Introduction
Summary of the book Good People by Anthony Tjan. Before we start, let’s delve into a short overview of the book. Imagine stepping into a company where everyone truly cares about each other’s well-being, where leaders put people first, and where success is measured not just by profits, but by the positive impact made on everyday lives. This might sound dreamy or unrealistic, but it’s actually a very smart way to do business. After all, if a team is built on strong values—like kindness, honesty, and understanding—then everyone feels safer, more motivated, and more creative. Over time, this helps both individuals and the business grow, thrive, and shine brighter in a world often focused only on quick wins and numbers on a spreadsheet. In the pages that follow, you’ll discover how choosing people over simple skill sets can lead to true success. You’ll learn about a new way of thinking and leading that puts good values at the heart of every decision. Let’s begin this journey into the world of good people.
Chapter 1: Understanding Why Good People Matter More Than Skilled Employees Alone in Organizations.
Think about the word good. We often use it to describe a variety of things: a good friend, a good meal, a good movie, or even a good dog. But what does good mean when we talk about people at work? In many workplaces, people are judged mostly by their abilities to complete certain tasks or hit targets. This means companies often focus on what someone can do rather than who they are. While being talented is important, relying only on skill levels can ignore a person’s character. The truth is, good character—like honesty, kindness, and fairness—can bring long-lasting benefits to a company. People who value others make their coworkers feel safer, more trusted, and more willing to share ideas. Over time, a team built on good values can achieve much more than one built only on talent.
Imagine two employees: One is incredibly skilled, always hitting goals, but doesn’t care about anyone else’s feelings. The other is skilled enough to do their job well but is also supportive, honest, and respectful. Which employee would help a team grow stronger? While the first might produce quick results, the second creates an environment where everyone can grow and learn. This is important because a company is more than a bunch of tasks. It’s a community of people. When that community is guided by values like trust, compassion, and fairness, everyone’s performance improves. Good values encourage people to share knowledge, help each other, and stay motivated. The overall atmosphere becomes more positive and welcoming, making it easier for everyone to solve problems and create value that lasts.
One real-life example is WD-40, a well-known brand that creates simple household products. At WD-40, the leaders focus heavily on making employees feel valued, cared for, and understood. Mentors support teams, ensuring that each person feels they matter. As a result, people are happier, stay longer, and perform better. Because employees trust their leaders and feel respected, they are more willing to go the extra mile. This positive energy spreads throughout the company, ultimately showing up in steady profits and reliable growth. Their approach proves that focusing on the goodness in people—rather than just their abilities—can lead to impressive financial results, reduced turnover, and a stronger company reputation. Goodness is not just a soft idea. It’s a powerful force for making businesses healthier and more effective.
Why does this matter so much today? In a fast-changing world, companies need teams that adapt quickly and work together smoothly. Technology and competition move faster than ever, and everyone is looking for an edge. The secret weapon might not be the sharpest skill, but the strongest character. Investing in good people—who show kindness, honesty, and empathy—can transform a company from the inside out. Instead of stressing over short-term gains or quick fixes, leaders who value goodness help their teams build lasting relationships and stay calm under pressure. Over time, this approach makes the company more resilient. Workers feel proud of their contributions and become loyal supporters of the company’s mission. In short, goodness in people creates a lasting foundation for growth, stability, and real, meaningful success.
Chapter 2: Discovering a Shared Framework to Recognize and Encourage Genuine Goodness in the Workplace.
Now that we’ve seen why good values matter, the next question is: How do we define goodness at work? It’s easy to say people should be nice, but goodness should mean more than just being friendly. We need a shared set of principles that go beyond surface-level kindness and guide our everyday choices. A clear framework for goodness helps us recognize when people are acting with strong values rather than just showing off their talents. This framework can remind us that people matter more than profits or ideas. It encourages us to look at co-workers as human beings with dreams, fears, and potential, not just as tools to meet business goals. With a shared understanding of goodness, teams can align their efforts and make decisions that respect everyone involved.
Building such a framework isn’t simple. We live in a world where winning often means getting ahead at all costs. Yet being people-first flips that idea. It says, If we care for people, success will follow. People-first thinking means that no matter how great an idea might be, it won’t reach its full potential without supportive, motivated individuals behind it. After all, ideas are born from minds and hearts working together, learning from each other, and adapting to challenges. When we choose to value the goodness in each person, we set the stage for creativity, better problem-solving, and deeper loyalty. This idea reminds us that, in the end, businesses are communities of people with shared aims, not just machines that churn out products and services.
Another key part of this framework is valuing character above mere technical skill. Yes, having industry knowledge, coding abilities, or marketing expertise is crucial. But these are easier to measure than values like honesty or empathy. Still, these soft values shape the soul of a company. They influence how people treat customers, how leaders respond to mistakes, and how teams handle success or failure. When we put character first, we can hire and develop people who not only do their jobs well but also uplift everyone around them. Over time, this approach creates a workforce filled with reliable, compassionate, and responsible individuals who, together, push the company toward meaningful achievements.
Lastly, a good framework for goodness must acknowledge that the world is not perfect. Striving for kindness, integrity, and empathy might sometimes clash with harsh deadlines, tough financial decisions, or unexpected crises. This is where balance and open-minded thinking come in. We must accept that tensions will arise. It’s not about always getting it right, but about doing our best to honor values while staying practical. Goodness demands continuous effort and reflection. We must constantly remind ourselves that good values are not optional extras; they are vital parts of long-term success. By keeping these principles in mind, we encourage everyone in the company to think carefully, act honestly, and help each other grow, even when the business world gets challenging.
Chapter 3: Laying a Strong Foundation with Truth as the Base of Goodness.
Picture a pyramid of goodness. At its very bottom lies truth, the solid ground on which all other values stand. Without truth, genuine goodness cannot flourish. Truth means being honest with ourselves and others about what we feel, what we know, and what we do. But truth is not just about stating facts. It’s about having the courage to face reality, admit when we’re wrong, and refuse to pretend things are better or worse than they really are. Truth starts with humility, which helps us stay curious, open-minded, and free from arrogance. Leaders who show humility gain trust because they’re willing to learn and grow rather than acting like they know everything. This kind of honesty sets a calm, safe tone for teams, letting creativity and cooperation take root.
Truth also involves self-awareness, which is like holding up a mirror to see who we really are. Self-awareness means understanding both strengths and weaknesses, and it helps us make wiser decisions. For example, maybe you’re great at organizing events but struggle with public speaking. Knowing this helps you ask a teammate for help when giving a big presentation, creating a stronger outcome for everyone. Self-awareness grows when we take the time to reflect, ask for feedback, and stay open to improvement. Over time, becoming more honest about ourselves makes it easier to communicate openly with others.
Integrity is the third key piece of truth. Integrity means that our actions match our values, not just when people are watching, but all the time. It’s like making a promise to do the right thing, even if it’s hard. The famous inventor and statesman Benjamin Franklin used a simple chart to check his own integrity. Each week he listed the values he wanted to live by and noted whether he upheld them. This personal honesty can guide each of us today. When we act with integrity, we build a reputation that others trust, and trust is the glue that holds a team together.
When truth, built from humility, self-awareness, and integrity, supports a group, it creates a culture where honesty is normal and deception is rare. Teams feel safer voicing concerns, proposing solutions, or admitting mistakes. Decisions become clearer and more thoughtful, and everyone moves forward with greater confidence. With truth as a foundation, people know they can rely on each other’s words and promises. Over time, this leads to better cooperation, deeper understanding, and more meaningful achievements. Truth might be challenging—sometimes it’s hard to admit faults or face tough realities—but it’s a priceless starting point. By embracing truth, organizations build a base from which all other good values can rise, flourish, and produce positive, lasting change.
Chapter 4: Embracing Compassion as the Warm, Caring Middle Layer of Goodness.
Truth gives us a sturdy base, but by itself, it might feel cold or rigid. That’s why the next layer of the goodness pyramid is compassion. Compassion is about understanding and caring for others, seeing their struggles and joys, and genuinely wanting to help. It moves us beyond simple honesty into warmth, connection, and kindness. In a business setting, compassion might seem like a weakness, something that slows down decision-making. But in reality, compassion is a powerful tool. It inspires people to collaborate more closely and support each other during tough times. A workplace with compassion at its heart becomes a place where people share ideas more freely, solve problems more creatively, and stick together when challenges arise.
Compassion has three important anchoring values: openness, empathy, and generosity. Openness helps us listen without jumping to quick conclusions. One helpful idea is the 24 by 3 rule, which suggests waiting a bit (24 seconds, 24 minutes, or even 24 hours) before judging someone’s idea. By giving ourselves time, we stay open-minded and find hidden merits instead of dismissing suggestions too quickly. Empathy means feeling what others feel. Asking sincere questions like, How are you really? can open the door to understanding someone’s situation better. Finally, generosity encourages us to give, whether it’s time, knowledge, or support. When we’re generous, everyone benefits, and the whole team grows stronger together.
In a world where some business cultures still favor cutthroat attitudes, practicing compassion can feel revolutionary. Many people think being ruthless shows strength and professionalism, but it often backfires. People who feel bullied or undervalued become less creative, less loyal, and less willing to take risks. Compassion, on the other hand, makes people feel secure and appreciated. They know their leaders care about them as individuals, not just as workers. This sense of safety unleashes their best ideas and efforts. Over time, a compassionate environment attracts talented individuals who want to contribute to something meaningful. It also reduces employee burnout and turnover because people prefer to stay where they feel respected and loved.
Compassion in business is not about pity or lowering standards. It’s about understanding that success is bigger than numbers on a chart. A compassionate leader can still set high goals and push for excellence while treating people fairly. By mixing truth with compassion, companies find a balance. Employees aren’t just told the facts; they’re guided, understood, and supported. This blend of honesty and kindness motivates people to try harder, solve problems better, and celebrate each other’s victories. Over time, compassion becomes a cycle of goodness—when people receive care, they’re more likely to show care in return. Eventually, this creates a workplace culture strong enough to face tough times and flexible enough to handle change gracefully.
Chapter 5: Seeking Wholeness as the Highest Peak of Goodness for Everlasting Growth.
At the top of the goodness pyramid is wholeness, the ultimate goal that blends truth and compassion into a fuller way of living and working. Wholeness isn’t something you achieve once and keep forever. Instead, it’s an ongoing journey to become more loving, respectful, and wise. Think of wholeness as the shining star you follow throughout your entire career and life. Reaching for wholeness means never settling for half-measures. It means constantly trying to understand yourself, care about others, and make wiser decisions. This pursuit ensures that your organization’s goodness doesn’t fade after a big project or a successful year. Instead, the company’s culture grows deeper and richer with time, helping everyone become better, more rounded human beings.
Wholeness includes three elements: love, respect, and wisdom. Love in a business context isn’t about romance; it’s about truly caring for people’s well-being and taking pride in the brand and mission you serve. When leaders and employees love what they do, they create products and services that feel genuine and meaningful. Respect is about treating others as equals, valuing their opinions, and acknowledging their efforts. For example, when a company faces a public mistake, a respectful leader might apologize honestly and fix the problem rather than ignoring complaints. This shows customers they matter. Wisdom, the last element, guides us to focus on what’s important. Wise leaders understand which trends to follow, which battles to fight, and how to stay calm amidst uncertainty.
Wholeness teaches us that life and work are not short sprints but long, steady journeys. Imagine training for a marathon: you build strength day by day, never expecting instant perfection. Similarly, seeking wholeness means understanding that growth happens gradually. Along the way, you learn from mistakes, embrace new perspectives, and refine your understanding of what truly matters. Wisdom helps you see beyond black-and-white thinking. Instead of judging others harshly, you consider the complexity of situations, accept imperfection, and look for lessons. Over time, you become more confident in your ability to make good decisions, inspire others, and guide your team through challenges.
Wholeness connects all the parts of the goodness pyramid. Without truth, love would be naive. Without compassion, respect would feel empty. Without wisdom, all efforts might drift off course. Together, these values create a balanced and powerful environment. Employees guided by wholeness understand that real success means more than meeting short-term targets. It involves growing personally and professionally, leaving positive marks on teammates, customers, and communities. When people choose wholeness, they encourage others to do the same. Slowly, the company develops a reputation for fairness, depth, and lasting impact. Wholeness is challenging, but it gives meaning to work and ensures that, even amid change and uncertainty, values remain a stable compass pointing toward a brighter, more sustainable future.
Chapter 6: Accepting and Managing the Inevitable Tensions That Appear When Practicing Goodness.
Even if we know what goodness looks like—truth, compassion, and wholeness—it’s not always easy to practice in real life. The world is messy, and good intentions can clash with hard realities. Imagine trying to treat everyone fairly while also meeting urgent deadlines. Or consider balancing a company’s need for profits with a desire to invest in employees’ growth. Such tensions are normal and should be expected. The key is not to give up on goodness but to acknowledge these challenges and learn how to handle them. When tensions appear, they force us to make tough choices. Do we stick to our values or chase a quick win? Understanding that tensions arise prepares us to face them wisely rather than feeling surprised or defeated.
One common tension is short-term versus long-term thinking. Short-term thinking focuses on immediate results—like increasing this month’s sales. Long-term thinking, however, focuses on steady growth over years. Companies often find it tempting to chase quick profits at the expense of building a strong team culture or lasting customer loyalty. While short-term gains might feel exciting, they can fade quickly if the organization neglects people’s well-being and long-term goals. Recognizing this tension means we can make smarter decisions. We learn to invest in mentoring employees, improving working conditions, and encouraging personal development. These efforts pay off down the road, as teams become more capable and committed.
A classic example of long-term thinking is the strategy of famous investor Warren Buffett. When the internet bubble was growing rapidly in the late 1990s, everyone rushed to pour money into tech companies. Buffett stayed calm. He didn’t invest in things he didn’t fully understand. Critics called him old-fashioned, but Buffett had the integrity to stick with his values. When the bubble burst, he was proven right. This story teaches us that long-term thinking guided by honesty and patience often outlasts short-lived hype. Similarly, businesses that care for their employees and customers can ride out storms better. Mentoring, which teaches people valuable skills and builds confidence, takes time. Yet the payoff is a more stable, happier workforce that can adapt and improve over many years.
Facing tensions is about more than just money or growth. It’s about how we treat each other during challenging times. Sometimes, being good means slowing down, reflecting on priorities, and understanding what really matters. Instead of panicking under pressure, leaders guided by goodness ask, How can we solve this problem without harming others? They balance urgent needs with long-term values. This approach encourages everyone to think carefully rather than reacting impulsively. Over time, teams become better at handling setbacks. They learn that it’s possible to respect people while still meeting important goals. By accepting that tensions are inevitable, we become prepared to handle them gracefully, maintaining our values even when the world tries to push us in different directions.
Chapter 7: Using the RISE Framework to Make Better Decisions Amid Workplace Challenges.
When tensions arise, how can we make sure we handle them wisely? The RISE framework—Recognize, Internalize, Share, and Execute—offers a method for thinking things through carefully. First, we must Recognize a situation. This means seeing what’s really going on, not just what we hope or fear might be happening. We set realistic expectations and understand the risks. Just like a leader in a newly independent nation deciding how to grow its economy, we look closely at the facts and possible outcomes. Recognition helps us avoid wishful thinking. It encourages us to see both the good and the bad, so we’re better prepared for what comes next.
Second, we Internalize the situation. Internalizing goes beyond basic understanding. It means digging deeper and imagining different scenarios. Before rushing into action, we spend time considering who might be affected by our choices, what resources we have, and how certain decisions align with our values. For example, when starting a new business, internalizing might mean taking extra time to refine the idea, test the product in small steps, or get feedback from trusted advisors. This patient approach ensures that when we finally move forward, we do so with a strong sense of purpose and clarity.
Third, we Share. We talk to people we trust—mentors, team members, friends, or family—about the challenge we face. Sharing our thoughts offers fresh perspectives. Others might notice details we missed or suggest solutions we never considered. By discussing tough choices openly, we bring more minds and hearts into the process. This step prevents isolation and reduces the chance of making hasty, poorly informed decisions. It also strengthens relationships as people see we value their opinions and trust their judgment.
Finally, we Execute. After recognizing the situation, internalizing the details, and sharing our thoughts, we must choose a path and move forward. This demands confidence and faith in our reasoning. Writing down why we made our decision can help us stay committed. It also creates a record we can review later, learning from past actions. Over time, this feedback loop helps us refine our decision-making skills. Using RISE, leaders can turn complicated, tense situations into opportunities for growth and understanding. Instead of panicking or making shallow guesses, they carefully consider options and act with integrity. This framework respects the complexity of real-world problems, guiding us toward choices that honor both values and goals.
Chapter 8: Transforming Our Mentoring Approach through the Power of Goodness.
If we want a culture where people truly care for each other, then mentoring is a powerful tool. Goodness can reshape how we guide and support others. Traditionally, mentoring often focuses on improving skills: teaching someone how to use software or perfect a presentation. While these talents are useful, a deeper kind of mentoring aims to instill strong values. When mentors show kindness, honesty, and patience, mentees learn more than technical know-how. They learn what it means to be a good person in the workplace. This creates not just capable employees, but thoughtful, caring human beings who contribute positively to the company and beyond.
Mentoring that focuses on values starts with genuine connection. Before diving into details about spreadsheets or project plans, a good mentor tries to understand the mentee as a person. What are their dreams, fears, and motivations? By listening carefully and asking meaningful questions, mentors create a safe space where mentees feel comfortable sharing their true selves. This respectful relationship encourages openness and trust. When trust is built, the mentee becomes more receptive to advice—not just about tasks, but also about handling challenges, treating others well, and making ethical choices. Over time, this bond leads to personal and professional growth that runs deeper than any single skill learned.
One challenge in mentoring is avoiding phatic communication—empty phrases that people say without meaning, like How are you? when they don’t care about the answer. Good mentors ask real questions. They genuinely want to know how the mentee is feeling and what they hope to achieve. Five important questions that mentors can ask include: What are you truly trying to achieve? What are you doing well that helps you get there? What is slowing you down? What will you change tomorrow to move closer to your goal? and How can I help? These questions push both mentor and mentee to think more deeply. They keep the focus on honesty, kindness, and understanding, ensuring that the conversation is never just small talk.
By blending truth, compassion, and wholeness into mentoring, leaders transform themselves and their teams. They do more than polish skills; they help people become the best versions of themselves. This process builds a community in the workplace, where everyone strives to do better, not just for personal gain but also for the common good. Over time, mentees turn into mentors, passing along the wisdom and care they received. This ripple effect spreads goodness throughout the company, strengthening it from within. When mentoring for goodness becomes the norm, organizations become kinder, more resilient, and more attractive places to work. As a result, everyone benefits—employees, customers, and society at large.
Chapter 9: Applying Goodness in Real Organizations to Inspire Positive Cultural Change.
So far, we’ve explored goodness as an idea—a set of values and behaviors that can shape how we work together. But how do we put all this into practice within a real company, especially one that might be used to traditional, less caring approaches? The first step is to recognize that any company culture can be changed over time. It starts with leaders who truly believe in the power of goodness. These leaders must be role models, demonstrating honesty, compassion, and respect in their daily actions. When employees see their bosses treating people kindly, admitting mistakes openly, and thinking long-term, they become more comfortable acting the same way. Slowly, the old patterns of mistrust or selfishness begin to fade as people realize the benefits of a more humane approach.
Another important step is encouraging open, honest communication. Companies that promote goodness should create spaces—like small group discussions, workshops, or team-building retreats—where people can talk about values, express their concerns, and suggest improvements. Leaders can ask thoughtful questions, listen carefully, and respond with empathy. It might feel strange at first if employees aren’t used to this level of openness, but over time, these conversations help everyone understand that their voices matter. Clear guidelines about fairness, respect, and kindness can be written into the company’s policies, training materials, and mission statements. This gives everyone a common language to describe what goodness means.
Beyond communication, recognizing and rewarding good behavior makes a big difference. Traditional companies often reward only sales figures or project completions. Adding recognition for compassionate leadership, honest feedback, and teamwork that goes above and beyond sends a strong message: values matter. When people see that their kindness leads to appreciation, they feel motivated to continue. This doesn’t have to be expensive—simple thank-you notes, public shout-outs during meetings, or small tokens of gratitude can encourage the spread of goodness. Over time, employees learn that looking out for others is part of what makes them successful at this company.
Applying goodness in an existing organization may face challenges. Some might resist, believing that nice guys finish last or that kindness shows weakness. Yet persistent efforts, steady role-modeling by leaders, and consistent recognition of value-based actions can gradually shift mindsets. When employees see that good values lead to better teamwork, less stress, improved innovation, and long-term growth, cynicism tends to fade. Newcomers join and quickly realize that kindness, honesty, and respect are the norm, not exceptions. Over time, the company’s reputation grows. Customers notice how they’re treated, investors see steady progress, and the organization stands out as a place where goodness drives achievement. In the end, applying goodness transforms the very DNA of a company, making it stronger, healthier, and more inspiring.
Chapter 10: Embracing Goodness for Long-Term Rewards and Creating a Lasting Legacy.
As we reach the end of this journey, it’s clear that goodness isn’t just a fluffy idea; it’s a practical path to lasting success. Goodness strengthens relationships within teams, improves cooperation, and enhances an organization’s ability to adapt and grow. When leaders and employees consistently value honesty, kindness, and long-term thinking, they build a supportive foundation that can withstand market shifts, technological changes, and economic challenges. Over time, the company’s resilience increases, and everyone enjoys the benefits—more creativity, happier employees, loyal customers, and stable returns. By focusing on what truly matters—people—organizations find that they can achieve extraordinary things without sacrificing their values.
By choosing to value people’s character above their raw abilities, businesses create workplaces where employees feel respected for who they are, not just what they can do. This human-centered approach doesn’t mean ignoring skills or performance; instead, it means developing them in an environment that encourages growth rather than fear. When people know they’re supported by leaders who care and colleagues who trust them, they take on greater challenges, learn new skills more eagerly, and share their expertise generously. Ultimately, this creates a cycle of improvement and innovation that benefits everyone.
As goodness becomes part of a company’s everyday life, its positive impact spreads beyond office walls. Customers sense the difference when interacting with genuine, caring staff. Communities benefit when companies treat their employees and neighbors with respect. The influence even extends into the future, as today’s mentored employees become tomorrow’s wise leaders. They carry forward the lessons they’ve learned—truth, compassion, wholeness—and continue to shape organizations that honor people. This ongoing ripple effect helps create a kinder, more balanced business world, where success and integrity go hand in hand.
In the end, goodness is not only the right thing to do but also the smart thing to do. By mixing clear principles, thoughtful mentoring, careful decision-making, and sincere care for each other, we can build workplaces that thrive for generations. Goodness is a compass that points us toward meaningful achievements, guiding us through tensions and uncertainties. It transforms our day-to-day tasks into opportunities for growth and connection. By embracing goodness, we ensure that we leave behind a legacy of fairness, understanding, and true success. The journey may be long, but the rewards are immeasurable: a stronger, happier workforce, satisfied customers, a brighter future for the company, and, most importantly, a lasting difference in the lives of everyone touched by the organization’s work.
All about the Book
Discover how to connect and thrive in a world craving authenticity. ‘Good People’ by Anthony Tjan explores the profound impact of relationships, trust, and integrity, empowering you to cultivate meaningful interactions that lead to success and happiness.
Anthony Tjan is a renowned entrepreneur and author, dedicated to exploring the intersection of business and humanity, guiding leaders to foster authentic connections for impactful, sustainable success.
Entrepreneurs, Business Leaders, Human Resource Managers, Life Coaches, Educators
Networking, Personal Development, Leadership Workshops, Philanthropy, Community Building
The importance of trust in business, Building authentic relationships, The role of integrity in leadership, The impact of personal connections on success
In a world consumed by competition, it is the strength of our relationships that truly defines our success.
Daniel Pink, Sheryl Sandberg, Richard Branson
International Business Book Award, Best Business Books of the Year, Society of Business Writers Award
1. How can trust build a successful organization? #2. What defines a truly good person in leadership? #3. How do core values drive decision-making processes? #4. Why is self-awareness key to personal growth? #5. How does empathy impact workplace relationships positively? #6. What role does humility play in effective leadership? #7. How can you identify authentic character in others? #8. Why is collaboration essential for innovation and success? #9. How can mentorship shape future leaders effectively? #10. What strategies foster a culture of continuous learning? #11. How do good people balance ambition and compassion? #12. Why is transparency crucial for organizational integrity? #13. How do values influence sustainable business practices? #14. What benefits arise from diversity in teams? #15. How can feedback be used for growth and improvement? #16. How does resilience lead to personal and professional success? #17. Why is purpose alignment important for motivation? #18. How do good leaders cultivate trust within teams? #19. What psychological traits predict ethical decision-making? #20. How can you maintain optimism during challenging times?
Good People book, Anthony Tjan, leadership, business ethics, personal development, self-help, honesty in business, successful leaders, character in the workplace, building trust, inspiring leadership, business success stories
https://www.amazon.com/dp/B07YTCJ154
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