Turning Small Business Mistakes Into Profitable Opportunities –  SBS 85

Small business show@businessshow.co Episode 85 for September 21, 2016. Greetings, folks, and welcome to the Small Business Show. This the show, easy for me to say. By, for and about small business owners. Here in Durham, New Hampshire, I'm Dave Hamilton.

And in Lafayette, California, I'm Shannon Jean. You could just say bfa. Right. By, for, and about.

By, for and about. I like it. Oh, yeah, we're going to actually do an entire episode in nothing but acronyms.

That'd be good.

Oh, it'd be awful.

And corporate speak, you know, like buzzword compliance, surfacing, leveling up, and channel partner and solutioneering. Yeah, yeah, all that stuff. That's crazy. How are things out there?

Things are good. A little crazy, but, you know, that's good. I've completely over committed myself for the month of September with, I mean, not only, you know, the general business stuff that I do, but I'm actually part of two theater shows right now.

Oh, yeah?

Yeah. So it's a little much. And I didn't. One of them's. I mean, it should have. If they were normal theater shows, it would just work out, but one of them is not. And so it's requiring a lot more rehearsal. It's a cool thing, but it's just a little different. And so I'm a little more involved than I anticipated being.

But doesn't that kind of make you. And we've talked about it here for a little bit, but doesn't it kind of energize you when you have to hustle and you're running around?

Yes, it does. When I'm not feeling overwhelmed. Yeah.

It's a balance there.

Yeah. And it took me. Now I'm actually okay. But I was out in California. I was doing those gigs with Paul Kent in the house rockers right near where you are. And then I came back and realized, whoa, I have like three days before, like a month's worth of rehearsals that happen every night start. And I was just a little overwhelmed. Like, what have I gotten myself into? This is not what I anticipated for this. And it turns out it's not quite that much of a commitment. So, you know, but just getting through that and getting started with it was sort of this thing of, oh, holy crap. But now that it's sort of flowing and everything's good, it's like, you know what? Nope. I am in control of this. You know, it's all fine. Everything's gonna be fine. And then, yeah, it. Because I have limited time because of these other things. It does it makes me more productive in a general sense. Yeah.

Yeah. I love it.

But I went through a couple of days, and it's rare that I feel overwhel, but. Yeah, coming back from California, and I was back for, like, three days, and then we went away for the weekend, so I was, you know, short on sleep and a little out of sorts just from traveling and all that and processing all of this at the same time. It was. Yeah, it's. I mean, I've felt it before I knew what was going on. It's like, oh, yeah, I'm actually feeling overwhelmed. Okay. You know, I mean, you just deal with it, but. Yeah. Yeah. It's not a common thing, but.

No, it's good.

When you power.

Yeah. And when you. When you power through that, I think it's important to recognize it and, you know, add it to your success list.

Your mental health on the back. Yeah, yeah.

Your. Your mental version. Your written whatever it is that you.

Yeah.

You know, I think it's really good because. Because certainly next month, when things are falling, you. You. I think it's a natural tendency to kind of forget about it, but actually, you powered through it. You. You know, you achieved something and. And, you know, you didn't let anybody down. Which is my. My overwhelming motivator often when I get, you know, loaded with projects and involved with other groups is, oh, I can't let these guys down. I have to just power it, power through it. So.

Yeah, it's true for you. Yeah, no, that's. That's the key. What happens, though, is, is when people give you opportunities to let them down, and then you, you know, and then you can just do that sort of without any guilt.

Yeah.

That's not always a great thing. And a little bit of that's happening here. There's some. There's a mild amount of disorganization with one of these projects.

Sure.

And so it's like, all right, fine, if you guys are going to be disorganized, great, but I'm going to take. I'm going to capitalize on that and. And spend that time, you know, on this other thing and power through. But that's, you know, you have to be. I always say, you have to be ruthless with your time. I agree.

Yeah. You have to say no all the time.

All the time. Yeah, yeah, yeah. And sometimes. Sometimes I. In retrospect, I can look back and say, you know, I negatively impacted that project by simply being logical and ruthless with my time. You know, it was somebody else's vision that I was Imposing my structure on. And maybe that sort of pulled back a little bit from it. If we sort of let it happen the way they planned on it happening, it might have been a little better. But you can't. I don't know.

Yeah, you never know.

You never know. Right?

That's the thing.

Yeah.

So today we were talking about topics. We had a guest that had to reschedule, but. And you had a. You'd mentioned some. We're talking a little about social media, if we have time. We'll talk about how to maximize other people's mistakes, and we'll get a listener question that also has to do with social media. So let's get rolling.

Yeah. So a friend of mine, also named Dave, and I did not change the names to protect the innocent here because no one's innocent. And this happened very much in public. Posted something on his Facebook and Twitter feeds the other day about his reasons for hiring or. And specifically. Well, for hiring, but not. Also not hiring someone. And what he said was, I. I need to hire a photo editor. And. And he had posted about this online, and he got a ton of, you know, a ton of responses.

So he. He posted, hey, I'm looking for the someone for this position. And everybody.

Okay, he got a lot of responses, and. And then he published, and it's still up. And it really shouldn't be up. He should take this down. But, you know, he hasn't. He needs to live his life. I'll live mine. Good guy. His heart's in the right place. I'm going to say that before. Before I read you this tweet, but it's. It's also on Facebook and it says, I posted that I was looking for a director of photography, got flooded with submissions. How did I choose? Easy. I picked the one woman.

Wow, that's. Yeah, that's. That's. That's not a good tweet.

No. And.

And then.

And then he followed that up by saying, obviously, I checked her real, but I happily skipped a long line of guys to do so. And someone commented. I. I sent him a note privately because I didn't want to fan any flames publicly, you know, but I sent him a note privately, like, be very careful with what you're doing here. You know, your heart's in the right place. But, man, like, this is dangerous. And. And someone commented on his post and said, you know, I. I'm aware of the current climate, and. And it's great that you're giving this opportunity to a woman, but in the eyes of the law, what you did is gender discrimination.

That's right.

You know, it, it cuts both ways as, as it should. And, and his reply was, look, if a one day non union freelance gig for a music video is someone's hill to die on, so be it. It was like, aha. He doesn't understand the bigger picture here. Yeah, right. Because now this has, I mean, maybe one of the, you know, how many other people applied, want to sue him for not hiring them. Yeah, fine. But what happens five years down the road when he needs to let someone go or does another round of hiring?

It's a pattern.

It's a pattern. And you know, you will lose these cases so fast as an employer even without any history or proof that you have a bias. But this now someone, you know could, theoretically, I mean it's, I always say the Internet's like Vegas. What happens on the Internet stays on the Internet. Yeah, right. If somebody digs this up five years from now for a much bigger opportunity that was lost, he could, I mean this could be a huge liability, not just for him, but if someone, and this guy has always worked on his own, so I don't know that he would ever work for a large corporation. But if, you never know. But. Right, but if he were to be working for a large corporation and made a hiring or firing decision now, this could reflect poorly on that corporation and they could be subject to a massive loss.

Oh yeah.

Oh yeah. And I would lose it or sell it out. Yeah, yeah. Not going to win these.

No, that's right. A couple of comments. One is, you know, it would be interesting to hear his reasoning behind it, whether it was, you know, where he's coming from and clearly I agree with you, he doesn't get the bigger picture. And two, if down the road something does go and something like this comes up and there is some kind of legal proceedings, you're going to talk to an attorney and attorney's going to go, oh, you know what, you need to just settle this and we're going to pay them x tens of thousands or hundreds of thousands of dollars to settle this and make this go away.

That's right.

And hopefully you have insurance, this kind of thing and you're not going to want to hear that. But, but that's what attorneys do, you know, they're going to try to minimize your damage. And if someone brings up or you've got this stuff out there and it's actually, you're much more open on social media than I am and I do post some stuff public, but a lot of it. I don't because I worry that how it's going to be taken. Oh yeah, and certainly I don't post any, I would never post anything like that because I have decades of experience hiring and firing people. And you know, you're really, I, I hate to say it, but as an employer you're really guilty until proven innocent.

That's the thing. That's exactly right.

Yeah.

That's a good way of saying it. Yeah, yeah.

And you can totally prove your innocence. But you're going to pay for that opportunity. There's no way around it. You're going to pay with your time. You're going to pay money and you know, it can really frustrate you. And I don't want to go on a, off on a legal tangent, but he needs to get, seek some outside advice I would suggest and, and you know, get a little, get educated about it and you know, post some kind of follow up. I would say only if it's sincere, I guess but you know, hopefully it would be and be like, oh, I realize it now that you know, somebody is telling me about it. So yeah, that's, it's very, that's interesting. And dangerous.

Very dangerous. Yeah, yeah, yeah.

So you got, you got to be careful and it's such a great platform. You know, all these social media platforms are just an awesome tool but like, you know, you have to use the right tool in, in the right place. You just didn't even need to make that comment.

No, no. And now he's, you know, his, his feed is now full of things where yeah, you know, he's, he's clearly chosen this as, you know, as an ax to grind, if you will.

Yeah, well. And you know, that follow up comment just pours gasoline on your little spark that you sent.

Here's, here's another comment. Lots of people have warned me that I could get in trouble for declaring my preference to hire a female dp. All of them have been male.

Like dude, yeah, see we can laugh about it because we don't, we don't do that.

No. And yeah, my question to him was has anyone indicated that these warnings are incorrect? Gender aside? Like have you talked to an attorney about this?

Yeah, absolutely. And that's what, that's what he's doing. And you know, as a, when you're a new employer move kind of, you know, building your business, you, you learn quickly. I mean there's all kinds of, I mean I knew nothing hiring my first, you know, you tend to hire your friends and this and that. Or friends of friends. And, you know, as a. If you're a young person and just getting going, you know, there's a little wiggle room, you can make some mistakes. You kind of get out there as you're, as you're learning. It's kind of like you have training wheels, you have your first people, and maybe you're even just paying them cash. You never know. Slowly you, you build up your, you get educated over time. It only takes a couple of mistakes before you go, oh, wow, I really need to go take a class or I need to get some outside advice I need to do. You know, I really have to hire an HR person that can keep us in compliance, all that stuff. You know, if you have the benefit of growing your business steadily over time, but a lot of companies don't have that, you either are jumping in, maybe like this guy and hiring like that, or you're a company that's growing so fast. That one example is, you know, we just, I think a couple years ago we started using an outside HR and healthcare broker called Zenefits. And I had read a lot about them and they seem really cool, kind of a new take on the way things are and letting your, your employees deal directly with them for a lot of HR stuff took the burden off of us. There was no charge because they get paid by all the providers. And then after, I don't know, maybe about a year, then a lot came out about that company that they were not in compliance with. Almost. Well, I don't know about everything, but a lot of the things that they were doing were just not legal. And so they had to go back and they're kind of still in the process right now. Oh, you know, we have to do this. We actually have to have these licenses, we have to have these. Our agents have to say this and they can't say that. And so we've kind of been on the other end of that. So it could go both ways. So if you get an education a little bit at a time, you know, I think that's. Well, speaking of my experience.

Yeah, no, and you're. I mean, right. Mistakes are going to happen, whether it's something like this. I mean, you know, we've all put our feet in our mouths at various points in time. And the question, you know, there's that the saying goes, that which does not kill you makes you stronger. And that's very true. The problem is any one of your mistakes could, you know, quote unquote, kill you or kill your business, you know, but it could put you in a scenario where you can no longer afford to work for yourself.

Correct.

And that's where you need to. You know that. And I get it. You know, my buddy Dave, like I said, I know him very, very well. His heart is absolutely in the right place with this. Right. You know, he doesn't like to see gender inequality.

Sure.

It's very important to him. And so in addition to hiring someone that I'm sure he feels is certainly a qualified person for this position, he's very proud to have been able to do that also by hiring a woman. And you know that. It's great. I totally. I mean, we're both fathers of daughters, you know, there's lots of resonance here. However.

Yeah. The purpose is to look at the data without even knowing the gender.

Right, right.

And hiring the key. And hiring the best person. You know, I don't believe if you talk to any, you know, I don't know, speculate. But most, you know, women that want equality and. And even men in. In the workplace, it's not that they want a preferential treatment. It's like we just want the same opportunity.

You don't want anyone else getting preferential.

Yeah, yeah. And, you know, that kind of stuff. So it. It's an interesting dynamic.

You know, it's interesting. And there is the hypocrisy of it. All of, you know, he's against gender bias. And to show that he's exhibiting the worst kind of gender bias.

Yeah, that's right.

Yeah.

Yeah, that's right.

I mean, but that's actually. That is what it is, but it's not. That's not the important part of this. The important part is be really careful. No matter who it is or why you've chosen to hire and fire someone, never ever state your reasons publicly.

Yeah, I mean, I guess.

I guess hiring. I mean, you know, hiring someone, perhaps. Yeah. Look, we were able to get this great rock star. You know, this person was, you know, head of sales over there, and, you know, grew them from, you know, 1 million to 10 million a year. And we're really happy to have them on board here. We look for great things. Right. I mean, that's great. But now you're talking about, you know, qualifications.

Yeah. You can't do it. Yeah. And. And, you know, when firing somebody, you really are limited because you typically. You get calls for references and things. And, you know, it's come down to. Especially in California, you know, we only answer a couple of questions. Here's. Here's the. When they started. Here's when they, you know, left and, and we often will, they'll ask us, you know, are they eligible for a rehire? Yes. And, you know, you can say yes or no, but they're going to dig a little more. You have to say, I, you know, I really can't discuss it.

You can. That is. That is a one word.

Confidential. Yep.

And. And that's right. Yes.

Yeah.

No. And the reasons are confidential or. Yes, and the reasons are confidential.

Correct.

That's it. That's the answer to that question.

Yeah. Yeah. So talking about. So that's, you know, it's a fascinating. I mean, I look at that and go, wow, that's a huge mistake that has, you know, could really bite you in the butt decades down the line. Right?

Decades.

That's the thing in ways you can't even comprehend. I mean, and we could, if you look online, you could find example after example after example. I mean, you know, the head of Mozilla lost his job because of a position. You know, he had made a comment about a decade before on his position on same sex marriage. And whether you agree or disagree, that's not the point of what I'm talking about is it just comes out it, you know, things, people dig for things. And, and if you're publicly stating them, you need to be comfortable and you know, you got to be careful. Right, Got to be careful. But mistakes. So we're talking about mistakes and you and I, just before the show here, we're, we're discussing that. And there's oftentimes when people make mistakes, you as a small business person or a customer of a supplier, that kind of thing. I think it can be a real opportunity for you in a number of different ways. And I'd like to. Let's spend a few minutes chatting about that.

Yeah, of course. Yeah.

In my position, I've spent years and years where I'm always buying product and trying to get new relationships with new suppliers, new companies, new individuals and off. As is always typically happens, mistakes are made. And you can handle mistakes, I think in many different ways. And I think probably the best way that I found that I handle them is I kind of look at them as opportunities. As long as they're not too devastating or you felt like you got defrauded, you know, somebody's trying to defraud you of something, but if something happens and you don't get quite shipped the product you thought you were buying or the condition is very different or the product's late or that kind of thing, to me, that's Like a wedge that you can use in that to open that relationship up a little bit more. And what I mean by that is, if you handle it right, you make a phone call, say, look, you really, you know, this is a real problem for me. And there may be some monetary adjustments in there, but human nature is when somebody screws up, they tend to want to do something for you. They. They want to make it right. And, and even beyond making that particular thing right, the next time you go to have some dealings with them, I would, I would argue that your relationship is going to be better or your position. Maybe your bargaining position will be a little bit better because they screwed up last time.

Yeah, very true. Yeah, yeah.

And. And I've used it over and over and over and not in a, like taking advantage of a situ. Well, I guess it is taking advantage of a situation, but not in a negative way. It's. You look at this, something shows up, we open these boxes up and like, well, this is not what we bought. Or, you know, we're short this or short that. And I would always re. I would call the supplier and say, hey, you know, this assistant, if it's not too expensive, hey, I tell you what, let's just. We'll take care of it on the next deal. Yeah, that always as benefit us down the road.

You just bought a favor.

Yeah, that's right. It's like the Godfather.

That person didn't offer you a favor and you bought it from them anyway.

Yeah, that's a good way to look at it. You are. And you're going to get. Like, in our business, when we're buying tons of product, the hardest part is finding that product. Always, you know, the selling it is always not difficult. It's the getting it right. And so if you have a supplier that has screwed up really bad, or maybe even not really bad, but you can kind of phrase it as, wow, what an inconvenience this is, or this kind of thing, but you can be cool about it and buy that favor down the road. You're also going to probably get the first opportunity at the next deal that comes along.

That's right. Yeah. Well, you've now built it in addition to. I mean, we can be Machiavellian. Machiavellian. Easy for me to say about it, but. But really what you've done is you've bought some trust. Right. You're showing that, hey, you can make a mistake with me and I'm not just going to blow up for it. Right. I've always thought of These kinds of mistakes as having the ability to really fast track a relationship. It does because, you know, you have to go through some sort of difficult thing in order to develop trust. There's no other way to do it. Right. You know, if things were all roses, you don't really know if you can trust someone. You know, it's just working the way you expected it to and there's maybe there's some trust in that. But. But again, you're not going to trust them with your secrets because you don't know how that's going to go. Right. You need to see, oh, I accidentally let you see one of my secrets and wow, you didn't hold it against me. Great.

Sure.

You know, that kind of thing really helps.

Yeah, it does. And I think that it's just as powerful on the flip side from the customer if you make a mistake to your customer. You know, I always post when we sell on these marketplaces, and I always add a comment to the bottom of all their listings, is that, you know, the true measure of a company isn't how cheap they sell something for, but how they handle things after the sale, you know, especially when there's a problem. So, you know, you sell stuff and it goes out and oftentimes people don't even remember where they bought it from. But if you sold something or provided a service and there was a problem and you resolved it quickly without any complaining and really to their satisfaction, where they felt like, wow, this, they really listened to me. They are, they are going to remember you. They are going to recommend you. And you, you have that trusted relationship to your point, so you got to use it on both ends, you know, And I think it's a really powerful tool that often gets missed and people just get upset. Like if, you know, you got some, you bought something or you ordered something, whatever happened from your supplier, and they, you think, oh, they screwed us over and they sent us a bunch of junk or whatever. Well, you can say that to your, your team and talk about it, but then you have to strategize and say, okay, how do we use this to our advantage? You know, maybe you get a little better pricing. Maybe they throw in free shipping next time, which can be significant if you're buying truckloads of stuff. Sure. You know, you name it. Whatever benefits your business, keep that in your pocket to bring out the next time you deal with that and go, hey, look, you know, you know, I was, and you shouldn't have to say this, but it's like, hey, I was pretty Cool. When you burned me on the last deal. Let's make it right this time.

Let's make it right. Yeah. Oh, no, you can. And you can totally play that card. Yeah, yeah, yeah.

And I'm not talking little companies that screw. I'm talking big, big. I mean, I've had, you know, Fortune 500 companies that have just been like, oh, we really made a mistake. And oftentimes it's usually those kinds of places because they don't have great controls in place.

Well, that's it. They're Fortune 500 companies are just lots of individual people working well together in some way.

Yeah, that's right. In some way. And so, you know, getting those relationships and I think it used to be much easier, but it's so different now with the way that it's just like everything else, the Internet, it's just changed those relationships. But getting that, that wedge in there and calling them right away and doing, doing it in such a way where you're not just blasting them, I think, I think is a great thing. And it's definitely an arsenal or a tool that should be your toolbox.

Yeah, yeah, totally agreed. And you know, the thing is it can actually work to your benefit if you're the one that made the mistake.

Yeah.

I mean, it, you know, I've been in that scenario and it's because it fast tracks that trust relationship. Right. If in the same way, it doesn't, it matters. It's better if they made the mistake, trust me. But it's not, it's not the end of the world if it's you, you hand. You have to handle it properly and, and you have to eat a little bit of crow.

Often you do. And you're probably, maybe you're not going to make any money on that transaction.

Right. Yeah. You to kind of accept that. But you might have somebody that you can work with down the road. You know, the, the worst thing to me that happens in business is not me making mistake, but is a supplier or a vendor or a customer that I've had for a long time. And then the point of contact changes.

Oh, it's miserable.

It's awful. It's miserable. You have to assume, in fact, you, it's, it's not even that. You have to assume that you're starting at zero with them. You have to assume you're starting at less than zero because they want to prove that they are going to do whatever job it is they're doing better than the previous person. And so I always, I mean, I know we're tangentializing here a little bit, but I always feel like as soon as you get a new, especially if it's a customer that's, you know, regularly buying from you, you have to go to whoever the new person is and say, I'm so glad you're here. You don't want to badmouth the previous person, but you want to play to the fact that this new person's going to have some great ideas. I want to hear your ideas. I think it's time that we change things up. We had a good thing going for a little while, but, you know, now that you're here, let's take a look at this. Let's rebuild something that works for you. And you know that you have to.

You have to be ready for that.

Otherwise, you'll lose the business nine times or you'll lose.

Yeah, from my supplier discussion, you'll lose the supplier and the source.

That's just as bad.

Yeah, it is. And so here you've kind of. I always just joke around him like, oh, you know, we've just got this guy trained well. You know, he's worked with us for a year, two years, whatever it is, and all of a sudden he's gone. And not only to your point of starting at less than zero, the new person is going to bring their relationships with them that they already have. So you really have to scramble to get your voice heard. And any mistakes that might have happened that weren't documented, you're like, well, I don't know anything about that. So, you know, you just lost your, you know, your tools. But, you know, go up and, like, look at the. Go up Yelp and search for Tech Restore in Concord and look at some of the best reviews we have up there. Often it's when a problem happened and we solved it. And, you know, I'm constantly blown away when things happen and I'm the customer and I bring up a problem and nobody offers to give me my money back. Nobody says, hey, let's just get you a full refund and you can send it back. Now. Amazon does, but most other companies don't. And so I tell all my employees the first thing. Hey, first and foremost, I'm really sorry you're not happy with xyz. Whatever. I want to let you know I'll be glad to get you a full refund, including all your shipping charges just out of hand. We just say that the first thing, because that just deflates this big argument because the customer is like, I just paid all this money and I Got this thing. And as long as it's not something super expensive, I mean, it's harder when it's more smaller things, too. You know, we just say, hey, you can even just keep it. Most people are very reasonable and will say, oh, no, no, that's not what I wanted.

Right.

And if they're not reasonable, giving them that full refund and letting them even keep the product could be the best decision you made all day.

Oh, totally.

Because you don't want to have that relationship with that kind of customer. You want to release them from doing business with you, and then if they call you back, you can really honestly say, hey, you know what? It just. We. We don't have a good fit here. Didn't seem like it worked well last time. Maybe we can recommend somebody else for you, and we do that.

Do you blacklist customers?

I wouldn't say we blacklist, but we fire them.

Yeah, that's what I mean.

Yeah, we have some, you know, that would just keep calling, calling, calling, and. But they complain all the time. So we say, look, if you're clearly, you're not happy with the service we can provide, clearly we're, you know, and we know where we have some level of success, so we're not making everybody angry. So maybe you should, you know, have someone else provide this product for you or this service for you. And I think it's okay to say that. I mean, I really do.

Yeah. Oh, of course. Well, and sometimes you may not even intend it this way, but it can be your best negotiation tactic. Well, I want you to provide this service for me. Correct. You know, now let me earn my. My ability to have you, you know, have you. Yeah.

It can change the whole dynamic of the relationship.

Totally.

Yeah.

But again, it's the mistake. It's back to that mistake. Right. It's that. It's that trust thing.

Mistakes are. Mistakes are opportunities. You know, it's just like that obstacle is the way book, you know, without a problem, there is no reason for you to be in business.

Right.

If you're not solving that problem that someone has and doing it better or different or in a more joyous manner, whatever it is, whatever it is, whatever it is. I mean, some people, you know, just are in business and very successful because people like to deal with their employees. And we hear it all the time. It's like, oh, I love coming in, talking to your people up front. They're so friendly. Da, da, da, da. The dog comes up. And those little things are powerful because you're connecting with other Humans and they're used to being treated. Not being treated very well, you know, by walking in some place, nobody paying attention to them and that kind of stuff. So, you know, definitely mistakes or opportunities. I'll spend a little more time on the blog up there talking about that because I think it's worth jumping into and doing an article up there. So I think it'd be great. So we. Yeah, we were going to do some more social media stuff. We had some questions, but I think we've kind of tapped out our listeners attention span today.

I feel like. Yes. Yeah.

And so got a lot.

We went through a lot here today. Yeah, I'm still trying to digest it all. Yeah, that's good.

That's right.

So I don't know why I can't talk today. This is fascinating. I don't know what it is.

It's September. You're overloaded, right?

It is, yeah. Yeah, yeah, yeah, yeah.

But so next week we'll come back and we'll talk about some more social media ways to convert those things you're doing to actual transactions. We had a really good listener question and we'll give you an update on the. The social media experiment or social business experiments that I started in like mid. Mid June.

Mid June, I think. That's right.

We'll see how things are going.

Cool, man.

Awesome.

Hey, folks, visit itunes. Look for the small business show. You know what? I'm gonna try and make it so that you can go to businessshow co itunes and it will bring you right to our page there where you can leave a review, because I would love for you to leave us an itunes review. So I'm gonna. I'm gonna make that happen. Whatever.

That's great.

Hopefully I don't break too many things getting there, but, you know, that's. You'll. You'll trust me more if I do. I think you got it. Yeah.

And. And yeah, that's the one thing. If you love listening to the show or heard something that you like, you know, go review us on itunes. That would be a huge help.

It makes such a difference for us having your reviews up there. So.

Yeah.

All right, folks, we will. Well, we'll look forward to reading your reviews and we'll talk to you next time week.

Take care, everybody.

Don't forget to lead your charmed lives, folks. This is important. That's right.