Managing Conflict with Customers and Partners – Small Business Show 191

The Small business show episode 191 for Wednesday, October 3, 2018. Greetings folks and welcome to the Small Business show here at BusinessShow Co the show by, for and about small business owners. Sponsors for this episode include timing for any, anyone billing their hours and more. TimingApp.com SmallBusiness we'll talk about that in a minute. And Gusto, we're@gusto.com SBS you can sign up for a free three month trial of Gusto's refreshingly easy payroll, benefits and HR. We will talk all about that shortly here here in Durham, New Hampshire, I'm Dave Hamilton.

And on the west coast, I'm Shannon Jean. I'm excited to be here today talking about small business, man.

Talking about small business. Yeah, it seems like that's all I ever talk some days, but, well, everything. You know, we talk about the charmed life a lot and this was somewhat intentional, but I realized it was also possible years and years ago that I could take most of the things that were my hobbies and turn them into the things that I make money with. Now. That means I've accepted the fact that there are some headaches in my hobbies occasionally that have to do with, you know, the finance side of it and all of that, but it's pretty good. But that also every aspect of my life is small business and tax deductible. So there you go.

Yeah, but it's good. I mean, it depends on the crowd. I mean, if you're around other people that are small business owners and have had the experience, it's great. Cause you can just see the excitement and you can talk and share ideas and stuff like when we talk. But if you're not, and those folks are probably not listening to this show, so I can say that if they're like a W2, get a paycheck type thing or whatever, that's awesome too. But then you're not going to have.

To remain that way, right? I mean, because I wanted to just offer that clarification because I know we have a lot of you folks that listen that want to do the next step, but right now you're in a W2 scenario. And I mean that, that's like, listen, that's how I, you know, built up some funds to do my first. I mean, it's, you know, like, yeah, you got to.

Well, we were just talking before the show about a, about a W2 situation for you. And then oftentimes if you're doing a side thing or whatever having a W2 is, it can Be helpful for. Even if you're running other small businesses or doing other things, but you know, the folks that are not interested in changing their. Their position or living that charmed life and jumping into small business world, it's tougher to have that discussion in both ways. One, they may not quite understand some of the things that you're getting at so that the back and forth doesn't go. But also, like, I don't. I can talk to you, Dave, about small. The stuff that's going on, and we go back and forth. But sometimes when I talk like folks, I feel like, well, I don't want to brag. It's not like I'm bragging. I'm actually just talking about what I'm doing. And I could have a conversation about, you know, the, the four or five different businesses that I'm involved in right now, but you kind of have to be careful who you're having that discussion with.

I find that on both sides of it, from the bragging and then the what. What seems like bragging and what seems like complaining, where it's like, oh, dealing with this headache or whatever. Like, I can tell you about it and, and it's like most of the time I, like, enjoy the headache almost. Yeah. You know what I mean?

Like, it's a puzzle you're solving.

I'm solving the problem, and sometimes I get emotional about it and it's okay. Like, it's good to be a little emotional. You, you know, you wind up finding a solution. You driven. Right. That's good. But. But at the same time, you know, people that don't run their own businesses don't hear it the same way Often. Not always, but often. And they don't. It's like, oh, he's just. God, that guy's. You know, he pisses and moans or he brags. It's all he ever does.

Yeah, I guess. I guess the thing is, know your audience. Know your audience.

Right? That's. I had to say that to somebody this week, but that's a different conversation. Yeah. Yep. Yeah, yeah, yeah. If you're gonna talk contract law, know your audience. But there you go.

Know your audience. That's right. That's right. So today we're. We're going to talk about conflicts and how to minimize. How to de. Escalate when you have problems, whether it's customer, you know, primarily customer base, but. But also, you know, employees, suppliers, vendors. I know you had a situation recently that kind of prompted some notes that led us to.

Yeah.

Decide to do a show on that. So let's jump into that topic.

Sure. Yeah. So, right. I was on the phone with one of our partners. I will call them customer, vendor. Like sometimes that line gets really blurred depending on what business you're in. Right. But it's definitely a partner. But I wasn't on the phone with him. I was having an email exchange and it was like, well, a couple of weeks ago we laid out the structure. This is a long time partner. And we laid out the structure of kind of a new thing we were going to do. Okay, great. Then it was a couple of weeks go by, we do our thing, we generate something and it's like, okay, cool, now it's time to, to implement the first one. And I get this note back that says, yeah, you know that like it's not really worth all the headache to implement that first one, for what it's worth. And I started writing the email, you know, of like, hey, dude, this isn't cool. You know, we talked about this, we did the work, we're making this happen. You know, it's not the intention for this to be a one off thing, but yes, there is hard work to be done setting up a new thing. But I, you know, it was very easy for me to start writing that email emotionally and all that stuff. And I, I don't know, I wrote, I don't know, whatever, half of it or something and I stopped and it was like, okay, this is going to go in the wrong direction or this is already going in the wrong direction. Like I can, I can continue to push it in the wrong direction and feel righteous and also lose, but I will be righteous in the end and that's cool. Or I can pick up the phone and we can talk it out and I can explain what, I can hear what he's saying, he can hear what I'm saying. Hopefully there's enough respect there over the course of our long business arrangement. But even sometimes with people you just met talking to him on the phone, when there's potential conflict, at the very, very least, and it's usually way better than this, but at the very least you are reminded that each other is human. And you know, it's much harder to be, to get, you know, abrasive and vindictive or any of that stuff, it's like, no, like nobody chooses to act irrationally. What's the deal? And we talked it through and I said something that I think turned the conversation around and I said, you know, look, I understand that what you need to do to kind of get this thing rolling is a pain in the neck. I said, how can I take your headache away so that this deal makes sense and becomes, in this scenario, sort of a passive benefit for you? And that changed it. It was like, oh, right. Ah, I see the end. Right. It's like I had to paint the goal of this being a thing that you don't have to pay attention to because it's our job. And then, you know, you're good. And that was. It turned it around, and then we wound up talking about our kids and, you know, all that stuff.

Yeah, yeah, that's really good. And I think that, you know, as I was up some notes to things to talk about on the show, a quote popped up in one article, and I loved it. And it says, you know, one of the biggest pitfalls leading to conflict is misunderstanding intention. Yeah. And especially when you're communicating, you know, in a written form via email or text. I mean, you really. You see that all the time because the other party isn't taking it maybe the way that you're intending it. And whether even if you're making a joke or you don't, you know, there is no nuance when you're sending that email.

Not necessarily necessarily.

Only a negative. Maybe a negative one.

Yeah. There might be nuance to you, but it does not translate.

Yeah, yeah, yeah. And so I think one of the things that really is important in the situation you just mentioned is knowing when to pick up the phone. That's really important. And not only for you, but for your employees and, you know, your team members, partners, whatever you have to come up with, you know, when do they know to pick up the phone? And you have to set up, like, look, when these. When a happens, just get on the phone when you have a problem with the customer. And oftentimes I found even if the employee can't reach the customer, just the fact that they left a message and they can follow up the email and said, hey, I tried to reach out to you. I really want to work this out. You know, that it goes a long way towards, oh, they do want to make the extra effort, because let's face it, a phone call today is really like the extra effort.

Right? It totally is. Well, and it shows that you're willing to be vulnerable. Right. Email. Yeah, I, like, I really think there's something to that there. Because email is. You control the entirety of your message. No, you know, there's. Right. You know that you can mislead yourself with that, as we just discussed. But you, you know, you're you're in your safe zone while you're writing your email. And I've done this where I'll write an email and then delete it and pick up the phone. Like, okay, I've organized my thoughts. If you're going to do that. A pro tip. Erase the person's email address from the to field so that just in case muscle memory kicks in and you send it. It won't actually send, but, but, you know, but that picking up the phone shows that you're willing to, like, you don't know how that person's going to respond. They may pick up the phone and you could get like a stream of fire at you, you know, like, who knows? And, and, and that shows, like, yeah, like you said, it shows that you care and you're willing to, you're willing to listen is what the phone does to me, I think.

Yeah, yeah, I agree. And I think that, you know, if you're going to communicate, I mean, let's face it, if you're in business, there's going to be lots of communication over email or chat or text or whatever it is, you know, your help system. And I think it, you really have to work with people or maybe find people, your organization or you train yourself, you know, how to communicate with that written word. And oftentimes you really have to kind of be. I always say you have to be over the top when communicating. I mean, things that you wouldn't necessarily do when you're talking on the phone or face to face, exclamation points. I mean, even, you know, dreaded emojis, I think they have a place in a business conversation to try to get those nuances in the sense of, you know, oh, I really do want to help you resolve this across to your customer, your vendor, your supplier, whoever it is, your partner.

Yeah, it's the I'm not trying to be a dick thing, you know. Yeah, there's a smile like, I'm trying. Or maybe it's not that, because maybe you are, but you are trying to help, right? You know, Correct. And I think that's it, you know, how can I help? Right? What's the answer? Yeah, yeah.

And it lends itself, I think, to some templated responses for your team. And we've talked about that here before with text expander and stuff. And you know how powerful that is because you can, you know, as a manager, you can set the tone. And not only is it good for your customers, but your employees in your customer service department, they pick up on it too. So Even when they're, you know, adjusting templates to fit the specific situation or writing their own emails, they know, oh, we want to set the tone this way, casual. We're here to help, you know, that. That kind of thing.

Yeah, that's a good point. You get to set. You get to choose, you know, and even your internal communications, like, I've noticed, you know, when I'll have, like, a sales rep or whatever come to me and say, all right, I have a problem with that, you know, with this client or whatever, and. And, you know, they're being unreasonable. If I agree with that. Like, it's one thing to agree and say, yeah, I see where you're saying they're being unreasonable, but, you know, let's see. Can we. Is there a mutually acceptable slash, beneficial path out? That's one way, right? The other is, yeah, f that guy, he's being unreasonable. Like, it may feel good, but yes, be very care. I mean, that. That is great for morale, but it sends. In the short term, but it sends the message of it's okay to feel that way about our customers. And maybe, yeah, maybe that's not the right message.

Yeah, probably not. And it's even like, you know, talking about your customers offline, you know, when you're in the. In the back wherever, having a discussion, if you're talking disrespectfully about those people or joking around or calling them idiots or whatever, you're definitely setting a tone, and it's going to impact how your people interact and treat those customers.

Absolutely.

And no matter how much you want to do it, you know, save it and do it to somebody, you know, talk somebody else about it because, you know, you want all those people treated with respect and you want to just remind your, you know, your. Your team, hey, those are the folks that pay the bills. I mean, they're paying our salaries.

So let's.

Let's do what we can to encourage them to, you know, buy more, pay more, do whatever, use our services more.

Well, and what I found is that I can get really emotional about something and say, you know, f that guy or whatever, and then in the face of more information and, you know, learning and digging in, or even just experience, which I guess is, you know, more information in a different way. Like, I. I find that I'm okay walking back on that to myself, right? Like, oh, maybe not, you know, maybe that guy's not a problem. Like, you know what? He. He probably said the same thing about me. You know, there's middle ground here. We actually can Work together. And oftentimes those relationships are the best ones because you sort of, you know, you, you have an emotional bond. It didn't start out as positive, but, you know, emotions, emotion. I agree. Time erodes the. The, the classification of it, right? So you have this emotional bond, but when you say, you know, screw that customer, he's being unreasonable to one of your employees, it may be far more difficult for them to walk that back than it is for you. I've certainly found that. Not with everybody, but certainly, you know, it's like, you know, I'll say that. And then weeks later, it's like, oh, yeah, we're doing this deal with so and so. And they're like, why? Like, that person's awful. It's like, oh, yeah, well, that's changed. It's fine. You know, and sometimes it's really hard to get them to, like, change with you. Yeah, yeah.

And I always would try to tell the customer service repegger, look, if you solve this customer's problem, they're going to be so loyal to us. You know, the best customers, I would argue, are not just the ones that bought something or used your service or whatever it is and everything was fine and you never heard from them. The best customer is a customer that had an opportunity to interact with your company, your small business again, and had their question answered, their problem solved, whatever it is, even something minor. Those folks are far more loyal because you stand out in their head that you solve that problem. And I think it's a great opportunity to take things that have been escalated and turn them into something really positive.

It is. Well. And remember, even though, you know, you're a customer service ninja, right? And you're going to handle it exactly right. Think about the customer that got whatever the service, product it is from you. That doesn't work, at least doesn't work the way they think it's going to work. And now in your mind, you are a shyster, right? So they call up the shyster to yell at the shyster. This is all in their head, right? They call up the shyster, they're yelling at the shyster, and the shyster says, oh, my gosh, that's awful. And then actually fixes the problem for them or. Or shows that they, you know, maybe they can't or whatever, but, you know, it does something to change the customer's opinion. Now, you were the same customer service ninja all the way through, but not in their mind. So you transformed for them. And that is an amazing thing for people to watch. You know, they were sure you were going to say pound sandman, but instead it was like, well, they're ready. Yeah, they're ready.

Yeah, they're ready for you to, oh, these people are going to, you know, screw us, we got burned. This is a bad deal. I mean, you know, they're ready for, they're ready for it. So they're ready.

Yeah, exactly.

Yeah. It's a great opportunity to change their mind and to flip things upside down.

Yeah, yeah. And it can be easy if you just, you know, can take emotion and, well, I don't want to say take emotion out of it, although there's plenty of opportunities where that's the right thing. But it's sometimes it's just adding the human element and remind everybody.

And I have, I have some more thoughts on that after, after, you know, we talk about our sponsors for a minute.

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Yeah, cool. So Back to conflict resolution and, you know, making things, you know, de escalating situations. I think one of the. I want to talk to this emotion thing again. But, but before we do that, there's some folks that I've worked with or that have worked for me, and I often have to remind them, and they're great people and they have a strong sense of justice, like what is right and what is wrong. And I think when you're in the. To be successful in customer service, you have to get that out of your head.

Yeah.

Because it doesn't matter who's right or wrong in that situation. What you're trying to do is resolve the conflict, resolve the problem. You're making business decisions here, not winning. Don't, don't, you know, make sure your employees and yourself, you're all in on this. You know, get your sense of justice out of it. Get your ego out of it, if you want to call it that, whatever it is. I mean, obviously, unless you're really. Somebody's trying to take advantage of you, of course. But I would argue the vast majority of the time, 90% or even more, you just have to solve the problem and think of it from a business standpoint. And I learned this, you know, over and over again when dealing with large and very successful companies. Like, companies like, like Amazon.

Yeah.

I can remember, you know, we, we did a lot of business in the, on Amazon, in the marketplace and that kind of thing. And I would see things escalating and customer service issues. And Amazon's pat. Patent response was, well, that's a business decision you need to make. If you don't want to give this person a refund or you want to really, you know, plant your flag in over this issue, you will have to deal with the repercussions, which could be, you know, bad feedback, getting, getting put, you know, suspended from the marketplace, all this kind of stuff. They said, we're not going to tell you what decision to make, but that is a business decision. And I think that sense of justice and what's right or wrong, you just have to get that out of the equation.

Yeah. And of course, you're saying this to someone that, that I, I am very much in. Always in pursuit of justice. And the problem is I've had some success with that. That's actually surprised attorneys in the past, but I have had a little bit of success pursuing justice. I've also had some failures, far more failures than successes pursuing justice. But, but you're totally right. Like, even when I've been in those Scenarios where it's like, okay, here it is. I'm gonna, I'm going to prioritize justice here. I am at least aware that I, what I am actually making is a business decision. And.

Yeah.

And you have to at least factor that in before you do it. And I agree with you and Amazon that 99, perhaps even 100% of the time, pursuing justice is not the right business decision.

No, it's not.

It's not. But sometimes it's okay. You just have to reconcile what are the risks. Okay, I want to pursue justice. It's going to waste a lot of my time. I might get to the end and feel like I won. I probably won't actually get anything out of it. I probably will lose future business with whomever it is against. I'm pursuing justice. And you know, like, is that enough? I think that's enough. Yeah. You just gotta be self aware about it. And I say that I'm in the middle of this right now. Largely I'm pursuing justice over employment law. And that's sort of a thing that's important to me. So, you know, it's fine. But I'm aware that because I like to do the right thing for employment law and I just don't want to be involved in anything that's bad with employment law. And you know, I feel like as a small business owner, that actually isn't a bad story to tell my employees. Right. I mean, it also makes me feel good. I'm, I'm, I'm certainly, you know, rationalizing with that last one there. But, but it's true, right? Like, oh, this guy actually cares and he puts his money where his mouth is. And okay, like that's cool, you know.

So, but, but as I said when we were talking about it, in that case you're kind of more of the customer.

It is, it's right, someone's, someone's very classifying me. That's right. Yeah.

It's very common for the customer to pursue justice. That is true. You know, so. Yeah, so what I think you have to do for yourself and for your team and your employees, you know, make sure that they have the tools to quickly solve problems, try to avoid escalating them. And because you only get so many chances before your customer or your vendor, supplier, partner, whoever it is, is going to be, going to be upset. So you've got to have a clear and really well communicated set of tools to your, to your people. And I think the first one is, you know, what are the guidelines for solving problems and you know, these may be some, some policies, but hey, this is how we do it here. So they know, okay, great, I take these steps, this is how I respond, and this is what I can do. I've got some autonomy in solving problems. If you're, if you say, look, anything that's under 50 bucks, just do it, or 100, whatever that number is. It depends on your business, maybe a thousand dollars and you want to resolve problems quickly and make sure that they don't have to stop and go ask permission on how to solve it. And I think one of the really important things, tools to give to yourself, whoever's dealing with customer service, is the, you know, given permission to apologize even if you're not. Even if you're right. And I'm quote in, you know, justified. You can, yeah, you can say, hey, oh, I'm really sorry that things haven't gone right here, because you probably are right. And you don't have to say, oh, I'm sorry we screwed up if you didn't screw up, or I'm sorry that product didn't work because you didn't know what the hell you were doing when you used it. I mean, there's of course, all those kinds of things, but hey, I'm sorry that, that we're here right now, but I'm going to help you get things solved. And when, you know, another tool is, is helping these people everybody understand communication skills and words to use and phrases to use. You want to use phrases that are calming, like, hey, we're going to resolve this quickly. We're going to figure this out together. I'm committed to making this work, you know, and you want to not use words like, well, our policy does this. And you don't want to, you don't want to be vague. You don't want to say, I'm pret sure. Maybe not our fault. I mean, this kind of thing. Just don't use those things.

Yeah. And don't tell. And I'm saying like, as you're saying this, I'm thinking about this current thing that I'm dealing. It's just, it's a stupid headache, but whatever that I was dealing with. And you know, you're saying a lot of the things that they have said to me. And one thing that actually was communicated to me, which again, this is a great lesson to experience this even though it's sort of crappy and a time waster, but it's not because here we are. Was they communicated how unimportant I am to them.

That's terrible.

Yeah. They said, I think you are overstating your importance in the grand scheme of things here. I'm paraphrasing. So as to.

That's a failure.

Yeah. Oh my gosh. It's like really? Certainly I could look at it and see that. But do you don't want to say that aloud or in an email or something like. That's just not gonna go your way.

Yes, that's correct.

Never. Never. No.

Yeah, yeah, yeah. And you know, you talked about emotion, you know, before, and I think that maybe a better word for it is empathy and getting that empathy across. And I guess you're showing emotion so the customer understands that, hey, I'm really sorry I'm having to deal with, you know, we're having to deal with this, but we're going to get it taken care of. And that really helps to build trust. And you know, when they're, when you're working with those customers, you got to downplay the parts of. Because, you know, there's certain things you're not going to do. Right, right. You're not going to just do something crazy because the customer demands it and everything. But play, play up and focus on what you are able to offer. Because if people feel like they're getting taken care of and they get the sense that you do care and you have empathy for their problem and you're committed to resolving it, they're usually pretty reasonable. And it comes back to, we've talked about here on the show a number of times and we'll put it in the show notes. It's the two token concept of customer service by Jean Louise Guesset. And that that concept in a nutshell is that there's only two things that can happen when you have a customer service issue. It are two tokens, if you will. And the one token is someone's really, really upset and they think it's a big problem. And the other token is, ah, this is not a big deal. So if a customer comes to you for a problem and you take the token that this is not a big deal, guess what? They're going to take the other token that says this is a huge deal.

This is a huge deal. Yeah, you get to choose the one.

Yeah, you get to choose right at the outset. But you can only choose once, you.

Know, really, you cannot, you cannot go back on your choice. Especially if you choose. It's not a big deal. Although, I don't know, I mean, you.

Can admit, I guess if you, you.

Review it, you can say, hey, I'm really sorry. You know, I, Yes, I started this the wrong way. You can walk it back. Look, here we are. And like, couldn't possibly have more egg on my face. Let's. Right, let, let. If you may, if I may. Would you please let me start over here? You know, and then, and, but you have to be sincere when you do that. Of course, I, I like to say when you, you were saying before about how, you know, you have to be willing and show people like you show empathy, but also, here's what I can do for you. I. In those scenarios, I always say, you know, when the customer is asking for something that is truly unreasonable or simply impossible or something you are not willing to do, I always say, remember meatloaf, right? I'll do anything for love, but I won't do that. Right, right. And it's. But remember meatloaf, you know, and because there's. Because if you say that to someone, like, I really want to turn this around for you. I really want to make this right, but I can't do that. You know, like, it shows that you're, you know, you're still willing to hear other ideas, but, like, we need to take that one thing that you're demanding off the table. You know, it's just like, I can't do that. I can't do it. Yeah, okay.

That's right. And I think that, you know, another thing that your people or even yourself, you need to have is what is the clear path if things do escalate? Because sometimes it is going to escalate and sometimes it's just the wrong person matching and you need to get them to another employee or whatever it is, you know, who gets involved next without some delay. You know, if you got to work with, work things out, and if you're the person that gets escalated to, I would suggest you try to resolve it with the employee in the, you know, offline, if you will, or in the background.

Without the customer or vendor involved.

Yeah, without the customer. And then let that same employee go back with your guidance and try to resolve it. Because not only I think the customer feel will feel better, but you're teaching that employee, partner, whoever it is, oh, this is how I would suggest we do it. Or oftentimes you just have to ask them what do you want to do? And people get what happens if you have the best. What do you want to do? If you have loyal employees, which I hope you do, they feel strongly about fighting for your business and not giving up things. So sometimes you have to talk them off the edge and say, hey, it's okay. Let's do it this time for the customer. Let me show you where we kind of screwed up or whatever. And they'll pick up on that. Because you need to have that flexibility in policies can be really tough for your customers and for your employees. You need to have good ones, but they can't be so inflexible that it drives everybody crazy.

Right. Yeah. You need to have limits because you can't give away the keys every day. But. Yep.

Yeah.

Yeah.

And, you know, I know we're running a little long, but I do want to mention a couple last things. I think it's also important and realistic to realize that some people are just not meant to do customer service. There are some folks. Yes. And it's okay.

Yes.

Maybe they're good at something else. It's okay. But you need to make that decision. And, you know, people that are really good at customer service seem to be, you know, they understand that two token concept. And they also, you know, Scott Adams talks about it a lot, about pacing and persuasion. And what you're trying to do is pace the customer. If they're upset, let them know, hey, I'm upset, too, that this happened, and I'm going to get it resolved for you. Get on the same side of the table. It's one thing you like to say a lot, Dave. What can we all agree with? What can we agree with to start.

What's the foundation of this?

Yeah, yeah, you can start the whole resolution, you know, de. Escalation thing with what can we agree with?

And it might be as simple as we both agree that it sucks that we have to deal with this. Okay, great. Okay, cool. Like, agreed. I know that that sounds trite and. And cliche, but trust me when I say it works as long as it's true. You know, But.

Well, maybe it's. Maybe. Yeah, maybe you can't even agree about this situation, but maybe you. Like you said, Dave, you. You wound up talking to this person about kids or whatever, and you had something in common. What is it that you have in comm. Person that you can then base? You know, oh, wow, man. I've been in that situation before. I bought Product X and I couldn't get it figured out. So let me try to help you get it done. You know that little nugget that they go, oh, wow, this person's just like me. They're a human. They want to get this figured out. You know, that. That's great. So.

And I will say one last thing if you can, especially if it seems like you're not agreeing on anything. Even if you can find one tiny little thing where you can pause, let out a sigh and say, you know what? You're right. Like that in and of itself is huge. In one of these scenarios, like give up a little angry, you got to give up a little, you know, because it's a negotiation that we're talking about here. It's just a different type of negotiation than say, a deal or, you know, a new partnership or whatever. But you know that. Yeah. You know what? You're right. Like, it shows that you have an open mind. That kind of thing. Yeah, Right.

You're going to get it.

Yeah.

So lots of good tips here. We'd love to hear your tips, things that you've done that resolve conflicts or tools that you give to your employees. Feedbackusinessshow.co. or visit the Small Business Support Group at businessshow co. Facebook. Tell your story, ask your questions.

That's it.

Thanks for listening, folks.

Thank you so much. Keep living that charmed life, will ya? See you next week.