Episode 531: Designing the Five-Star Experience in Your Small Business

Welcome to another episode of the Above the Business podcast. My name is Bradley Hammond, your host. On today's episode, we talked to Melissa Fackler. We talk about hospitality and how to create hospitality both for your external customers and also for your internal team. If you're a fan of really great flights and nice hotels like the Four Seasons, Ritz-Carlton, you know that experience that you've been able to have, and many of you have tried to find ways to pull that type of experience into your small business? Well, that's exactly what we talk about today in this interview with Melissa Fackler. Melissa, welcome to the Above the Business podcast.

Thanks, Bradley. How are you?

Great. Great to have you. We love to, Melissa, start with background and origin story. I think it's interesting to see how kind of people, thought leaders, have kind of gotten to where they are today. Why don't you tell us your story?

Yeah, absolutely. Well, I started my career in hospitality, so I spent the first 10 years working in hotels. I did all of the front desk and kind of operations and sales side and then moved into the banquets world. And then from banquets in hotels, I moved to banquet and events in venue on the venue side. I also worked in the entertainment industry, worked in country music. So lots of large-scale events, constantly grinding and working a lot. And when the pandemic kind of put a halt in that industry, it really caused me to, to take a serious look in the mirror and reflect and decide what pieces of my pre-pandemic life I wanted to go back to and what pieces I wanted to kind of use this as an opportunity to refresh and I actually decided to leave the hospitality industry, not because my heart wasn't in it or I didn't love it, but because I couldn't find the right way to balance the lifestyle that, that kind of career demands with the life that I wanted to live. And so I made a career switch and have now been with One Team Partners since 2021, um, doing small business coaching and helping business owners and, and business leaders find the way to create balance in their lives and, um, be able to live the life that they want both at work and at home and truly be able to thrive while, while doing it all.

That's great. What were some of the things, 2 or 3 of the biggest, the, the broader things that you picked up from the hospitality industry that you feel like directly apply to small business?

Making people feel seen is, I think, number one. Hospitality does such a good job at putting everything— every part of their being is toward the guest experience and what the guest feels, what the guest sees, the emotions. And my, like, biggest belief is that if every business treated their team members the way that hospitality treats their guests, we would, we would see quite a different workplace. So I would say that's one. The passion— I feel like people that choose to work in hospitality are very passionate about the work that they do. And I think that that relays really similarly in small business as well. Typically, if you're starting a business or if you work on a small team, you're doing it because you love it. And that brings a different energy to the work as well.

What are some of the things that, that the, the, the small but specific things that were, that you would do in hospitality to make people feel seen, the emotions behind it? Because I think that there's, well, I'll go into the negative side of some things in a minute, but what are some of the specific things that you all did? Because I recognize that there can be there can be— it doesn't always have to be big things. It can be small things that ultimately the human touch can really make people feel that way. But what were some of the things that you were specifically trained on to do that?

Yeah, it's definitely the small things. But it's, I mean, truly as small as eye contact, like when you're engaging with someone, truly engaging. Single tasking. So if I'm working the front desk and I'm talking to a guest, I'm talking to a guest. I'm not also looking at my computer or, you know, trying to answer the phone. Like, if you have a guest in front of you, that's who gets your attention. And how often at work are we doing two things at the same time while we're trying to have a conversation? So something like that. I mean, using people's names, you know, we really— in my hotel experience, it was you tried to remember guest names. So when someone checked in, you're really making a conscious effort to remember. So when they walk out at the end of the, you know, to go back out, you're like, thank you, Mr. Rodriguez. And, and they are like, oh my gosh, they remembered me. Um, so, and those really are two very small things, but the impact that that has on someone is huge.

Uh, you know, you're right about especially remembering names, using people's names. Uh, I was actually just talking to a good friend last night He is, has been a dear friend of mine since high school. And he, we were coming back and he does such a great job of connecting people. And what I mean by that is he's not a networker. He's an IT guy. Okay. He's an IT guy, works for the federal government or actually a defense contractor that supports the federal government. But he does such a great job of not necessarily remembering people's names. But he does such a good job of like, he's very intentional. Like he remembers details, okay, about people, and then he connects other people. And I just think that there's an intentionality behind it to where I think sometimes that I can often be kind of simultaneously having a conversation in my head about something. I'm passively paying attention, whereas he really pays attention and can remember details about people's stories. About what they're going through, etc. Is there anything that you all were trained— like, can you think through of times where, okay, here's what we want you to do. We want you to start remembering people's names. We want you to make sure you have eye contact. Okay, great. But how did you then take that? How did they ensure that you did that? Did they do roleplay? Did they do scenarios, etc.? Because I think for a small business owner is listening to this and says, okay, yeah, I want that. That's what I want. I want a 5-star, Four Seasons level experience at my small business. Okay, I'm going to go tell my team at my Monday meeting, have eye contact, remember people's names, and then it's just going to go like, you know, they're not, you know, how do you actually embed it into the culture?

Yeah, well, I mean, we talk a lot. So at One Team, we kind of believe that the way that you do business falls under a 3-pillar, 3 pillars, we call it our cycle. And so for us, it's awareness, structure, and then habit are our 3. And so we say step 1 is awareness, it's understanding, it's am I doing, so if we stick with this example, like am I using people's names? I'm just, step 1 is I'm just trying to pay attention. When I'm on a Zoom call, do I repeat the person's name? Am I, do I notice that I'm constantly staring at the camera and making eye contact, or am I noticing that I start to look at my other screen and get a little bit distracted? Am I keeping other windows open or am I closing? Like, that would be step one is just understanding what your kind of process is. And then step two is that we start to build a structure that allows for that to exist. And so it can be something as simple as putting a sticky note on your screen at the top saying like, try to use their name 3 times in this conversation. Or, you know, I have a checklist of things I do before I get on a Zoom call. So make sure I put my computer and my phone in do not disturb mode. Make sure I've closed any open tabs that might distract me accidentally, like creating some of these structures for yourself. And then the third part of that cycle is, is habit. And so it's doing it over and over and over again. And in a lot of spaces, having accountability to be able to hold you to that. So in hospitality, it's very rare that you're at a front desk alone or that you, you know, normally we have multiple staff in a in an environment. And so having other people around to just remind you, like, hey, I didn't hear you use that guest name. Do you— did you forget? Or, you know, just things to— and just even talking about it, like when you have a team meeting, reminding people that those— that's the culture that we're building. We really— and I think explaining why is really helpful. So when you just tell people, or even yourself, like, oh, I want you to start using guest names, like or customer names or, you know, client names. Well, that's a lot harder than remembering why you're doing it. If you remember, oh, I want to use my customers' names because I like the feeling that they get of comfort with me and the trust that it builds, that is a lot easier to want to continue doing because you understand the value that it's creating.

Yeah, it makes sense.

Yeah.

Well, I love the specificity of some of those things. Like with a sticky note or something like that, as little small, in that case, analog reminders, which I think is actually really good because then that takes a concept of, hey, we want to make people feel a certain way, have a certain experience. Here's how to do it. But then here's how to actually make sure that we're executing it on a regular basis with some sort of sticky note and reminders. So I think it's really good.

I think sometimes we like we overcomplicate it. It's like, oh, I need this, I need a software to help me do it, and I need a system and all these things. And it's like, or you could just leave yourself a note to remember to help, like, right?

You know, um, yeah, speaking of that, I, you know, I love, you know, I love a lot of software. I mean, we, we use a lot of different things, and we do, you know, Slack and Zapier and Notion and all, whatever, all the things.

Mm-hmm.

Um, but like this is the best thing. This is like my little to-do list card that I have, you know, I get it.

I have everything digital and I still keep a notebook.

So, uh, there's just no, no substitute for being able to blend the two. Okay. Now, so funny that we're talking like right over my computer screen. I see a book, Excellence Wins by Horst Schulz, which I think, I think he was with Ritz-Carlton. I'm pretty sure. I think he wrote a book that was in hospitable-xylophone. He was, he's the founder of Ritz-Carlton. I could be wrong, but anyway, maybe it's Four Seasons. Either way. So I know he had came from that hospitality kind of background as well, but here's what I wanted to ask. That's on the kind of the negative side. There are times where the broader population can be very difficult to deal with. And there are times that there is something that can be legitimately out of your control.

Okay.

Now, there are times that there's something that is in your control. And hey, here's opportunities we have to fix XYZ. Does that make sense? What are the things that you all would do? And how will you train to try to maybe de-escalate situations so that the person then walks away maybe with a positive experience? Not every time, I recognize that, right? But if something is like, hey, I understand, let's say that they're an insurance agency owner listening to this and the company or one of the companies that they represent has canceled the customer or not handled a claim properly, right? Well, to the agency owner, that's not their decision. Okay. And so the customer, they're taking the heat from that, right? How, what's the right tangible ways that you guys were all trained to be able to handle and walk through some of those situations?

Yeah, I mean, I think it comes— it goes back to empathy. So I like to always acknowledge whatever I think they're feeling. So whether it's my fault or not, I don't think that it's your responsibility to take the blame, but I think it is your responsibility to appease the emotion. And so, you know, I can understand how frustrating this is for you right now. Let's problem solve ways. Let me tell you what I, what options I have available to me. Like, I think people, um, in hospitality giving the guest almost an option. So, you know, let's just think about like, oh, I want to check in early. Okay, well, your room's not ready. Well, if I just say your room's not ready, that's not really helpful. And I'm not the one cleaning it, right? So it's not me that is, but it's, I'm the face. But if it's, I don't have a room available at this moment, but here are a couple of options for you. If you'd like to go sit in the bar and go have a beverage, we're happy to come get you and let you know when your room is ready. Or if you'd like us to take your bags at this moment, hold them at the desk, You can go explore the city and we'll call you when your room's ready. We're happy to do that too, right? That's a very different experience that you're providing than just saying, I'm sorry, your room's not ready. And so I think it's coming up with ways that you can mitigate the situation. And it's not always— in both of those situations, I didn't solve the problem in that I didn't give them a room, right? I didn't. That's not in my power to do, but I'm coming up with solutions that make them, A, feel heard. I hear your frustration and I know that you're looking for something from me. Here are the things that I'm capable of creating a solution of. And that goes so much further when someone just knows that someone understands that they're having a frustration. You really get a lot more from people.

Let's turn our focus from external customers to internal team.

Mm-hmm.

What are the things that you believe from, you know, how have you integrated some of the, maybe the hospitality principles with internal teams and culture?

So it's, it's the same things, honestly, and it's just putting in the, um, making the choice. To do that. And I think the workplace has grown into, especially in customer-facing roles, we sometimes get into a flow of like, the customer is what matters, and people are supposed to bend over backwards to make sure the customer is pleased. And in the process of that, we lose the like humanness of treating people the way that they need to be treated at times. And so we really operate under the mentality of anything that I would do for the customer, that should start internally and then that will trickle, right? So all of these things that we just talked about in using names, giving people, you know, time, do all of those things are what you should be doing with your internal teams. And that gives them the, the energy, the recharge, the space to then do that externally. And that is is truly like the way that we try to coach our customers is do it first inside and then it will happen outside.

Yeah. Eventually you can only fake it for so long, right? I think I've shared this many, many times that in the past, but I want to be clear, I'm not just saying that this is all just in the past, that I don't still struggle with this. Even today. In fact, I'll even give an example. We had in our Blueprint program yesterday, we had kind of our first kickoff call, right? First week, technically, this is second week of the year, but feels like first week for all of us when we're recording this. And Tuesday is a heavy day. I have a really kind of busy, busy schedule day. And so, I don't walk in on a Tuesday with a little bit of anxiety per se, but maybe I'm a little more on edge. How about that? Okay. And something happened and I kind of sent a fairly curt Slack message. Okay. And the message that I sent was like, I mean, I was genuinely frustrated about something from a process perspective that had not been handled the right way. In the grand scheme of things, was it a big deal? No. Okay. Um, but it is something that needs to be addressed. I give that as an example for vulnerability to share this. Entrepreneurs, small business owners, almost across the board, very driven, very ambitious, very push hard. And God bless us all for doing that. Right? I mean, that's what makes business owners so unique is the way that they drive and push and persevere and have, as Angela Duckworth says, grit. Okay, so here's my question. It can be really difficult at times to then balance that hard driving with understanding, compassion, empathy, connection with the team, etc. I mean, I have found myself over the years flip-flopping to like too hard, way too hard in the paint. Okay. It's like, and then having to— I'm sorry, I shouldn't have done that. And then the other side going way too soft. And I have shared that and business owners have gone, oh my gosh, I struggle with the same thing. Like, I just, I kind of go back and forth. I have a hard time of regulating the right— we have standards and expectations. Et cetera, but at the same time, balancing it without burning everybody out in the process. How do we do that?

That's a loaded question. Well, first, I appreciate your vulnerability in sharing that because that is a hard step, right? To say like, I didn't react a way that I'm necessarily proud of is awareness. So congratulations, you realize it. And so that is, you know, a lot of people don't even get to that space. They just keep going and lose team members and don't understand why. You know, there's, there's a lot of, um, a lot of learning in that comes from just noticing the pattern. Um, I think there's a lot of different ways that I could answer this, but, um, I really believe that this is where the power of relationships comes into play. Each team member, each person responds differently to different things. It depends, I assume, at least I know on my team, it probably depends who you sent that message to in the way that they react. There are some people that are, they also go hard in the paint and they don't mind being reminded like, hey, you didn't follow the process. And it's like, hey, thanks for the reminder. On it. And then you might have someone else who takes it a lot more sensitively and is hurt by that. And so I think part of that is the relationships and the understanding that's built internally in the culture, the ability to, you know, have a relationship where you can pause, return back and say, hey, I don't love the way I handled that. Like, I want to apologize for that message. I was frustrated in the moment. And likely the person will appreciate that and be able to say, totally get it, I shouldn't have misprocessed anyway, right? So I think what I initially jumped to is, you know, we, we use a tool called the SDI. I'm not sure if you're familiar with that. It's the Strength Deployment Inventory. So 3 of the members of our, on our team are certified to be able to facilitate the SDI, but it's essentially kind of a personality test, if you will, but it focuses on how you are at work. So it's very— the questions are very specific to work. And we encourage, especially in small teams, teams to do the SDI and get this picture of not only their team and how they operate high level, but then be able to understand the individuals, what motivates them, what are their strengths, what are things that send them into conflict, so that you have this really interesting understanding of each other to be able to know— like, I can tell you right now, based on my team, I would know exactly if I sent a message like that who would care and who wouldn't, because I know their SDI portrait so well, and I understand the thing, you know, the people that are motivated by action and are kind of living in it— for them it's called the red zone— but those people that are living based on performance, they don't— they're not usually offended by something like that because they see the performance side and they're like, yo, I get it, me not following process totally messed up flow, and I understand, you know, But then a blue person, someone who is very focused on people and on feeling and all of those things, might be like more hurt by it. And so I think understanding the layers of the people that you're working with, what motivates them, what drives them, how do they react to these different scenarios, helps you as a leader know how to address those situations.

That's interesting. I, I, I don't mean to be disrespectful for as you were listening, as you were talking, but I was like, I'm gonna pull up SDI to see, to see what it is while we were on there. And I was like, oh, this is actually kind of interesting. I mean, there's a few things I've— gosh, I've heard of every other assessment that there possibly is from Kolbe's StrengthsFinder, clearly. Enneagram is obviously a really popular one. Myers-Briggs, DiSC, so on and so forth. Right. And this one's kind of interesting for sure. Like, I really like this one thing that it says is like, it views strengths as choices, not innate traits. Making them more agile to change. And I kind of like that too, because I can look back on, you know, from the time that I had my very first job selling Yellow Page ads to now, I think to myself like, no, I didn't have those strengths back then. Somebody, you know, gave me a compliment yesterday, which I appreciated. And I thought to myself like, yeah, well, I appreciate the— thank you for that. And I wasn't, You know, trying to dismiss it. Okay. I used to do that. You know, sometimes you just got to take it. And I thought to myself like, yeah, I've worked really hard on that. I've worked really hard. That is not some just God-given talent. And I think that sometimes when I don't want to take us too far down a path here, but maybe, maybe SDI helps with, with this assessment is that sometimes when people say, oh, you're just naturally gifted, it almost bypasses the part of like I've put in a lot of work to get there. Like, it's almost— it's a compliment, but then it's not a compliment if you say that's a natural gift because like, I've busted my butt over the last few years to try to get better in that particular area. Yeah. So is that a particular tool that you guys really use throughout in your programs to help? We do.

Yeah, we, we encourage and even include in our coaching packages the SDI workshop as part of kind of our starting in our awareness phase of getting to know teams and helping teams get to know each other. What's really interesting about it, and I like what you just said, is when you— if you took the SDI assessment within, you know, 10 years apart, the— what there's for— you get 4 kind of result pieces. And so the motivations piece, what motivates you, they say that rarely ever changes. Like, you have innate things that motivate you, and and that what drives you to succeed doesn't change. What does change is your strengths portrait, which is exactly what you're saying, is in different roles I rely on different strengths. In my years of learning, I've grown different pieces. Like, my test results as my strengths part would not be the same today that they were when I was working in banquets 6 years ago. And that is because you you show up differently. Um, they also— my favorite thing is they, instead of saying, calling anything weaknesses, they call them overdone strengths. And there's kind of this whole lens, and there's this amazing video that they do that basically shares like, a weakness is you doing a— showing up too hard in that strength sometimes, and the way that people receive that So they like to reference it as like music, right? Like if I am turning music on, as let's say how you welcomed me with music when I joined, you are like, oh, I'm creating this environment and Melissa's gonna feel so welcomed. But if I join and the music is really loud and it's not my kind of music, maybe you have punk rock playing extra loud, that might send me into a little bit of a conflict sequence and make me feel and you didn't mean that in a way to affect— you were trying to create a space that I felt good in, but because you aren't necessarily showing up in the same place that I'm at, it's creating a conflict, in, in their words. And so it's just a really interesting lens to be able to better understand, um, the people that you're spending all of your time with, working with, and really get to know what motivates them as workers and as humans.

So conceptually, I 1 million percent believe that there are some weaknesses that I personally have, but we all have. That is my strength in reverse. Like, it's this thing and it's the other side of that coin. So I definitely agree with that. Then there's some other ones where I'm like, no, that's a weakness. Like there's, there's, there's no strength tied to the thing. Okay. Like there's, I don't, I don't know what the inverse of that would be. Um, so I do get that though. Yeah.

Like what?

Uh, well, I'll give a simple one. Okay. I'll give a simple, I was going to give a kind of a more of complex business answer, but I give a simple one. Well, I struggle with names, remembering names. I mean, to me, I think it's like, I don't know what the inverse of that would be. I wish I would, but the one thing I wish I was better at, like, I'm now admittedly, have I done anything to try to get better at that? No, I haven't.

See, and I think the platform would argue that that's like a skill. That's not necessarily a strength or a weakness, but that's a skill. And so I could see that.

I could see that. Sure.

Um, but like, yeah, it's fat. I mean, we, we don't need to spend the rest of the podcast talking about it, but it— I definitely recommend looking into it. And like I said, we are, um, certified to, to lead the, uh, the workshops. So that is definitely something if people are listening and interested. That we are able to do.

Yeah, I think it's cool. I'm definitely going to take a look at that, take a look at that assessment. I think I have learned personally a lot of things about myself and about others through looking at things like the Enneagram or Kolbe or Strengths. And I do think that there are things that measure different aspects of, of people, right? And so we have to kind of take all of that with a grain of salt and not just attach labels necessarily, uh, to, to us. Uh, I, I, I, whether, you know, you label, like, I'm a 3 Enneagram. Okay. So like, do I walk around with like, I'm a 3 Enneagram? You know, that's my, that's just, I'm a 3. I'm a 3. You're gonna have to deal with my 3. You know, it is what it is.

Yeah. Yeah. Yeah.

You know, so I, I totally get that. Okay. So I'm curious. Um, One of my last questions I want to ask you with is, um, you, you talk about operational strategy. Okay. And I'm curious your thoughts on this, um, from really kind of a 30,000-foot view, especially for small businesses that, um, oftentimes the thing that the business owner is really, really good at. Is the thing that, uh, can hold them back. And some people are naturally very bent towards operational efficiency, systems and processes. And then, but some other people, uh, business owners are, are, are not. How do you help bridge the gap for some of those people that are not maybe initially as operationally systems and processes driven? As a small business owner. How do you help them to be able to get there?

Yeah, typically our clients are the, what you, the ladder that you just described. So they are phenomenal at the work that they started their business for, but struggle on the operational side of how do I actually implement and do, do these things. And I mean, I, I keep saying it, but it really is that same, our, our three pillars in our cycle of We do an awareness assessment, and when I say assessment, it's not a written assessment, but it's getting in the business, talking to people, understanding, asking you questions. You know, I like to say a lot, it's like when you go to the doctor, and if you go to a doctor and say, oh, my shoulder is hurting, and the doctor only looks at your shoulder, they're probably not a very good doctor. But if you are going to a doctor to say your shoulder's hurting and they do a full body assessment, they're likely going to find that your shoulder is hurting because your neck is out of alignment, or, you know, there's, there's typically a different root cause than the symptom. And so, um, we do a full team, full company assessment to understand and then start building these structures to help. And so I think when a lot of small business owners don't really even know where to start or what is maybe missing, like, I, I'm struggling but I don't even know what I need to make it better or easier, or they don't know that it can even be easier or done differently. And then that's where, you know, processes get created. And sometimes that's with systems. And all of the ones that you named earlier are ones that we use too with, with Notion. And we use Google rather than Slack. But, you know, same, same things figuring out, are there things that can be created? And then it's really teaching how to use and implement so that they can build the habits on their own to, to do it themselves.

Mm.

Yeah.

Yeah. That's the, the paradox is that what Goldsmith, what got you here is not going to get you there. Oftentimes the thing that got you to a certain level of business success is not always the thing that's going to get you to the next level of, of business success. And it's really great to always have somebody that can, uh, read the label from outside the jar because it's hard for you to be able to do it inside it.

Yeah. And I think the biggest The biggest thing is just a willingness to adopt a growth mindset over a fixed mindset. So knowing that there's plenty that we don't know, having a, you know, a hunger to keep learning and keep trying new things and not being stuck in certain ways, but open to seeing if there's something new that works better for you is such an important part of running a business.

Yeah, totally. Melissa, people want to connect with you guys. Where would you point them to?

Yeah, a couple, a couple places. We are on Instagram. So our Instagram handle is @oneteampartners.thrive, and that's one spelled out. I am on LinkedIn as well as our company. So Melissa Fackler on LinkedIn or One Team Partners on LinkedIn. As well. And then obviously our website is oneteampartners.com if anyone wants to go there also.

What do you feel working above the business means to you?

Yeah, you know, it's a, it's a good question. I think for me it's, it's being able to separate the emotions from the what is truly going on. And that's coming from someone— I am an Enneagram 2, I am a feeler, all of the things that we kind of talked about. I am very emotionally tied to things, but being able to step out of that and have a clear picture to just use as information, to be able to really look at something from an informational place and assess where gaps are, where strengths and weaknesses are showing up, and what needs to be worked on, that to me is working above the business.

Yeah, I love that. Some of the things I really picked up from today, you know, helping people to be able to feel seen and then some of the specificities that you gave about how to actually do that and really be able to implement and deploy. I actually like that word deploy into the business. Eye contact, using names, even having sticky notes, reminders, analog reminders. In front of your, in front of your team. Um, and then I, I really am going to look up this SDI. I think this was really kind of interesting and fascinating to take a look at that. And then I think also the third thing was whenever you mentioned about, you know, honestly, there's a similarity and it's the exact same path from your external customers to your internal team. Sometimes we think that there's two different things, but the fact is that they're actually parallel. Melissa, thanks so much for your time today.

Thank you. Have a great one.

Thank you to our podcast partners, Direct Clicks, Coach P Consulting, and Autopilot Recruiting. If you want to go into 2026, marketing is going to be a huge piece of that. We were actually just talking to our small business owners about how important your marketing budget and matching your marketing strategy is going into this year to be able to hit your growth goals. If you want to work with a partner that can help you to do that, go to directclicksinc.com/above-the-business. directclicksinc.com/above-the-business. As we go into the year, just like your marketing, so is your team. And when you start in the process of deciding, I'm going to hire a new salesperson, I'm going to hire a new, uh, service team member to come on. It's so important to work with someone who can help you to expand and to find quality candidates and to put them in through a candidate pipeline in a review process. There's just really none better than Autopilot. Go to autopilotrecruiting.com, autopilotrecruiting.com, and let them know you heard about them on the Above the Business podcast. As we go into the new year, Coaching, development of yourself and of your team is critically important. I just want to talk today, getting yourself around a community of other like-minded business owners is key. And if you're an insurance agency owner, go to coachpconsulting.com, coachpconsulting.com. He's going to put you in a group with other insurance agency owners that are trying to do the same thing. They're trying to grow and scale their insurance agency. David can help you to do that. Coachpconsulting.com. All right, everyone, hope you enjoyed that episode with Melissa Fackler. Go and check her out on LinkedIn, see their stuff on their Instagram page, oneteampartners.com. And at the time of this recording, we're a couple weeks away from our very first Above the Business workshop for 2026. And that workshop is all about traction and execution of the plan you put together back in December. So if you put together a plan and you want to be able to put rubber on the road for that plan, come to our workshop. Go to blueprintos.com/assets, blueprintos.com/assets. Register to come to our workshop and we'll help you to take the work that you did at that annual plan and be able to put rubber on the road and be able to get traction so that you can actually achieve the goals and the objectives you have for 2026. I look forward to seeing you there. Till next episode, lead well and go be great.