1st Lead U - Leadership Development

Teamwork At The Highest Level

• John Ballinger • Season 3 • Episode 332

Share episode

Text us. Share your thoughts. Ask Questions. We would love to hear from you.

The holy grail of leadership isn’t a new tool or a louder pep talk. It’s a team that operates with clarity, trust, and speed—especially when the waters get rough. This episode helps leaders create real teamwork through active listening, emotional intelligence and clear standards. 

We break down how developing teamwork actually happens through a simple, practical acrostic framework called CHART, which is the basis for most of the episodes in season 3. 

We start with the four leadership hats that may be worn in any given day or week—coach, commander, cop, counselor—and show how switching roles at the right moment turns stalled effort into progress. From there, we move into the human side of performance: valuing every person, building emotional intelligence, and using active listening to prevent the kind of confusion that can derail families and teams alike. You’ll hear why awareness, approachability, adaptability, and  appreciation aren’t soft skills; they’re force multipliers that reduce hidden costs and create psychological safety.

Then we connect the dots across relationships, respect, resilience, and results. Leaders set the tone, but teams carry the load; resilience you model becomes resilience your people practice. We close with the T’s that glue everything together: training that equips, truth that clarifies, and transparency that builds trust. Borrowing the best from military team-building—shared standards, relentless practice, clear roles—without the yelling. You’ll leave with concrete homework: print CHART, tag your daily tasks to each letter, and journal what changes. In a week you’ll notice fewer bottlenecks; in a month you’ll see momentum; in a quarter you’ll have a culture you can feel.

If this conversation helps, subscribe on your favorite podcast app, share it with a leader who needs a lift, and leave a quick review. You can download the CHART Leadership Journey at 1stLeadU.com. 

John Ballinger:

The last T is teamwork. Because that's really the kind of the holy grail of leadership, is when the team is actually operating at the highest level it can operate, and the leaders leading at the highest level.

Announcer:

Welcome to First Lead You, a podcast dedicated to building leaders, expanding their capacity, improving their self-awareness through emotional intelligence, and developing deeper understanding of selfless leadership.

John Ballinger:

Hello, America, and welcome to First Lead You, where we believe selfless leadership is essential. America is suffering a leadership crisis. Self-awareness and emotional intelligence is the key to developing selfless leaders.

Announcer:

Now, here is personal growth coach, John Ballinger.

John Ballinger:

Hello, leaders, and welcome to First Lead You. My name is John Ballinger, and I'm here with my trusted co-host, Mr. Douglas Ford. Good afternoon, John. How are you? My brain is weary, Mr. Ford.

Douglas Ford:

It is weary. I'm glad you gave that answer. I was wondering, like, what is he going to say when I ask him how he's doing?

John Ballinger:

Yeah, my brain is weary. You know very well why it's weary. But uh, and I'll tell the audience uh, because I am uh hopeful that some of the things that get hurt on this podcast, not just from a leadership standpoint, but from some of the things that we talk about that we do at First Lead U and our other companies actually resonate a little bit with the leadership and say, maybe I would want to do that. Uh this past weekend I spent uh probably about 50 hours uh in uh family mediation, family law mediation training, uh doing some live mediations, uh family conflict, things like that. And I'm telling you, folks, it is needed in America because it seems like we're more we're more conflicted than we've been since I've been alive, which has been a little bit. And families are more conflicted than I've ever seen them. And as I mentioned to the uh class that I was going through with, there's a movie that came out recently called Knives Out, and I felt like every day that's the way it was with these families. I mean, the knives were out and they were just gonna stab each other. And I'm like, gracious, what is that about? I mean, so it it's it's grueling. Somebody's with an S needs to do it. Um, there's not enough people, I don't, in my opinion, that want to step up and put themselves into harm's way to help people navigate through life. But I kept telling the team and people focus on the children, focus on the children, because if you focus on the children and you come out of this, they're less, they're not as scathed as they would have been had you continued with the knives out. And it gives them a better opportunity uh moving forward in life because as we talk about, those early childhood challenges create scars.

Douglas Ford:

Yeah. What would you say is uh one of the key attributes that a person needs to have? You you just kind of invited everybody to maybe pursue that or uh certainly say that we need more people doing that. What's one of the key attributes that um if someone's going on their leadership leadership journey, self-development journey, and they're like, yeah, I feel like maybe that's something I could do to help somebody. What would you say?

John Ballinger:

That's a great question. And the instructor did a great job of telling us before we showed up to do a kind of a gave us some homework. And the homework was writing an active listening statement. And so I would tell the audience if you are good at listening to information and disseminating that information to understand like the dynamics of what's going on, you're a person that could be utilized greatly because most people get caught up in the emotion and they don't actively listen. And so they're missing a lot of information. And she gave us a test on the last day based on a question she asked the first day to see how many would get it, who was actively listening to what the question was, and then everybody else had everybody had a like a very small response. And the test was match the response to the person in the class three days, no, four days later.

Douglas Ford:

Okay.

John Ballinger:

Yeah, that was that was interesting.

Douglas Ford:

So so she asked a question, everybody gets she recorded the responses. Now she wanted people to match what those responses were four days ago to the person.

John Ballinger:

So she had two columns. Here's the name, here's the response, which one goes with what person? Gotcha. Yeah. I missed two out of 15. But there were seven people that got them all right.

Douglas Ford:

Oh wow. Yeah. That's awesome.

John Ballinger:

Yeah, and there's some people that just did not listen. But uh, so active listening is incredibly important. Emotional intelligence would be the second thing I would say. So if you can take your act active listening and emotional intelligence, you would be somebody that could help people navigate through things because emotions are at a greater height and people just don't listen. So those are the two things.

Douglas Ford:

Yeah. And of course, those are two things that we talk a lot about listening and uh emotional intelligence. Yeah.

John Ballinger:

So here we are at the end of chart, Mr. Ford.

Douglas Ford:

Dun dun.

John Ballinger:

Yeah. Now we are going to have a little add-on next podcast, but it's not part of the C H A R T. It is how leaders react. It's fight, flight, freeze, or fawn, and we're going to do that in one podcast. But this is the end of chart, and this has been a journey. Uh season three has been mostly made up of chart, and we've talked about the the challenges that a leader has in embracing the totality of the chart, but we're on our last T.

Douglas Ford:

That's great. Which is I was looking for my sound effect. Here we go.

John Ballinger:

Yeah. The last T, and this is, I think it's uh, what does it say? Apropos? Is it apropos? That the last T is teamwork. Because that's really the kind of the holy grail of leadership is when the team is actually operating at the highest level it can operate, and the leader's leading at the highest level, what happens?

Douglas Ford:

You get teamwork.

John Ballinger:

It'll be what Jethro told Moses. All their lives were better. Exactly. Which is what we're looking for. Exactly. Can I read the definition of teamwork? Please do. Oxford Dictionary again. The combined action of a group, especially when effective and efficient. Now I That was kind of quick, so let's let's do that again. The combined action of a group, especially when effective and efficient.

Douglas Ford:

And that's what we want for everybody to have effective, efficient teams.

John Ballinger:

Right. And we want them to be combined. Like we want them joined together. I've talked about in the past that one strand of rope is not as strong as multiple strands put together and what it can pull, what it can hold in place, uh, what it can anchor in a ship. Think about the ship when that rope goes out into the water to anchor it so it doesn't move. Think about how big the ship is. Well, think about how big that piece of rope is that comes off that anchor. Right. Right? Or the chain or how but but for years there were ropes. Yeah.

Douglas Ford:

Well, certainly the mooring ropes that they or the side of the yeah.

John Ballinger:

So those ropes get tossed over and they have to hold that in, hold that ship in so that when the water starts doing what the water does, and as a leader, the water's gonna get rough. And you need to you need to make sure that your ropes, your people, are a combined group that can effectively and efficiently move the organization forward during those rough waters. And they're looking to you as a leader. So what we thought we would do on this podcast is we would just kind of go back and go through chart and talk about the C H A R T that leads to the ultimate word, the end word teamwork. Because if you do these things as a leader, and you'll start seeing the teamwork actually start maturing as you develop chart into yourself as a leader.

Douglas Ford:

Right. Yeah, and as we've talked about, I mean, well, while it is kind of a top-to-bottom list, all these things are happening in a dynamic fashion. Like you're you may be doing a C and an A and an R and a T and an H and a C and a R all at the same time in any given day or week. Uh you're not trying to master from top to bottom. You're just trying to understand each of these concepts so that as you need them, you pull them in and utilize them to be more effective and efficient.

John Ballinger:

Yeah. I thought as I'm looking at the chart, it says under your path to better leadership under the C H A R T. We were asked how. Everybody kept asking, well, yeah, but tell me how to do it. I've read all these books, I do all these things, I go to these conferences, but they don't tell me how to do it. So we started putting together a chart. Out next to chart, we started putting out just, I mean, these are four and five word sentences, phrases, whatever you want, so that you could print this off. And like Douglas said, there are going to be times that you go in on a Monday and you realize, oh, I need to have A out. Because this is what's going on today, AA. Oh, no, today's a C day. This is for you to refer back to as a leader based on what's going on in your life so that you have this in front of you. And then what will happen, and you'll see this happening, it'll start becoming knowledge that turns into wisdom because you won't really need the chart anymore on paper. It'll be in your head. And you'll actually know when this is going on. Oh, and I'll I'll start with C, for example. C is coach, commander, cop, and counselor. The coach sentence is guides others to reach their potential. There may be a day you go to you go in and somebody is just not reaching their potential. You need them to, you've invested in them. It's important that that person actually is successful in that position. You have to make a decision as the leader. Do I invest in that person because I want them to reach their potential? Or do you discard them? Too many companies will say, I don't have time, just discard that person. You don't know what effect it's had on that person. But too many times I see people just write somebody off. Now I've I've used that statement to don't write them off yet. Have you done this, this, and this before you done? Well, no. So you're gonna write them off, have a void, have to find somebody else. You don't know what you're gonna get. You don't know what's in the marketplace. And with everything going on and the dynamics of the marketplace right now, if there's any possibility that you could develop someone versus have to go through the selection process and the money that cost to not know what you're really gonna get if you've got some investment in this person, take a little time to do that. On the commander side, lead decisively with vision and authority. There's gonna be times that you need to plow forward and people need to see. I'm doing that because the boss said we're doing that. Cop, enforce standards with fairness and integrity. Counselor, listen deeply, offer wise guidance. So if you took those four as a leader and started mastering those and knew which hat to pull out at what specific time during your day, week, month, and year, think about how much better a leader you would be for your team.

Douglas Ford:

Yeah, I would definitely say these are these are the big hats, right? Like these are the big categories that you're gonna uh see and experience throughout any kind of given time frame as a leader and understanding which one of those matches the situation that you're involved in. And being and again, we talked about this um dynamically, like from conversation to conversation that could change. Like it's not it's not just all day, like I'm just gonna coach all day. That's just gonna no, because whoever comes to you may need a counselor, or there could be a cop situation where you need to go in like, hey, we're not doing these things up to standard, or maybe there's you know, there could be safety issues, or could be any number of things where you're having to enforce the regulations, so to speak, of an organization or uh uh some sort of a governing body. But um it really that's kind of I think one of the key things to leadership is is understanding how to effectively switch hats throughout a day or whatever. Yep. Yeah.

John Ballinger:

This this is the original letter. Remember this one? This one goes back years and years and years. I've been using the H before chart was developed for well over a decade. Uh I this first one is just to me, it's what business leaders, government leaders, try just listen, we're all humans. And out beside it, leadership starts with valuing every person.

Douglas Ford:

If we could just if we could just do that, that that would help us all a lot.

John Ballinger:

Absolutely. We're all we all have value. We may not always agree, we're not going to, we may not always understand. I had a meeting before this one with a family that drove down from Michigan to meet with me. Now, that's a pretty that's a long haul, right? And it was a family issue, and I looked at the elderly mom and her son, and I said, I knew in five minutes why for three years you all have talked about this and couldn't move. Because what you say he doesn't hear, and what he says you don't hear. And automatically that's created conflict, and so you both just shut down. And the lady's 93 years old. And she said, she looked at me and she said, He won't listen to me. And I said, Because he doesn't hear what you're saying. And then she said, But in in ten minutes, you've understood that. I said, Yeah, because I listened. You all weren't listening, you were already shutting each other off before the words got out. Now they left and they're happy. They're gonna go back to Michigan. But three years they have wrangled with this, embittered and fussed and argued, and in a very short amount of time, life was better. But the important part is that there's a value. She's 93, she's almost done. Most people are done done. Right? But she still has value to life, and I explained that to the son and the daughter-in-law. Like, don't discount that life. And for for leaders, don't do not listen to me, do not discount the people that you've selected to be in your organization. Do not discount their value to your organization. Human nature, every one of us have them. Understanding behaviors to inspire and motivate. We're all different, we're wired differently. We come from different walks of life, different circumstances of life that's made us who we are. And I tell business leaders, when you select someone, you now own all that. What are you gonna do with it? You give them human resources, not the department. Nurture talent for long-term success. You've selected them, now it's your responsibility to develop them as the leader. Finally, doing that, doing that investment creates the human capital needed in the organization. And when you invest in people, those people will invest in your organization and the organization will rise. I've seen it time and time and time again. Conversely, when you don't, they don't, and it doesn't. It being the organization. Awareness. See clearly to lead effectively. You've heard me say it many times, in order to see, you must first look. Excuse me. In order to yeah, in order to see, you must first be looking. Most people don't start looking. And you have to look. You have to, I'm not saying that everybody's talented enough to see around the corners and over the hills, but at a minimum start looking because that creates awareness. Be adaptable, adjust strategies to meet new challenges. How fast is society moving right now? Very fast. I mean, it is like and we threw AI on top of it. So we were already moving fast. When we didn't respond to a text message, I mean we're just talking about text messages. It can just wreck somebody's day if you weren't responding to a text message quick, or when a document wouldn't download quickly, or you couldn't get on a website quickly. And now we threw AI in there, and then we put numbers on how many milliseconds it took to come up with something. I mean, what are we doing to our brains by doing that? Like, we're programming our brains that everything has to be done at warp speed, and if it doesn't, it wrecks us. So learn to be adaptable. Approachable. Be open to ideas and concerns. As a leader, you must be approachable. Do not be that person that walks in, slams the door, or creates a temperamental environment where everybody says, I don't know what their boss's temperature is today, but I don't want to go anywhere around them. Be approachable. And last, before we go to break, another difficult one that I've had to deal with personally with leaders, be appreciative of your people. Recognize efforts to inspire continued growth. There are some leaders that I've actually had to sit in a room with somebody and say, tell that person you appreciate them. And that leader literally, it's like they've got super glue on their mouth. They don't know how to do it. And I'm thinking, this person sitting there has done these things for you, and you have no idea how to tell them you appreciate it. So that person will leave. We'll get some mild something out of them, and they'll leave and say, you know, if I tell them they're doing a good job, they'll stop. Like what? Well, I don't do that because if I tell them they're doing a good job, they'll stop doing a good job. I said, where'd that line of thinking come from? Well, my boss told me, like, oh, so what your old boss said is tell everybody they suck all day long and they'll do a good job for you. Is that what you're telling me? Well, yeah. That's one of those Mr. Four, that's not a post-COVID leadership trait right there at all.

Douglas Ford:

No.

John Ballinger:

So, so we're gonna take a break. We're gonna go, we're gonna finish up with R and T and do a little homework uh for for the leader. Uh, but yeah, we'll be back after the break.

Douglas Ford:

Hello, First League Youth listeners, Douglas Ford here. I want to take just a few seconds during this break to say thank you for spending a few moments with us as we discuss the challenges and opportunities of being a leader. We hope that in every episode you find some bit of information that will help you on your own personal leadership journey. In order to reach more people and to improve our position on all the podcasting and social media platforms, it's important that you subscribe to our podcast on your favorite podcasting platform like Apple, Spotify, or any other platform where you listen to First Week View. We would really appreciate you clicking on the subscribe button to help us reach more people and expand the message of First Week U. And please, take time to visit the First Week 2 website. That's number one, S2, the word lead, and the letter U.com. Firstly, dot com. Number one, S2, the word lead, and the letter U.com. I hope you have a great day as you continue to learn to first lead. Today we are talking about our final peak at Chart Across it, which is teamwork. And by way of reflection, we're going back through all of chart and explaining how understanding chart helps you to create teamwork, which, as we heard earlier, the definition is a group that is working effective and efficiently together. And so we've gotten through uh the C's, which uh talk about how you really need to approach leadership and the different roles that you might uh be called upon as a leader uh on any given day and any given time during uh the course of a work week. Uh then we moved into the H, which all have to do with uh our understanding of human, human capacity, human nature, human resources. And then uh finally uh the A before we went to break, we talked about awareness, adaptable, approachable, and appreciative. And these are all qualities that you need to uh have as a leader that helps you connect better with your team. And so we're gonna round that out with uh R and the T. And uh so, John, you want to lead us through that?

John Ballinger:

Sure. Uh the uh beginning of R's relationship. We've talked about how to create real relationships, which is another difficult thing for a leader. And we've we're saying when we say these things are difficult, we're saying it because we are dealing with leaders that tell us and have shown us that it's tough to have real relationships with their team members. Nobody's taught them how to do that. Create barriers and you know, guardrails and make sure that they're they're close enough to where they have the relationship, but the boundaries are there in the event that you know they're not getting too close, so they can't use the relationship against the leader. But that's a that's a balance that a leader needs to learn how to do and creating relationships. Strong connections create lasting impact.

Douglas Ford:

That's another one for trust, too. Absolutely. Yeah, and we've talked about uh how you know what happens from five to nine, meaning from the time they get off to the time they should back up to work tomorrow, impacts nine to five, right? So having a relationship, if you understand the dynamic of what happens when somebody leaves the premises of work, so to speak, then you have a better idea of what they're bringing in with them the next morning and how that's impacting them. Some of that stuff is real life stuff, and some of it is things that you may need to coach them through a little bit.

John Ballinger:

Sure. Uh next star is respect, honor others to earn their trust. There's that word again, trust. Resiliency, overcome challenges with strength and perseverance. That goes back to being adaptable. That adaptable and that and that resiliency, you've really got to get that A and that S working together. Because to be adaptable, there's got to be some resiliency in you. And to be resilient, you have to learn to be adaptable. So if you're going down through here, as Mr. Forrest said, there the dynamics of the day is you're going to be inside chart in a different letter inside one of the big letters all the time. I mean, you could you could take this chart and chart your day and you're going to see how much of these that you use back and forth during the day.

Douglas Ford:

Right. And the resiliency is uh both for the leader and the team, right? Like you've got to build resiliency into your team because they're looking to you as the leader. If you A, don't have resiliency, then B, it's hard to demonstrate resiliency for them. And so then when the problem comes along, if you happen to not be available and it sidetracks them, like what are they going to do to get back on track? Like they need to have their own resiliency and you model that for them throughout their your, you know, with throughout your relationship with them, right?

John Ballinger:

Yep. Last R, when you do these things, create the relationships that have respect with resiliency, you get results, drive outcomes through focus and commitment. So when you get the results, so that's when the rising tide lifts all boats. Everybody in these departments, and I don't care if you've got a five-man team or you've got a 500-man team, when everybody's operating at the best results for the organization, the organization's gonna lift. And it's gonna take pressure off of you as the leader. But when that doesn't happen, and the team is not gelled and it's not cohesive and it's not efficient and it's not effective, it's putting pressure on you as the leader. And you have to look at it and say, what am I doing or not doing that's creating this as a leader? T, training, equip teams with knowledge and skills. You know, that was one of the number one things that we heard from people and articles we read is people don't feel like they're getting the training they need to do their job effectively and efficiently that creates that teamwork. And so they're they're asking, like, we want to, but please, please help us.

Douglas Ford:

Right. And that reconnects back to human resources and each.

John Ballinger:

Yeah. So, and and that goes back to the old CEO CFO conversation walking down the hall. What if we train them and they leave? And he says, what if we don't and they stay? Listen, if you do, there's a greater likelihood of them staying with you because the other companies aren't doing this. And we were talking to uh a young lady I did a at a panel discussion with that came from a big organization and they had very effective training. And she left and went to a smaller organization, still large but smaller, and said she walked in and thought, Well, they're not doing what they do. And she just expected it because that's where she grew up at, and this is what they do. And I realized they don't do this. I'm like, well, why not? Because look at what this did here. Why wouldn't they invest in us? I'm like, what big organizations do, how they grow, Mr. Ford, is that's how they do it. They put those training things in place and they put development, and they and somebody's in there being the chief people officer. That's a that's a big C-suite now.

Douglas Ford:

Oh, absolutely.

John Ballinger:

Right. Um you've got uh truth. Lead with honesty integrity. Uh I think we did a podcast recently where we talked about the four truths.

Douglas Ford:

Yeah, that was that was the T.

John Ballinger:

Was that the T? Okay.

Douglas Ford:

I want to make sure I wasn't I was that was the uh truth podcast we did related to chart.

John Ballinger:

Yeah. So important two two episodes back. Two episodes back, so important to understand what somebody's mindset of uh their truth is. Because as a leader, you're gonna have to kind of disseminate when two posing people, vendor relationship, something going on in the organization. Like, how do I get to the truth? And so as a leader, you need to listen to that podcast. And then finally, uh, excuse me, then we have transparency, build trust through openness and clarity. That was a that was a difficult that so that was one removed, um, where we're talking about the the importance of transparency and trust and kind of the back and forth can you have trust without transparency and transparency without trust? Well, they're kind of they're kind of pushing pulls. The more you do this, the more you're gonna get to that, and vice versa. What happens and what I've seen is everybody's waiting on somebody to make the move. So there'll be little moves. And if that little move Didn't create the trust or transparency, then stop. Because I don't want to go too far because you got to make your move. Well, as a leader, you don't have the luxury of just this baby steps. You gotta, you gotta dig in and create trust and transparency. And if there is a void or something that happens, you got to step in immediately and take control of that situation. Do not let it fester.

Douglas Ford:

Yeah, and as a leader, you've got to make the first step.

John Ballinger:

You do.

Douglas Ford:

You can never expect your team to make the first step because they're waiting on you.

John Ballinger:

Absolutely. And then finally, when you take chart, all these that we put together, the the C, the A, the H, the A, and R and T, you get to the day's final episode, you create the teamwork. Which is what as a leader, and I'm I mean in the military, I'm telling you, from the time you step off that bus, Mr. Ford, and not talking about the bus at basic training, to you leave. I don't care how long you stay, one year, two years, it doesn't matter. You hear teamwork every day. Every day. There's something said in some conversation about the importance of teamwork making the mission work. And for some reason, in our civilian population of business, we've not figured out how to embrace that and develop it in organizations, which is still baffles me that as business leaders, we wouldn't look at something like taking people from all over the United States and putting them in a place, and in eight to ten weeks, they're team members, and they would literally die for each other, and they create relationships that last their entire lifetime. And as business leaders, we would look at that and say, huh, how do I just take a piece of that and put it inside my company? Because I can't yell and scream at everybody, like, you know, but I can definitely take some of the things that are taught in developing teams and put it inside my organization. So as a leader, here's your homework. Print chart off, put it somewhere where you can see it daily. When you make your list of what's going on in that day, relate it to one of the letters, or letter inside the letter, and then start journaling on how you're taking chart and implementing inside your company. That's your homework. And that's a big assignment, but we're we're nearing the end of season three. And chart chart was asked for. We built it. Now I want you to implement it in your organization.

Douglas Ford:

And the way people can get that is get our website, firstleadu.com. That's the number one S T, the word lead, L-E-A-D, and then the letter U.com, firstlead you.com, and there's um there's a way for them to download it from there.

John Ballinger:

Kind of pops up if I remember.

Douglas Ford:

It will pop up if you haven't been there before. It will it will definitely pop up, but you can still get to it even if you've been there before.

John Ballinger:

Yeah. So put it in, implement it. One of the things that we've often heard is we'll have somebody come in and they'll give us this big report on what we need to do, but nobody tells us how to do it, which is why we spent the time developing chart, looking at test scores, assessment scores, reading these articles, really looking at what others were doing, but not having the success needed to build the leaders. And it kept going back to the there was not an application process. We were telling people stuff, but we weren't showing them and helping them apply it. And if you get stuck, we've offered, send us an email, we'll help, we'll respond to it. But get the chart, print it off, look at your task list, start taking letters to those task lists, and then journal the results.

Douglas Ford:

And yeah, and we do. We help uh companies implement uh chart and other forms of leadership development. Uh so uh please give us a call, send us an email. We'd love to help you talk about how we can come in and help your organization. Uh this is what we do on a regular basis. We'd love to help you move your organization forward.

John Ballinger:

And very good, uh Mr. Ford. I appreciate that. America's business leaders need more of chart. And we're we're happy to step in and help implement that. And and remember, leaders, in order to lead your teams well, you must first lead you. Thanks, everyone.

Contributor

John Ballinger

Host
Contributor

Douglas Ford

Co-host