Dean Jackson's Email Marketing Strategy and His Seven Marketing Mindsets - I Love Marketing Episode #237

I'm dean jackson, he's joe polish, and this is the I love marketing podcast. There are some important things that, that if you get these right, if you get these mindsets, they help you understand the why of how these strategies actually work. So before you know, rather than try and explain them as I go, I thought it would be good to set the stage by sharing seven marketing mindsets with you that are kind of the overview, the guiding mindsets behind everything that we do. So let's go ahead and get started. Marketing mindset number one is to begin with the end in mind. And what I mean by that is that a lot of these things that I'm going to be sharing with you are really about progressively moving somebody from a stranger to a client. And so when we know where you're heading, we know what it is that you're able to do for people. The greatest end is, is to focus on helping people get what they want. And so I often say, you know, the best thing that you can do for your business is to get better at delivering a definable, valuable, desirable, and measurable result for your clients. See, a lot of times people come into things and they want to just attack the marketing without really looking at the core of what it is that they do. The core of any business and the core of any marketing is what you're actually able to deliver for a client, the result that you're able to get them. And the more that you can, you know, the better that you can get at delivering that result. It's going to give you more confidence. And when you have more confidence, you'll be able to make better offers. And when you can make better offers, your marketing becomes easier. See, there's no amount of wordsmithing or copywriting or any kind of email strategy that's going to mask or hide the fact that the offer itself is not what somebody's really interested in. It's not. They don't see it as valuable or desirable. So the better that you can get at really getting good at understanding what it is that your clients really want and getting better at delivering it, then you're going to be able to communicate in a way that kind of leads everything towards you collaborating with them to get those results. So, you know, we're starting where they are, and we're making progressive commitments along the way. So when I say begin with the end in mind, I guess what I'm really saying is that you've got to focus first of all on the value equation. You know, that you've Got something that people want, you've got the ability to deliver it, and it's something that they're willing to pay for. And so, you know, when you, when you can really check all of those boxes, that's going to make everything a lot easier. Sometimes where it gets frustrating for people is trying to convince people to want something that they don't want. So, you know, it always has to begin with them. Begins with your client. Begins with the, what, you know, what we often call the dream come true for them. What is it that they really want? So that kind of thinking is going to make the marketing a little easier. And when we think about the end in mind, you know, we're realizing that it's not all about the short term. You know, when you're thinking long term and realize that a smaller percentage of your prospects are going to do something now compared to the number of people who are going to do something later. And by later I mean, you know, 90 days to two years from now. That long view, beginning with the end in mind, knowing that we're building an asset, we're building a list of people that we can communicate with that's going to have long term value. You know, a lot of times people are very focused on just the short game. They're interested in getting people in, hammering them with their gauntlet series and then, you know, getting them to buy right away. And that kind of mindset, by not beginning with the end in mind, thinking long term makes the, you know, it puts too much pressure on your lead acquisition. You know, when you start list building, a lot of times people look at that as an expense and they start looking to try and see, well, how quickly, you know, can I cover this expense if I'm spending this much money on ads today and the, you know, credit card bill is due at the end of the month, that I get enough sales to more than pay for the advertising. That's a very limiting mindset when you, when you're thinking long term, when you're beginning with that end in mind. And I encourage people to think of list building as a capital investment and not an expense. See, because if you're beginning with the end in mind and you know that if you're to generate a bundle of 100 leads today, people get 100 people to opt in. We know that the value of those people over two years is far more than it is over two weeks or the next 30 days. So, you know, you can really concentrate on taking a patient approach to this. So that's marketing mindset. Number one, begin with the end in mind. And number two is always lead to the next step. The overriding thought here, and you've heard me mention it, is to think like a chess master. Now, you know, what a chess master does is he's looking at the board and seeing two or three moves ahead. Now, when you do it that way, we don't feel like we have to get everything, you know, into every message. We can start and patiently let a dialogue unfold, making those progressive commitments as we go, just leading to the next step. So we often start with, you know, the furthest out step with, with something and ease people into progressive commitments towards collaborating with them. And the, the three step progression is compel, convince, and collaborate. And so we start out with compelling. We start out by just things that are focused on what they want, just those things that get them to raise their hand. And then when they've raised their hand, now we want to educate and motivate them so that they're convinced that the result that you have is real, the result that you have is something that they want, and that you're the person that can help them. And then collaborate is about making easy offers, easy things for people to get started. And when you can, you know, reframe your. The way you think about making offers or making sales is to start thinking about collaborating with somebody, working together to get them the result that they want. That's really a better mindset to come from. And we got to remember, you know, I say always lead to the next step. And when you are thinking like a chess master, you know where the conversation is going, you know, the path that we need to go to get there. We know the things that people need to believe and the questions that they have to have answered and the obstacles that have to be overcome before they're ready to entertain an idea of collaborating with you. But we need to be a leader in this. We can't wait for them to lead you. And, you know, no one likes to take the initiative. That's the scary thing about it, you know, is nobody likes to go out on a limb. And it's wired in us, societally even. We don't want people to go out of our way, go out of their way for us. And so I often use an example of saying, you know, if I were to bring you into my house and sit you down in the living room, and I said, hey, you know what, I'm really happy you're here. If there's anything you need to eat or drink, there's lots of stuff in the fridge. Go ahead and help yourself. Make yourself feel at home. I'll be over here. If you need anything, just give me a call. And, you know, we're saying that with all sincerity. We really want people to, you know, feel comfortable enough to ask us for whatever they want. But, you know, that that's not the way that the world really works. That's not the way that we interact with people. We don't want anybody to go out of their way for us. And so we would never dream of getting up and taking from somebody's fridge. So, you know, I contrast that then with saying, if I brought you into the living room and I sat you down and I went into the kitchen and I came out with a plate of freshly baked cookies, and I came right up to you, and the cookies are there, and I said, would you like a cookie? Now, just that easily, it would be very, very difficult for you not to take a cookie. Even if it wasn't your favorite kind of cookie, you'd take one because I went out of my way and I brought them to you, and you don't want to hurt my feelings. You know, you don't want to reject me. Nobody likes to be rejected or reject people. So sometimes just having the courage to lead and know where they want to go. Remember, begin with the end in mind. Always lead to the next step. You need to take the initiative. I see so often people take a very passive approach to the way that they interact with people. They take this passive approach. They give them information and then, you know, close their emails by saying, hey, if there's any way that I can help you, if you have any questions, please feel free to call me anytime or let me know whatever I can do to help you. All those kind of things where we're being a servant, but we're doing it in a way that's saying, I don't want to put myself out there. I don't want to ask you something that you may reject me for. So I do want you to work with me. I want you to be. To ask me to do things so you please lead me. That's really what we're saying, because we want to react to people taking the initiative and asking us to help them. But the way that the world really works, the way that people go through a buying process, is they want to be led. J. Abraham always says people are silently begging to be led. So the more that you can understand where somebody's going, what the path to get there is, and how you can help Them just focus on that, you know, always lead to that next step. And for, for you to lead to the next step, you need to know what the next step is. And you can't go wrong if you focus on the benefit. You know, if you're keeping the end in mind, which is them getting the result that they really want, not buying the product or using your service or you know, buying your digital download or whatever it is, it's not about the action of doing that, it's about getting that result. And if you can frame it in a way that it is a collaborative effort where you're going to work with them to get that result, that's the powerful thing. And so you always leading people there don't, you know, focus on the mechanism to get there, focus on the result. I was like this thought that, you know, people don't buy drills, they buy quarter inch holes. That's what they really want. They want the hole, not the drill. And the drill is just the tool to get them there. So focus on the holes. Okay. Mindset number three is focus on the five star prospects. Now there's any, you know, within a bundle of 100 leads and I always, you're going to notice that I talk a lot about the, you know, portfolios, I talk about bundles, I talk about like a group of people, a statistically valid number, a set of 100 people. And when you look at that, if we just know that within those there are some people who are going to be your ideal prospects, there are some people who are never going to do business with you. There are some people who are going to be time wasters and tire kickers and that's okay. They're all living together in that bundle of 100 leads. And the thing is though that you don't know who is who until time reveals. You know, when you look at the idea that the real value, if you look at it over a two year period is when the greatest percentage of all the people who are on in your world, on your list have subscribed or opted in for you. That's you're not going to see, you know, who are the real buyers until two years from now. You'll get to see what the real value of that is. But when you're communicating with people, what we really want to do is just focus on the five star prospects. And by five star prospects I mean the people that meet these five requirements. And this fits for, for any business that we're looking for people that are number one willing to engage in a dialogue and that means that they are responsive. That they are. When you send them an email, they'll respond to it. Those are people who have indicated that they're willing to engage in a dialogue. Now somebody who opts into your website and they leave their name as, you know, Santa, and their email is the North Pole. Those aren't people who are willing to engage in a dialogue. And that's okay, you know, there some people are just not going to be willing to engage and that's fine. But when they are, the next level of that number two is that they're friendly and cooperative. So you're going to find that some people may be willing to engage. Some people may, when you send them an email and ask them a question, they will respond. And when you respond, they'll respond back. Those are the people that we're looking for. You know, number one, willing to engage in a dialogue. Number two, friendly and cooperative. And number three, they know what they want, you know, real prospects, the five star prospects, they know what they want and you know, it's something that you, when you're communicating with people need to uncover what it is that they want. So when you're spending time interacting with people in an email dialogue, I want you to think about these five levels as like staged lighting at the drag strip. You know, where the lights come on at the top and then the next one and the next one and then when it gets down to the bottom, the green light goes on and you're off to the races. That's the, that's what we're looking for here. That each one of these is a progression. So willing to engage in a dialogue, friendly and cooperative, they know what they want. And when you're spending your time engaging with people, you want to get crystal clear on that they what they wanted, you understand what they want. And sometimes they may not. That may be the place where you're spending time. They need to figure out what they want and need and you're going to engage with them until you get a crystal clear picture. Then number four is that they know when they want it. And so you know, if they're ready to go right now, then you're able to help them make a decision on what to do next. And number five is that they would like us to help them. So you know, when you go through that progression, willing to engage, friendly and cooperative, they know what they want, they know when they want it and they would like us to help them. That's a five star prospect. So every time we're communicating with Our list, we're speaking as if we're speaking to the five star prospects. So when we send out a nine word email that says are you still looking for a house in Winter Haven? Then we're speaking to. Our intention is to engage with the people who are looking for a house in Winter Haven. And so I never address the people who are not looking for a house in Winter Haven. And you know, I never want to say to people, you know, address that or kind of even in your mindset, try and be cautious of communicating too much or over communicating with people because they might not, you know, they might not want that. Well, I want you to focus all of your attention on the people who do want the benefit that you offer and just focus on them. The other ones will weed out if they unsubscribe. That's great because now you know that they're not the person for you. We want to focus on the five star prospects. And you know, a lot of times you don't want to kind of soften your communication or your leadership or your message to accommodate the non prospects. You know, we never want your consideration for the non prospects to get in the way of you delivering what the prospects, the real prospects, the five star prospects really want. So always focus on the five star prospects. Mindset number four is something I call more cheese, less whiskers. And you know, I read a book once or an article that talked about how, you know, our brains are very similar to mouse brains that we all inside we have this mouse brain that really makes all the decisions, all the important things, the things like our fight or flight or you know, our main drives, those are all built in. And our, you know, our cognitive brain is kind of wrapped around all of that. But deep down we have this mouse brain that, that is really the one driving all the shots. And I got to think about this and you know, it struck me that mice do live pretty simple lives. The mice come pre programmed with two prime directives. Number one is to get cheese and number two is to avoid cats. That's the. You could sum it up like that for a mouse. The life of a mouse is about those two things. Get cheese, avoid cats. And if you know they can get through their life successfully with that, then they're going to have a long and happy life. And so they take measures to, you know, wake up every day and go get the cheese and at the same time avoid the cats. So they're always hyper vigilant about signs of the cats and, and whiskers, you know, so when we're communicating with people, we want to focus in the very beginning, at least on always keeping them focused on the cheese. You know, the benefit, what they really want. Cheese is compelling and it requires no convincing. You know, when you look at it, you don't have to convince a mouse to try some cheese. That mouse is compelled to try that cheese. So much so that if there is cheese on the other side of a 3 inch door, they're going to chew their way through that door to get to the cheese. But as soon as they sense that there is a cat, as soon as they sense even the slightest movement of whiskers, they're going to bolt. Because it's more important to avoid the cat than it is to get the cheese. If they don't avoid the cat, they won't be able to live another day to get the cheese. So that, you know, their, their main thing is to avoid cats. And it's our, our people are the same way. We want to avoid getting burned, getting embarrassed, getting taken advantage of, losing money, all of those things. Uncertainty is really a, a bad thing. Whiskers equal flight. You know, as soon as they see that something is not in their favor or something's not exactly, you know, going to get them the outcome that they want, they will flee. So we don't want to kind of pounce on people. We don't want to take that mindset. We want to really focus and understand that it really is about helping your mice, your prospects, get the cheese, the benefit that they really want. And when you can focus all of that and say, well, when do I show the whiskers? And you know, the goal would be that you never have to show the whiskers. You can always keep them focused on the cheese. Everything about doing business with you is not about doing business with you. It's about getting the results that they want. And you're just happening to collaborate with them to get that result. So always focus on the cheese. More cheese, less whiskers. Number five is write like you talk. You know, this is kind of an overriding thing that I see this a lot in emails that people send when they're sending to their list. There's an tendency to write like you're addressing an audience versus having a conversation. So you send things. Dear clients, just want all of you to know, or, you know, you say things many of you have told me or I wanted all of you to know about this. Those kind of things are, you know, very clear that you're speaking to a group, you know, and you're saying when you're communicating like that, people know that you're not communicating just to them. It's, you know, imagine that you ran into them at Starbucks and you're in line and you just kind of tap them on the shoulder and you're having a conversation with them. That's what that we're talking about. That's the kind of dialogue that we're talking about, one person to one person. And it's the difference between that talking to one person while you're in line at Starbucks and versus opening up the door to the Starbucks, climbing up on the table and saying, can I have your attention, please? Is anybody in here? You know, that kind of thing is often how people address their lists, like they're addressing an audience. The very best thing you can do is to make it seem like it's the only email that you've sent, that they're the only one getting it. And I often, when I'm engaging in the process of creating these dialogues, I'll spend hours just imagining them walking through my door. I often pretend that my opt in page is the doorway to my office. And when somebody opts in, they come into my office and I imagine that interaction. I kind of look at it and see how would that engagement go? What would I say to them if they literally were coming into my office, and how would that conversation go? And I imagine it from three perspectives. I look at it and I imagine how that conversation would go from my perspective with them. So I'm imagining how this conversation would go, playing my role. But I also then flip the tables and I imagine if I were them, how would I want this conversation to go? Or what would be, what am I thinking here? What am I thinking if I'm the one walking through the door? And then that third perspective that I take is I kind of stand back and I observe the interaction between me and the prospect. And so I'm observing it as a third party, almost like just an observer. So I'm not. The amazing thing that happens when you take this is that I'm not in my head and I'm not in my client's head. I'm just looking at the dialogue and evaluating it for what is really being communicated and all that. It sounds kind of, you know, like a lot of thought goes into it, and it really does because it takes lots of time and careful choosing of words to make it seem like you haven't carefully chosen your words. And, you know, when you look at the very best emails that I have written, or sent. They feel and seem like I'm only speaking to one person. And that's really my driving sense there. And I write like I'm talking because when we're reading, we're hearing it like we're hearing a conversation. And that, you know, is a, an incredible way to think about architecting all of the interactions that you're going to have with your clients. So number five is a write like you talk. Number six is you never know unless you ask. Now that mindset right there is a very important one because this is going to drive all of the things that we're talking about here. It's going to allow you to think big. You know, I really want you to think big and to start to imagine, you know, what would be the very best thing that you could do for your clients? What would be the very best thing that you could do? How could you, you know, deliver the very most result? What's the thing that you could do if they would just let you do it for them? You know, and, and maybe there's so much more that you could do than what you're currently offering people. And so it may be that you're just limiting yourself, you know, maybe that you're not thinking big enough or, and that's why I say you never know unless you ask. And we're going to talk about some ways that, and some incredible things that have happened just as a result of asking people, you know, and that's sending out a message that is just kind of testing the waters to see if people are maybe even interested in the benefit that you have to offer. But you know, if you, if your motive is to deliver a result for somebody, do it all the way, you know, do it all the way to do everything that you can to get that result for them. And don't be afraid to throw your hat over the fence, as they say, you know, throw something out there. I remember the very first breakthrough Blueprint program live that I did in Florida. I'd had a conversation with Dan Sullivan and we were talk, talking about, you know, his way of presenting what your unique ability is. And one of the questions that, you know, he asked, he was, this was kind of like the beginning of when he was articulating it like this. He said, you know, what would keep you fascinated and motivated for the rest of your life? You know, we were starting to talk in terms of 25 year plans and, you know, thinking long term. And you know, I thought about it and I said, you know what? I really love applying the eight Profit activators to all kinds of different businesses. Like that to me, is really exciting and motivating, and I just love doing it. And I got to thinking about it, you know, and I thought what I would really love, the thing that I would love more than anything is to, you know, have a small group of people rather than most of the conferences that we do. You know, for years we did big real estate conferences with six or 800 people every month. And Joe Polish and I did two big 500 person plus. I love marketing conferences. And you never really get to interact with people or get to know anybody. And so I thought it would be really great if I could just spend time, three days in a more intimate environment with just 10 or 12 people in a boardroom and really go deep on applying the eight profit activators specifically to their business. And so I thought, you know, right away I threw my hat over the fence. I called to them up the Celebration Hotel here in Celebration. I booked the boardroom and I sent out just a quick message to my list or I put it up on Facebook that, hey, I'm going to be getting together with a small group of people for three days to go deep in applying the eight profit activators to your business. Would you like to join? And that was the beginning. People emailed and said, oh, I would love that. That sounds perfect. What's the details? Send me over all the information and I'm going to share. I'll show you that whole campaign, we'll call it that, that whole email process of inviting people to that event. And it all started with just proposing it to somebody, you know. And that's why I say what I learned from that is you never know unless. And so same kind of thing with this email mastery program. You know, it all started with, would you be interested in working with me on your email sales process? And so you never know unless you ask. I send out that message. I got a lot of feedback. I got a lot of people saying, oh, I would love that. So that became this email mastery program. So, you know, think big for yourself here. You never know unless you ask. And it's easy to ask your list and they'll let you know whether you're on track and you can adjust. And if they're. If you send out a message and nobody's interested in it, that just saves you a bunch of time rather than going into, you know, hiding or going into your lab and creating something in silence and then, ta da, bringing it out to the market when you don't Even really know if that's what people really want. So you never know unless you ask. Now mindset number seven is really a progression here and I call it optimize, automate and delegate. Now I got those words from my friend Ari Meisel who's written a book called Less Doing. And you know, it's fantastic because the whole thing really fits in with my whole mindset of making things as friction free as possible, making things as simple as possible. And I would encourage you to check out his blog@lessdoing.com he's a fantastic lifestyle engineer and that really goes and it comes down to your marketing. Joe Polish talks about creating elf marketing easy, lucrative and fun. And we want to try and make things as easy as possible. And our goal, goal is really to create a system that can be completely run, repeatably and on autopilot or you know, automated, even if it's human automation with, without you. So one of the driving things of this is to focus on the adaptive challenges. You know, part of optimizing is that figuring out what are the right words to engage with people that will, you know, in that email dialogue will ultimately culminate in us collaborating to work together to get a result. Now a friend of mine, Wyatt Woodsmall, who is one of the, you know, founding guys in nlp neuro linguistic programming and you know, around for years and years, is one of the, the world's leading guys in modeling and understanding how to recreate behaviors, he said something that was very interesting to me. A light bulb went on for me. He said there are two types of challenges. There are adaptive challenges and there are technical challenges. And you know, as entrepreneurs we're faced with those kind of challenges every day. Now a technical challenge, something where the answer is known and you just need to know how to do it. Which means also that if something, if it's already figured out and you know how to get a result, you know what to say, you know what to, how to communicate with people. That is now a technical skill that you could teach somebody. Now the entrepreneurial challenge, the thing that gets us excited is to work on the adaptive challenges. The adaptive challenge is that when the answer's not known and you need to figure it out. See when you're starting something new, when you don't know, let's say we send out a message and we don't know how this is going to happen, you send out a nine word email and people respond. The adaptive challenge initially is to figure out what are the best ways to respond to people, what are the best ways to engage with them. What are the right words to say in the right order that are going to lead this dialogue? Remember, thinking like a chess master that are going to lead this dialogue to us, collaborating to get them a result. Now when you're working on that, figuring that out, that is an adaptive challenge. That's one of the highest use things that you can do. And I'm going to be here with you as we go through this program to help you with that adaptive challenge of figuring out what are the right words to say. With the goal being that we get those words, we know predictably what's going to happen and we get to where we can automate a lot of that process. See, when we optimize it, that's about overcoming the adaptive challenge. Automating it is about making it happen without you. And my guiding thought about automation is that I use automation to do what I would do if I could count on me to do it. And so I say that, that everything is about doing a, doing something that is going to really be able to be repeatable, you know, and so I want to do it so that I can automate the process. But I do it with intent. And I don't use automation as a shortcut. I use it as, you know, sometimes it takes human automation to do something. You know, like when people, if I send out a nine word email and people are getting responses, they're getting manual responses from me, they're getting, you know, it's in a regular email. It's not all coming as an autoresponder. It's intelligently adapting to what the conversation says. But when you look at it, you know, we're sending out those emails and we're gonna, you know, I'm manning the inbox and, and getting in the trenches and figuring out how those conversations go. And I'll tell you that after you do about a hundred of them, you're gonna have heard all the variations of what's going to happen. I mean, so we'll talk about how to, you know, make the decision trees or how to, you know, where the conversations are going to go. And as you're replying, we're documenting everything that you've done. So if I'm writing something to somebody, I'm going to use that again. I've got all these text files that are on my computer that are all these sort of modular copy chunks that I can, or dialogue chunks that I can draw from and use in communicating with people. And so we get to a point where Once you've figured out exactly how those conversations go, you don't have to be the one pushing the buttons to make that happen. And so, you know, I say automation. And my thought about automation is that if I'm not doing it, it's automated. And that can still mean that a human is doing it, but it doesn't necessarily have to be you. So, you know, I'll let you in a little behind the scenes in my world that, you know, I'm looking at the, the words, I'm looking in the communications of how to engage with people. And 80% of the time or more or the responses are falling into a very predictable pattern. And remember, there's only two or three steps to this process. It's not that we're, you know, creating this 12 or 15 email string back and forth. All it usually takes is two or three exchanges and you get to where you can collaborate with somebody. But for the times when, when it goes down that path, you know, I have two people, Elizabeth, Lillian, that it's very likely that when I'm sending out an initial email or engaging in a response, that that response from me is going back and being sent by either Elizabeth or Lillian. And, and it's not. They're not making up things. They're not, they're not. I'm not tasking them with the adaptive challenge of figuring out what to say if I send out a question and somebody replies just with the word yes or just with yes, tell me more. I'm using automation, human automation, to do what I would do if I could count on me to do it by sending exactly the words that I would say if I were typing in the words myself. Now, when you look through this about maybe 10% of the time or maybe less, there is some, what we call, you know, a more, a personal or more personal response, something that somebody is engaging a little bit further beyond just yes or tell me more. And those get starred in my inbox and I go in and I do the adaptive challenge of responding to the people who seem like maybe they know me or we've had some interaction or they're engaging beyond just answering the question yes or asking for more details. So, so those kinds of things are really, you know, they optimize the amount of time that it takes to really do something that seems a little bit, you know, time intensive, which it is. And, you know, and in the beginning, I was the one doing all of those, all of those engagements. But, you know, you're going to get to a point where when you figured out all the adaptive challenges. You know, how those conversations go. You can set it up and have somebody respond just like you would respond if you could count on you to do it. And whenever it gets to a point where there needs to be some adaptive work that you can have it starred or, you know, flagged for you to respond. And now you're spending your time on the 5 or 10% of the occasions where you need to, to make something up, where you need to respond only, you know, in only the way that you can respond. And so all going all of the way for that. You know, I mentioned that our, you know, we use autoresponders. I use gogoclients.com that's my own, that's my own service, my own program that has the autoresponders, landing pages, toll free voicemails and CRM. This is the system that I use for everything that I do. All the interaction. When I'm sending out the messages, broadcast messages I'm only sending from my Gmail, I send into a. You know, we have a process on my team where I just write the email. Once I sell it, send it to the. We have a Trello board for email broadcasts. And I don't go in and have to push all the buttons and do all the settings and do all the things to actually send out the broadcast. I write it once in my Gmail, send it to the Trello board and then it's done. I'm just looking to only focus my time on the adaptive challenge. The adaptive challenge is what do I want to say? The thing that only I can do is write the words that I want to send out. And that's what, you know, I want to get you to that point where you're just focused on the words, the, you know, what's being said, the exchange. And you're not spending as much time pushing all the buttons and adjusting all the settings. You know, you're able to optimize, automate and delegate. So those are my seven mindsets that I wanted to kind of talk about.