindfulness to expand our idea of what collective community looks like.”

It also involves seeing this work as more of a journey rather than a destination. “This work requires consistent and intentional engagement with yourself and others that you interact with daily,” said Stolen. “Just like anything else you aspire to change in yourself or in your environment, you must commit that same time and effort in showing up as an ally and advocating for necessary change.”

Taking action

So, what does this look like in practice? Stolen noted that Alliant National’s commitment to building an inclusive workplace involves investing in culture awareness training and dialogue. Additionally, in the New Year, the company is launching an internal committee dedicated to ensuring that its priorities are considered through an inclusive lens.

Stolen described how these efforts are not viewed as one-offs by the company. Instead, they are part of a continuous, holistic and ever-evolving move toward a more inclusive culture. This is an important feature of Alliant National’s larger goal of being a workplace where every employee feels comfortable bringing their authentic self to work and can:

  • Remain present even when uncomfortable;
  • Accept that we are all part of the problem and must work to change society for the better;
  • Learn how to empathize with others’ experiences that are different from their own;
  • Make mistakes while striving for a better tomorrow;
  • Educate themselves and those around them; and
  • Not expect those with the least power in society to do the brunt of the work.

How to promote inclusivity during the holidays and everyday

Holiday periods are a perfect opportunity to promote an inclusive culture, Stolen noted. For many, holidays are informed by cultural identity. It is important to be mindful around language and emphasize respect for all regardless of individual beliefs. “Just because you don’t celebrate certain holidays doesn’t mean that you are exempt from being aware and educated on holidays and religious practices that others celebrate,” Stolen observed.

Of course, there are many other ways to build inclusivity year-round, including:   

  • Researching histories of marginalized groups and investing in cultural awareness development.
  • Developing ally programs/affinity groups and creating places for folks to find community and to encourage dialogue around challenging topics.
  • Hosting “Lunch and Learns” that expand cultural humility and awareness. Alliant National, for example, recently hosted one titled, “Challenging Stereotypes and Microaggressions.”
  • Surveying your workplace to better understand understand your company’s culture better and find opportunities for improvement.

There is no time like today

Building an inclusive culture takes work; there is no doubt about it. But as the holiday season continues, there is no better time to begin nurturing greater respect, empathy and belonging in the workplace. Stolen noted that when companies commit time and resources to encouraging inclusivity, great things can happen. “Workplaces that commit to inclusivity become more instrumental to their employees, customers and communities.”

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