Choosing the right partners LIVE

Why does it always start with me on mute? It's just weird. Okay, okay. I think it's working. I think we even have Instagram this week. It's very exciting. We have technical difficulties every week, but we are getting better somehow, I promise. So this week we are talking about things to know. Very exciting in this partnerships month, where we're going to learn about all the different things in different partnerships and the different types of partnerships. Things to know before a partnership, when you're in the partnership, how to end the partnership. There are so many different aspects. Firstly, it's Friday. Happy Friday, everyone. I need to stop shaking. Have you done some reflections this Friday? It's actually five o', clock, so it's the end of the week, the work week. Instagram is not working. Oh, dear. Oh, well, we shall keep trying. I hope you can hear me. Have you done your reflections for Friday? How did the week go? What were your big wins? What worked this week? What were you like, wow, this is the first time I've done this. Or this works really well. Or I'm so grateful about this in my life. Whether it's in your work life, your personal life, your business, your family, look for things that you are happy about that happened to you this week, things that you're grateful for, that were interesting, that were exciting, that were surprises that you've been working on for a long time and you finally got an answer that you needed. Because every week there's something that is new and special and surprising and we need to take the time to be grateful about that. Because the more you're grateful, the more you notice the good things, the more good things will happen to you. I don't know how it works, but I promise you it works that way. So look out for the things you're grateful for before you. Look for the things that you can do better at and the things that didn't work out and the things you're not happy with and the things you want to complain about. First, focus on the good things. We don't do that enough as a people. So celebrate your wins. Write them down, Give a big tick in your to do list. Pat yourself on the. Tell someone today after work like, yo, you know, this work was. This week was really great. I managed to finish this project or I met this new customer or we got this new client. It's okay, talk about it. Be happy for yourself. I am proud of you and you should be proud of you. So look for what you're grateful for and what worked in the week. It's also good to look at the things you want to improve on this week and don't just beat yourself up about it like, oh no, this didn't work out, I didn't go to the gym or this bad thing happened, this person shouted at me, I failed to finish this report. Don't look at things like that. Look at them with a solution oriented perspective. So when you see the thing you didn't do, why didn't you do it? What was the goal that got in your way so that you can make next week? You don't have that same obstacle. You see it coming, you know what to do, you can get around it, you can plan for it. I didn't finish that week because I was staying up watching Game of Thrones every night. Why were you doing that? How can you get around that? Can you try and do the report earlier in the day so you have Game of Thrones at night? You have to start to see how to overcome your own obstacles in your life. Because most of the time it's the same obstacles. They just keep coming in different ways or over and over. Is it that you have a difficult boss? Were you just procrastinating and you got distracted? Did something unfortunate happened and you just didn't see it coming? Could you have planned better? Because you know, on this day these kinds of things happen. You know how people say that the traffic jam is always worse on a Friday? I used to plan so many things on Fridays and it drives me crazy when I couldn't do all of them because I'm sitting in traffic. So now I make sure on a Friday I stay in one place. I try to so that I don't have to go up and down because I'll just be upset when I'm missing meetings or I can't be places because I can plan in advance and say, no, it's Friday. I don't want to be going up and down to town on a Friday. I don't have to. So some obstacles you can plan around. You can think about it in advance and see how can I make sure that this does not slow me down, derail me or make me not achieve my goal. Other things are involving other people. It's about that meeting or talking about this person or doing that call so that you're on the same page. You know what to do. Maybe research. You need to spend an hour doing the research on a Wednesday so the report by Thursday. Sit and think about the things you have to get done and look for it in my way. When I'm trying to get my thing done. How do I make it convenient? How do I make it easy? How do I plan for it so I can actually achieve it? So that by next Friday when I'm here looking for all the things I'm going, I can add this thing that's been a burden to me around it, plan better, sit and think about things like that. You see, that is a solution oriented perspective. It's much better than beating yourself up, oh, I didn't do this, I failed to do that. This didn't come through, this person didn't pay me. What does that help you? Shame, guilt does not motivate, it, does not encourage you, does not make you do better. It's not useful, it's a waste of your energy. It's useful to notice what didn't work, but it's not useful to beat yourself up over, over and over about it. But when you're not thinking of how to get around it, you're just going to put yourself in the same position next week. So use a solution oriented perspective as you do your weekly reflections. It's very helpful. So next week you'll achieve more things, you'll achieve different things so that every week you're ticking off things that you want to do in the different areas of your life and the different levels of your life. So by the end of the month you're like, wow, February was a good month. We did this and this at work. In my personal life, I handled this, I got this much exercise, I ate this good food, we've signed this new deal. You're seeing things is moving. That's how you build. At the end of the year you'll have so much progress, you'll be like, wow, I can't believe in 2021 February this is what I was like. Because by 2022, a year has passed and see, I've achieved all different things. So now let's plan for 2023 February. That's what you're working for today. Because what you're going to be like a year from now depends on how you act today. And what you're going to be like in 10 years from now depends on taking today. So make sure you're making the most of these things and trying to improve on yourself each week. It's not about other people, it's not about external factors, you're not in a race. It's about how do you do better every week that had nothing to do with partnerships. I feel like I just went on a little rant about Friday assessments. Okay. I think the other platforms are working, so let's go into the partnerships. Things to know about Partnerships so this month we're trying to release videos that explain different types of partnerships and the different aspects. So I believe this week's video was about business partnerships. In business of partnerships, there's your business partner who are like your co founders and then there's business to business partnerships. So I'm going to try and touch a little bit on either of them today because those are useful partnerships especially for first thing I would say is when you're looking for a part, you have to be looking for the right kind of. So I'm talking about your co founders first. It's easy to business with people who you like and have fun with, but it's also very risky. You know, whenever I have to hire someone who I know personally, I have to first think about will I be able to fire this person if they do the job badly, if they are hurting the company, if they are causing problems? Because you have to think of the worst case scenario. You hope for the best, but prepare for the worst. Same is with partnerships. Unfortunately with friendships you can easily fall out if you know the business doesn't work out well. Some will value the money more than the friendship, some the friendship more than the money. I actually have friends. We had a business idea and we used to talk about it all the time. Then one day we're like, let's have a business meeting this time. Let's write down points and our notes and ideas and then we'll all think about it for a week. We'll come back together and decide if we want to start this business. And we didn't start the business. We decided it's not worth risking our friendship. We're going to fight about this. Our personalities are different. It's wonderful for the friendship, but we have different styles in running our lives. So running a business together might make us clash. And we didn't start the business. And that's okay because you have to do what you can manage and that's what you have to see in a partner. Are you going to be able to deal with this person in good, in bad, in hard times, in easy times? When you win an award, are you going to be on the stage together? When it's time to go for a pitch, are you going to be there on the stage together, stressed and sweating together? When it's time to get paid, you're going to enjoy together. But when it's time to also look for Money, you have to be in it together. So the word partnership is a big togetherness, which is why you have to assess your partners very carefully. So when I think about the partners I have, the ones I have now, who I love and respect and who our partnerships work well, I was trying to think about why do the partnerships work well? So firstly, you respect the person. I would only ever start a partnership with someone who I respect. I can trust their judgment, their intelligence, their compassion. I trust that they will love this company as much as me. They will put the company first. And. And when I say the company, I mean the whole entity, the idea, the people who work in the company, our customers, our brand, our image. They're not going to be reckless, they're not going to be rude, they're not going to cheat or lie or steal. They're going to do their best, put their best foot forward for the company. Very, very happy with my partners. They love the businesses that they're in. And I think for me it's different because I'm never the technical partner. I have like general business skills. So all my partners are more technical than me in the field of that business. Because the other part about having a good partner is making sure your skills complement each other. Like how I'm saying, your personalities. You're going to have to be in a good and bad time. So you have to know if you're going to clash with someone. You need partners who complement you and you complement them. So you have different skill sets. They are better at things that you're worse at and you're better at skill things that they're worse at. This makes it easy to divide your work because if you both want to be in charge of accounting or you both want to be in charge of marketing, you're going to clash too many cooks, you're going to have issues. If one is good at accounting and one is good at marketing, wonderful. You both get to bring your skills, your passion, your energy to the company in a useful way. So personally, I always choose partners or agree to be in partnerships with people whose skill sets are different from mine, with people who have technical knowledge of the field that our business is going to operate in. With people who I know have good work ethic, they have integrity, they are honest. They're going to get up in the morning and do what they can for this company. They're going to try hard. I can trust them. I know that if they see this email, oh, you already has looked for us. We have to file this tax return. And if I'm not the one in charge of taxes, it's you. If I know I've sent you the email, I trust you're going to get it done. I'm not going to have to look for you in two weeks. You didn't file the tax return. If I know we have to do hiring or we have to do something in finance or we have to do marketing, we have to attend an event. I can count on you, you're reliable. I think that's something that we don't value enough. It's very hard to find people who are disciplined, who have work ethic, who are consistent and because lots of people, especially entrepreneurs, our Uganda have many different businesses. So sometimes I'm wearing, you have this, you have this, you have this. But I guess also when they come to me for business, they know how busy I am. So you have to see who knows how to juggle and balance. They're not going to always put your partnership last. Who do you know is going to care about it and make sure they use their connections, their resources, their time, their energy and make sure that they're putting it into this partnership because they really want it to work. Many people say yes to things I and then just never follow through. There's so many investment clubs or groups of friends or people who are like, yeah, we started as five business partners, now we are two. Because people are busy. Time is a big constraint because a partnership is a big commitment. So you need to look for someone who is going to be as committed as you. So it's not that they have high commitment or low commitment. At least you'll be committed together. If you both have low commitment. We're only going to meet once in three months. We're only going to discuss this once in three months. We'll have one event a year. That's okay as long as you're on the same page. As long as you're both committed at that level. If one person is doing the work every single day or showing up for meetings and dealing with vendors and suppliers once a month and you show up once in six months, that partnership is not going to work. It's uneven. There's no togetherness. You have to move together. So that's why it's so important that you have someone who is on the same as you. You're on the same page about this. I feel like communications is a good skill, skill each other. So you need to be people who have good communication with each other. I have one business partner who like you can't Text. You don't want what Me. I don't like phone. So we struggle with the communication, but we now have to wait. We send voice notes because that's like a half text, half call. Send it. I'll reply as soon as I can. I send it to reply what he's talking about. That's how we find a way to balance because we need to be on the same page, otherwise we'll never get anything done. So you have to make. Make sure you stay on the same page and you're moving together. You know that this is how often when meeting my responsibilities are. These are the deadlines, communicate. Sorry, I can't make it to the meeting today. Let's push it till Tuesday because I have another chance to go through the report that you sent me. It's important to me though. I'm going to read that report and by Tuesday I have my feedback for you. So you make sure you communicate and you're clear with each other. It's important relationship with someone because the passion can be there. And passion is great. It's so needed in a business because businesses are hard power and energy to keep it going and to sustain it. So you use that passion. But passion is like unfiltered energy. It just comes. So you don't want to wait till the passion out or you don't want to have a business only built on passion. You are just excited every time you see each other. We're going to do this. This can be that one day it's going to grow like this. Let's try. Just try this. Okay. See you next. The roles. Who is doing what? What are we? Passion. Passion is great. It is useful. It's needed. It's an. You need to have a different mix of different things. And that's why when you meet the person who is going to be your business or sometimes it's many different people, you have to make sure you're on the same page. You understand that, that you're all communicating and the structure is clear. This is what you're going to bring. This is what I'm going to bring. This is what you're going to do. Some businesses have silent investors, which means a partner who is not involved in the business operations, but they give you the money, the capital. If you borrow money from someone that is your stakeholder in your business, they also care, you know, they also invested. But they're not going to talk to you every day about how is the business, what is the stock, how many things did you sell today? But they need to be updated. You need to have a system with them. Every month or every quarter or every week, I send them an email, how much we sold. This is what we made. These are the different business. This is the feedback we got from customers. This is our plans for next week. You keep them in the loop. You keep them updated so that they can give you their feedback. I'm okay with this. I'm not okay with that. Have you thought of. You have to find a system that works with you and your partner. When you're looking for different partners, either someone or someone you're searching for, look for this criteria. It's not just, oh, I want to partner with this, know this industry, or they are very well networking in this sector. Do they have the right skill set? Do they have the passion, the commitment? Are they really reliable, honest? Can you get along with them? Can you communicate, deal with them? You know, sometimes we have proposed those and I have to do the due diligence and spend time with them to understand, you know, I'm gonna want to deal with this person every week for the rest of my life. If this business is successful, am I going to want to share bad times with this person? I've seen how they've dealt with. I see how they speak to their wife. Is that what I want to enter things? Because it's your life, it's your business to know that it's going to become your problem partners, partnerships that you are not comfortable with. Trust your intuition. You go for. I've seen this happen with young people. You go to these big corporate companies. We have this idea. This is our startup. We want you to be the investor because this is your sector. One day you buy the company, but we want to grow it. And they leave the meeting like, hey, you know, we didn't get good ball. They don't really care about our company, but they have the money. They're gonna miss to put in these resources. And you don't trust your gut. And then you enter this partnership. And it happens so many times, unfortunately, it's so sad. But entities just want to eat up small companies that could become a threat, that could grow to become an issue for them, that become a problem. So they'll smile for you, throw some money at the problem, remove you. We'll buy you out of the company. You stay on and CEO for the first two years will be. But they just squash you. They kill your spirit. They make it difficult because they're making sure your business never grows confused. Is a shark, shark world out there. So you have to look out for yourself and protect. By the time you've started a business, you have your passion, your energy, your resources. You put in time, put in money. You don't want your business to die, so you have to protect it. You have to also see, what can I control? Sometimes it's hard, but you have to walk away from a bad partner. It's scary. When will I ever get this offer again? So much money to know the connections, the network. These are big people. Do you really want to be in that situation? Because partnerships have leverage. If you're in a partnership and someone has more leverage on you, they are your boss. Don't let get it twisted. You have minimal shares. They're the one paying for everything. That's your boss. So you want to be on the same page as your partners. Sometimes one person is bringing the money and one person is bringing the skills or the time is going to run the company. Like with silent investors. What I'm saying, that works because that investor, yes, brought the money. But at the end of the day, it's you who's running the company. So you have to get that. They can't tell you do this just because it's my money. Because you want. And without you, there's no company. Them, all they have is money. So don't think that just because someone brings more money than you, that's the person in charge or that's the lead partner, that's your boss. But also, don't be naive. If you are a minimal shareholder, all you have is the time. They're the ones going to put in the money. They're the ones bringing you the network. They're going to use their resources to do everything. You're just an employee with shares. There's a difference. That's not quite a partnership. You're an employee who is invested in the company. Think about it that way. It makes it life much easier for you. Because once you have that understanding and acceptance, you don't get disappointed. It's about managing the expectations. I have a manager who's always saying that. He's like, we have to manage expectations. I'm going to deal with this to manage the expectations. And he says it all the time, but it amuses me because he gets it. Because most of life, most of the conflicts you have, it's because someone expected something and now you've disappointed them. You've angered them. You frustrated them because you didn't bring what they expected. It's not that you've done something bad or something wrong. But that's not what they thought was coming. And that's where most disappointments come from in people's lives. It's about expectations. So you need to make sure you're on the same page and that you're communicating well because you have to meet each other's expectations. When you meet expectations, that's when people are happy with you. You're doing well, that's a good job, because you're ticking the boxes. That's why it's like having a to do list and someone brings their to do list, they've ticked everything. See, I'm doing so well. None of the things on their list are the things on your list. So now you're vexed, which is understandable. Stop moving telly. So you have to manage expectations. And to manage expectations means clearly communicating them. I expect to see you once a week. I expect to hear from you on email. Send me a message, call me, do send a voice note. Come to my office this many times, this often with this much information. It's so useful, it's so helpful. That's how you can track things, that's how you can measure things. That's how you can make sure everything is moving on, plan, on schedule, and that's how it's supposed to be. And that's how you all keep happy. Because at the end of the day, a partnership is a relationship. So it's about building that relationship, cultivating it, nurturing it and growing it. That's what's important in the relationship. So with co founders, that is the first thing that I would say. Well, those are many different things. You have to be aware of these things and don't just dive in. I know sometimes as entrepreneurs we feel like we have to rush. I have to get this business out as fast as possible, otherwise someone is going to copy my idea or someone is going to do it faster than me or better than me. Breathe. You want to do it properly and well. Don't wait two years. We're planning, we're changing, we're making it perfect. It's never going to be perfect. You do want to get out there and start moving because the sooner you're out there, the sooner you get feedback, the sooner you improve. But if you try and rush things because you're like, I have to jump on this opportunity really fast and end up with the wrong partners, you will regret it. You will regret it. And that's the worst thing I feel like. I feel like if you take. You'd rather take a moment before you make Decisions to make the right decisions rather than take that moment at the end of the consequences. And you're like, why did I do this? How was I convinced to do this? I could tense that that person was not the person. But I didn't want to listen to my intuition. I just wanted it to work. I was attached to the, to the idea of success. I wanted to see this company, I wanted to have these resources. And I just didn't listen to what my gut was telling me. I've had those moments. I think we all have those moments. And looking back, I wish I would have gone to the beginning and thought it through and been like, you know what? How is this going to play out? All the different scenarios, worst case, best case, middle case, if this happens, if that happens, if we get this funding, if we don't, if we have to have this office, if we don't, if we use this product line, if we use a different product line, like there's so many variables. Yes, you can't plan for everything, but you can plan for a lot. And if you plan for many different things, you won't be as surprised or shocked and you'll have like a solution almost ready. Like you can adapt for each thing. I remember studying something called scenario planning and we actually did this as a company, a simple group the first time. When Covid scenario planning is basically having different plans, like plan A, plan B, plan C, but full out plans. Like as a company, if this situation happens, what will the company do? How will we respond? What will we change? How will we manage our budget, our marketing, our products, our staff, our customers? What is this? What is this scenario? If this happens, what is that scenario? I'm trying to think, what was the thing at Covid? I remember doing this for the hotels. If we get out of lockdown, this is what we're going to do. If the lockdown continues, this is what we're going to do. If it's this half, half, we're having curfew, this is what we're going to do. Because for like a hotel, you have so many different. Those three scenarios are completely different. In lockdown, the hotels are off, the lights are off, the doors are locked, there's no one there in no lockdown, fully open. Like we finally are, you know, we have full. All the staff are there, all the customers, all the lights are on, we're paying nssf, water, electricity. We need to be making money, which means we need to be marketing, which means there's customers, which means there's staff. So there's so many consequences. If it's a curfew situation, it means let's say the bars and the nightclubs are closed or we have half the staff or we are not serving food at a certain time. So it's different scenarios. Like all the different factors are completely different. So we had to assess every different scenario. What that costs, what that looks like, what it's going to need. And then we sit and wait. What is Museveni going to say on the news tonight? Are we open? Are we closed? Is it half? Half as soon as you see it. Okay, guys, we're going to scenario B. This is what we need to do. You need to call back these people to come to work. You need to get this stuff. You need to send out these posters. You need to try this so you have them ready. Now. I've forgotten when I was talking about scenario planning. Oh, yes. In partnerships as well, you have to look at the different possible outcomes so you plan the different scenarios. If you, for example, are in a position where you have two different options for a partner. If I work with this person, they have a full time job, so this is a side thing they're going to do. But they're working in the industry so they have a better network. If I work with this person, they're willing to give up their job and work full time in the company. So there'll be more energy, more ideas, more things happening in the company. But they've never worked in this sector before. So we're starting from scratch. What do those two options look like for you? What are the resources you're going to need? Let's say it's scenario A and it's a person who your partner has a full time job. This means you have to make time. You need to look at your life. How many kids do you have? Yo, are you able to do this? Do you have a full time job? Do you have other responsibilities in your life? Do you have the time to do that? Or do you want the partner who's going to put in all the time, but that means you have to put in more money or you have to be the one to make the networking happen. So you have to assess and see which makes more sense for you, which scenario. So plan it out because even as the business grows, they're always going to be different things. It might not be Covid, but it might be. We're going to get this grant. Yes or no? Or we're going to go for this event. Yes or no? It means we have to put in this much capital, so we have enough stock, so we sell at this show. Or what is a different scenario in a business? We're going to get this contract. Sometimes you're faced with that. The contract means we're going to need working capital. Do I have enough money that I'll be able to deliver on this contract? Do I need to borrow money to make all these products so I can deliver on time so that the contract pays me? You have to assess these things. If I can't, what is the risk? If I say no to this contract, then I won't get another big contract because this is the one that is in this network. They're going to ask me for more things later. But is it worth the risk? If I borrow the money, will I be able to pay on time? Will my workers be able to make these products in time? What if I don't make the products in time? Can I deliver half? Then they pay me half, then I do the other half. There's so many different scenarios. There are different options. Life is not black and white. It's not yes and no. It's not. You have to do this or you have to do that. So make scenarios for yourself. Don't ever feel like you're in a corner. These are my only options. I have to do this or I have to do this. No. What else can you do with the situation you're in? What other resources do you have access to? Who can you ask for advice? Plan and give yourself several options. Several. So you're like, okay, which one makes the most sense? These are the resources. This one needs. This one needs all my time for the next two weeks. I can't do anything else. This one needs money. Do I have enough money if I use my savings? What does that mean? Is it an emergency? Can I borrow the money? This one means I have to go to this ministry and I have to sit there for hours and I have to ask this person and I have to get this license and I have to beg for this, otherwise it can't work. Plan it all out. Look at the different scenarios, and then see how this partnership is going to make it work for you, for your business, for your idea. Yeah. Is this. The right partner in the right moment? Is this the partner? Who's that? That means, what are the consequences? What do I need? This workout. I love these things. Before you get in a partnership, before you sign anything, before money exchanges hands, before someone on behalf of another person. Hello. I'm here representing this company. You have no contract. That company you do not represent it. It's illegal what you're doing. So make sure you plan these things before you ask in advance. You are on the same page and it's clear, and you sign something and then you move forward with your scenario. Then don't look back at the other scenarios. Maybe I should have done that one. Now you're already moving. Start moving forward. Start planning the new three scenarios on this path you've gone down. Because every path goes somewhere. There are also different junctions on that path. This one will take you here, but there are different junctions here. So you have to see what makes more sense for you and assess. Ask these questions before and be honest and open. If you can't talk to a potential partner about these things before, how are you going to talk about difficult things? When it's time to fire someone, when it's time to hire someone and you want different people, when it's time to pay, when it's time to assess how much you each get paid, you have to be able to have these conversations. And that's another indicator in a partnership if it's good or if it's bad. All right, we have a question. What criteria should I consider before going in with someone for business partnership? Perfect. That is the question we've been answering. So you have 27 minutes of answer, which is good. I hope that makes it clear and that is easy to understand because partnerships are everywhere and they're part of life. No man is an island. No business works alone. We all need customers, clients, partners, and we all need support and help and a good environment and a good system. So be the best partner you can be. Choose the best partner you can have. And that means you have a good foundation. Doesn't mean it's like, great, okay, the hard work is done. Just winning from here. We chose a good partner. You now have to start the work. This is just the foundation. You've now built something strong so you can build high on top of it means you can go far. If you have a bad partner, it's just going to make your life stressful. You're not going to go far. Everything is going to be a hurdle, a fight. It's difficult. You're giving mixed messages. The customers are confused, your staff are confused. You don't want that to slow you down. It will mess you up. It's just not worth the fight. So be honest now. If you have a partner now and in your gut you know this is not the right way to do this, talk to them, maybe they're not Interested in the business, they're happy to sell their shares. Or just bow out and say, you know, I've had the business. It's okay, go. It happens too. But be honest and go for it. Then you both move on with your lives in a happy, healthy way. When you bump into each other in the supermarket, you can say, hi. Don't wait till you're in court. Don't wait till things are so bad that you can't speak to each other, that you're so angry that you've involved your parents and their families. And this one said this, then this one did that, then he stole the money, then he cheated this, then he told the staff that you don't want to wait till you're there, because that happens easily. No one is a bad partner overnight. It's a slippery slope. It's one missed phone call, one meeting. They didn't show up for one comment. They said to the manager, then they did this, then they said that, then they took money from the shop and they didn't tell anyone. Like it happens. Small, small steps. And one day you realize, oh, my God, we're in a crisis. This partnership is not working. We're now damaging the company. We're damaging each other. It's not working. Be honest. Communicate. Have these conversations. It helps. The sooner you agree, the sooner you agree even to be on the. On the same page, even if it's a bad page, but we're on the same page. We can agree it's not working. We can agree we're fighting, it's okay. Let us agree on that. Now, how do we dissolve the company? Do you want to walk away? Do I want to walk away? Do you want to keep the company going? Do you need to change the name? Remove me from the website, no problems, let's agree and we all move on. Otherwise, you stay dragging this out and fighting forever. So think of that. Consequences are bad when the partnership goes wrong. You'd rather take the moment before, ask all these things, assess all these things, and go in knowing what you've committed to, and they're also knowing what they've committed to. So you are both understanding, you're both committed, and you're going to make it work. And you're going to communicate with each other, and you tell each other how often you're going to communicate, and you be clear about what you're trying to do, what you're trying to achieve. Then it works. That makes much more sense. I hope you found that useful. Don't forget to do your Friday reflections if you have any other questions. This is partnership month so you can send me a DM anytime and I will answer the questions in next week's live which should be back at 4pm we shall start trying to make it work from 3, so all difficulties will be done by 4 I hope. But other than that, have a good weekend, get some rest, have some fun. I see you then.