7 Steps to Crush the Next 12 Months

I hope that you get some takeaways here that will allow you to go into this holiday season with a clear head, a purpose and a mission for the new year, and be able to enjoy yourself. What do I really want? What am I after? So that I make sure that I'm aiming in that direction as I set my objectives for the next year. Don't just build the business, build the life. What do you want your daily life experience to be like? You've got to have that confidence in yourself and your business to say, you know what? All the stuff that I don't like doing, I could rearrange, that I could decide what I do first in the morning and how long I do it. Whatever your daily life experience, craft that. For the new year, we need to leave some stuff behind and we need to bring some things forward with us. So today we're gonna go through a few things to do that this time of year. We need to be doing some critical thinking about how we're gonna end the year, how we're gonna cross over into the new year. And I wanna share with you basically what I'm thinking about right now and just kind of get you to be thinking about the things that really matter this time of year. All right? Some of this stuff you might be doing, some you might not. And I hope that you get some takeaways here that will allow you to go into this holiday season with a clear head, a purpose and a mission for the new year, and be able to enjoy yourself. It's been a great year for a lot of people. There's been some challenges, there's been some great opportunities. And I think we all, if we think about it, have a lot to be grateful for this year. I think it's really important that we end the year with that context of gratitude and appreciation for the year that we had. We need to look back and we need to see not only the failures, which are really lessons, but the victories and the things that allowed us to continue to grow, whether they were setbacks or whether they were learning opportunities, they're all allowing us to continue to grow. And we need that going into this time of year and crossing over, you know, it's like we need to approach New Year's Day differently than most people. You know, most people, like, hey, New Year's Day, I'm going to set some resolutions that most people don't keep. You know, you go to the gym for all of January, the gym is packed. And then you get in there by, like, February 15, that it's like cleared out again. Right. Nobody's sticking with it. This is a different group. You guys are a different set of growth mindset, people that are trying to achieve big things. So I know that's not you, but I want to just make that transition and cross that think of that line as. As, you know, as a true threshold of what you're going to cross over that with. We need to leave some stuff behind and we need to bring some things forward with us. So today we're going to go through a few things to do that. First thing we need to do for closing out this year strong heading into New Year's, even stronger, is we need to do a yearly debriefing. A yearly debriefing. And what this is is basically just sitting down and making a list of what went well this year and what didn't. Right? What went well, what didn't. This is something I would encourage you to do on your own and also have your team do as well. Right. Your list you might want to keep to yourself and then decide what you share with your team, but you're going to want to do a yearly debriefing. So I haven't done mine yet. I'm kind of. All this stuff I'm preparing for myself for this upcoming week on when I'll be doing all of this. So I'm kind of, you know, giving you guys the, hey, let's do this together, right? So I'll sit and I'll go through and I'll look at each category of my life and I'll look at each category of my business, each area of my business or businesses, and start to just really. What worked well? Like, I do it as a journaling exercise, and I'm just like, what worked well? I'll start writing. Start writing. You know, what. What didn't work well? Or what could we have done better on? Start writing. Start writing and look for the lessons that I learned in the stuff that didn't work well. Right? But also find the areas where things did work well and say, how can I expand upon that? You know, oftentimes when I meet with private clients, it's. It's. They want to talk about everything that's not going well in the business. And I start all the meetings with what, what's working? Right? Let's talk about what's worked this past year let's talk about what's worked this past quarter so that we could find some things that we could expand upon. Right. Because too often we could just cross over. I'm like, ah, it's no big deal. Let me fix this stuff that's not working. But I bet each and every one of you got something that worked really well for you this year. Whether it was a new business process, a new strategy, a new marketing source, a new personal operating system, a new personal sop, a new habit, right? A new person that came into your life, business or personal, you've got something that worked really well. How could you expand upon that and celebrate what worked? So once you've got your yearly debriefing, you guys know by now I'm big on spending some time journaling, thinking through this stuff. And if you haven't started that yet, if you haven't got onto that yet, if you think Louis had some woo woo stuff, and you know, who's got time for all that, I promise you it'll be the greatest gift you could give yourself this year to start getting in touch with your own thoughts and gaining some clarity and making some space for the answers to start flowing to you. Right? Because we can't figure it all out in our heads. I can't anyways. I need to think it through. I need to write it out. And. And that yearly debriefing is something that I do after every major event. So in moving, I would do it after moving season as well. Right. I do things like that after seminars or big events that we do. And then at the end of the year. Right. So take some time and just figure out what worked well, what didn't work well. What are the lessons? Okay, from there you're going to get. I mean, you should have pages and pages and pages after this, right? Don't. This list isn't to turn into me. This list isn't to have some little concise document for yourself. It's to literally dump everything in your mind out. Right? This, remember, part of this process is figuring out what we could expand upon, what we need to learn from, what we need to change, what decisions we need to make. But it's also going into the holidays with a clear head, right? So at least putting everything out on the table, we'll be able to see what we need to deal with moving into the new year. Okay. From there, you're definitely going to have some decisions that you need to make a call them. December decisions, December decisions. You know, this is the time to say, okay, what have I been putting off that I need to finally make a decision about that I will not cross over into the new year with it lingering in my indecision cloud. I Call it the indecision cloud. Basically, every decision that you don't make, I envision it as this dark cloud that just follows you around, and it just burdens every move you're trying to make, every decision you're trying to. Everything you've got going on in your life. It just creates this burden of indecision. And the reality is, most of the stress that we experience is due to a lack of making decisions, a lack of saying, what do I want in this specific area? How am I going to deal with that person? Am I going to expand or am I not going to expand? You know, I know I need to set time to review my numbers. When am I going to set time to review my numbers? Like, they're all decisions. Your job as the leader is to make decisions. You know, I was speaking to somebody this week. They said, you know, one of the things they want to move away from in their business is having to make the tough decisions. I was listening, and I was listening. I was listening. I got to the end and I said, you know, that's your main job. The problem is that you're overwhelmed with everything else. And once you make the decision, you have to actually do all the work to facilitate whatever decision you made. And you have to carry the load because you don't have the team. But your job as a leader is to make decisions, right? So we want to get everybody to a place where that's kind of what you do. You know, that that's part of leadership. So what decisions? Start thinking about that right now. If there's some you could jot down, start jotting them down. What decisions do you need to make before the end of the year? The hard ones that you don't want to make will set you free. If you just make it and deal with it, and the repercussions and the consequences aren't as bad as you think they're going to be, but letting it linger will just burden you. So I like to sit down in December and say, okay, here's the line. January 1st, the line, I am not moving into the new year without making a decision on how I'm going to handle this. I might not do anything about it right away other than list out what my next first step is going to be, but I'm going to make that decision. This I already started on, right? And I literally went through, listed a bunch of them, Bullet pointed them out, and then kind of went through, and I was like, yes, in capital letters, yes, I'm going to do this. Yes, I'M going to do that. No, I'm not going to do that. And I just got like, definitive with my answers on how I'm going to move forward on certain things. If you really, you know, if you're having trouble right now saying, louis, I can't think of any decisions, I need to dig deeper, right? Every situation that you're dealing with, everything that's bothering you, if you just ask that question, what's bothering me, what's stressing me out, what irritates me, what makes it to where I can't be present, I can't be in the moment, I'm thinking about something. There's either one decision or a group of decisions around that thing that if you make them, will just allow you to move forward. Okay? So it's really, really important that you don't go into that. Like, let's not bring the old stuff into the new year. Let's not show up and stumble into January 1st with no real difference between last year and the new year. Okay? So the next one is we've got to set mission driven goals for the upcoming year. Mission driven goals. I want you to think about each area of your life, okay? And I want you to look at it like, what's my mission? What am I after? Okay. Not like I'm going to set a goal. No, no, no. I'm on a mission. I'm going after it. I wrote down the key areas of your life here. Business, relationships, growth, personal growth, health, money, financial. Which is different than business because business just gets you the money. And then what you do with the money is a different story, experiences, or fun. And your contribution. I want you to sit down before the year's over, okay? Before the year is over, write these down. And for each one of them, I just want you to start right now. What are your mission driven goals for this year? You could sort it out later after you kind of just brain dump. Like, what do I want to accomplish in each area of my life? So it might be like, you know, in business, I want to set up all my systems so that the business can run without me. And I could step out of the day to day, or it could be, I want to increase sales by 40%. Relationships. You know, I want to improve my relationship with my spouse. And how I'm going to do that is we're going to start connecting every night between this time and this time. And this is how, this is how we connect, right? You'll start breaking down how you're going to achieve these goals. But I want you to think about, like, what if you look back, if we're sitting here next year having the same conversation, the first thing I ask is your mission driven goals. Tell me what you achieved. Think about it from that perspective. What is it you want this year? You know, this, I, we've got to have a point where we could hit reset, right? Where we could hit reset. And it's, and this is the perfect time going into the new year, right? So it's a time to take a step back and go, okay, what do I like? What do I really want? What am I after? So that I make sure that I'm aiming in that direction as I set my objectives for the next year, right? As I start taking action, as I make the moves that I want to make towards building the life that I want. But it's got to be in all areas. It's got to be in all areas and treat each one like a mission. This is your mission for the year. It doesn't have to be intense, but a mission that is accomplished is a mission that will let you feel fulfilled. And even if you don't accomplish it, but you put your best foot forward, you put your best effort forward, you're going to grow, you're going to become a better person, you're going to feel good about yourself, your confidence is going to grow. Maybe you set the goal too high. So what it's about who you become along the way. And I know you know a lot of this stuff, I know you've heard a lot of this stuff. You know, you don't necessarily need me to sit here and tell you, hey, set goals. But maybe you need the reminder, maybe you need the reminder to say, hey, it's, you know, don't just build the business, build the life, right? What do you want? What, what is your, what do you want your daily life experience to be like? You've got to have that confidence in yourself and your business to say, you know what, all the stuff that I don't like doing, I could rearrange that. I could decide what I do first in the morning and how long I do it. I could decide when I wake up, you know, if I'm going to work out or if I'm going to meditate or if I'm going to read, if I'm going to spend some time with the family before I go to work or, you know, maybe I'm going to go straight to the office, I'm going to work from home. I'm working. Whatever your daily life experience Craft that for the new year, right? Make that part of your goal. Be on a mission, but support yourself with the environment that will help you to fulfill that mission. Okay, so once you've got the mission for the year, right, you could look at that like, now you have that, you got a document, you could look at it, you say, this is my mission for the year. You got to say, okay, in order to get that mission accomplished, what are the outcomes and the outputs that need to happen? This right here, if you just focus, if you're like, louis, I can't, I can't really think so much about the goals and the vision because I know people have a hard time with that when I force people to do it. Like, I had a private client, I was like, louis, I can't do it. I said, listen, don't call me until you've gone through the exercise. We need to know what you want in your life. I was on the phone on Monday and he listed everything he wanted in such detail. And I could just feel his excitement lift. I could feel his burdens drop away because now he had a mission for his life that we can now turn into an action plan for. When you've got outcomes and outputs, like everything you want to do in your business, in your life, it's all about outcomes and outputs. What's the outcome? I want to lose weight. Okay, Specific, right? Whatever it might be. Okay, what are the outputs? Okay, I need to go to the gym. That's an output. For however long a day. I need to eat these foods and not eat these foods. That's an output, right? I want to increase my sales by 50%. Okay, what are the outputs? The outputs are, I need to listen to my sales reps calls and coach them. I need to make sure they have a follow up system that they follow, right? I need to give them rebuttals, written rebuttals to help overcome. Objection. These are all outputs. And then once you've got the outcomes and the outputs, list all that out, I go through just brainstorming what outcomes do I want to. What are the outputs that I need to make that happen? You know, an output could be, I'm going to block an hour a week on my calendar to review my numbers, right? That's an output. So an output is something you do or your team does. So you've got the outcome, the output, and then you decide on ownership, who's going to own that output? Because if you've got a team, you don't have to do it all. But if You've got things you want to accomplish, the outcomes. What's the outcome I'm after? Right? What things specifically do I need to do? Do I need to interview more operations managers? Do I need to spend an hour a week reviewing my marketing number? Do I need to spend half a day on the weekends with my kids doing something special and unique that they'll always remember? If your outcome is to build a better relationship with your kids. So just think about everything that you're doing. Think about, what are the outcomes? And then what output do I need to do? Right. What output do I need to do? Maybe you need an hour every morning just to write and journal and strategize about your business. Because once you list out all the outcomes and all the outputs, you bullet point them out, you'll start to see there's probably two to four things that you personally need to be doing that you should be spending probably 60, 50 to 60% of your time on those few things, and that's it. And then you could start to block off the early part of your day to working on the outputs that really matter for you to make things happen. Right? For me, one of my main outputs, and it's basically my number one thing, is writing. Because in writing, I come up with solutions for clients, training solutions for my business, new processes, new procedures. So by spending more time writing, that's an output that is helping me to achieve many of my outcomes. So if you're like, Louis, I don't see how it all comes together. When you list these out and you start to see, wow, this outcome requires this output, this outcome requires this output. You'll see that you could create a block of time on 1, 2, 4, or 5 max things that that's all you need to be working on. And the rest gets delegated to somebody else. You guys with me on this, okay? From that list. So some things, it'll be like, hey, what's the outcome? What's the output? Who will take ownership of it? You could decide right away, right? You could go through that list, do it this month. And there's some things where you could say, hey, you know, I want to increase the quality of our sales. Okay, well, one of the outputs would be that I need someone to listen to every fifth call. Okay, what's the output? Who's the ownership? My sales manager. Assign it to him or her. Done. It's over. So there's a lot of things just going through, outcome, output, ownership, that could get resolved right away. And then there's other ones that Become bigger, more complex, many steps, and those you turn into objectives, right? So think about it as outcomes, outputs, ownership. Once you've decided that what needs to become an objective, either an objective project or it might become an ongoing project. So for the first quarter, this is always but first quarter, let's set three big objectives before this year is over. Like, don't go into the new year and don't even go into the holidays. Like, don't wait till the last week. Like, go into the holidays knowing what are the three big objectives that I'm going to work on January through March. And the reason I say three and stick to that number is because we want to think big with these objectives and we want to be realistic with them. And when you try to do more, you end up doing too much. You don't go deep enough in each one and you don't really finish it all the way through. You know, if you're like, hey, I'm going to put a training program together for, for my movers or for my sales team, that's. That's what, that's one big objective to, like, do it right. You're not just gonna, like, come in one day, create some slides, throw them together, train them, and then it's. And then it's done. You've got to implement it. You've got to see the results of that implementation, how it went, refine it, tweak it, right? And so with all objectives, think about it like this now, okay? Once you've realized that, once you've figured out your outcomes and your outputs and the ownership, that it's not something that you could just quickly make happen. So you've got your objective, right? With that objective, you kind of break it down and say, okay, in order for me to build this training program for my team, what are some of the key deliverables that need to happen or milestones that need to happen along the way, right? So you'd say, okay, we need to first create the curriculum. Okay? So that's one milestone is creating the curriculum to reach the objective. And then with that you say, well, how do we create the curriculum? Well, just start listing the steps of what it would be, you know, and those are the action steps, steps. And so that's, you know, you've got outline the curriculum, right? Review. That's one step. Review the curriculum. With my leadership team, it's another step. Create presentation on Keynote or whatever the other one is on app. PowerPoint created. Create a presentation. So you've got the steps on how to do It. Right. Another one would be film videos. Right. Complete the videos, that's another milestone. So for each milestone you want to have completion dates of when you're going to have that done. So if something's like for the first quarter, maybe you're working on just one part of it, one milestone, creating the curriculum that you'll have that done by the end of January. Then you'll work on finishing the videos by the end of March. I'm sorry, by the end of February. Okay. And I'm being real simplistic with this. And then you will put all that together in a trading program and have your first training by the end of March. Right. And with each of those you just list the steps of what it is. All right? So you just kind of break breaking this down. And so when you think about that, you could now move that objective forward with the help of anybody you have on your team. But you also are able to weekly look at it and say, okay, I've got these three big objectives. What could I work on this week that will move each of them forward all at once? Right. Remember, this is on top of what you're doing day to day as it is. That's why we only do three. You could try to do more, maybe you could do more. You know, if you're a machine and you're just pumping through it, you know, go for it. But if you want to also not turn your back on every other area of your business in your life and have it balanced and not burn yourself out. And you did five objectives in one quarter, but then the next quarter you're like, I need a vacation, I'm done. Right? I would do three. It's powerful, you know, it's powerful to be able to, you know, take this big thing and break it down. You know, we've, we all have areas where we've been wanting to accomplish an objective in our business, but it gets put off because we look at it as this big thing. So if we take it from this big thing and we break it down like, okay, what are the deliverables or milestones that need to happen? And then under those, what are the steps? And we give ourselves, you know, a good three month period to get it done. That's how we start accomplishing stuff. So I want you to pick your three biggest for the first quarter of the year. This is the time to really go in and be focused on knocking down those big objectives at the beginning of the year. Alright? So if you're like, what are the objectives? What do I do. Listen, list them out. List the stuff out that you want to do for the year and then move them around, prioritize them, right? Which one will help the rest of these things? Right. Which one of these objectives will help with the rest? If you're like, hey, you know, I want to improve customer service and I want to improve, I want to get better reviews and, you know, I want to, you know, prevent complaints, you know, get more referrals. Well, I'm going back to this as an example. Like, well, training your front end team that deals with your customers could be that one thing that's going to help knock the rest of those down, right? So we want to look for whatever's going to give us the most leverage and start with those. You, you, you start with those things at the beginning of the year. I'm telling you, the momentum, the confidence that you will have and your team will have will just, you'll cruise right through the rest of the year. All right, so three big objectives for the first quarter. Don't worry about creating the objectives for the second quarter. You could have some on deck objectives, right? You know, I personally, too much, you know, you might be able to say, hey, let me plan out the objectives for the whole year. Me, I can't do that. Too many things shift and too many things change. I have, here's what I want to do in the year. But as the year is progressing, we reprioritize, right? And I'm sure you guys could, you know, relate to that as well. So next thing we got to do before the end of the year, some year end tax planning. All right, if you haven't already done this, we talked about this last month in our wealth building session. But talk to your cpa, talk to your financial advisor, figure out what you need to do to reduce your tax exposure before the end of the year. You know, contribute to your retirement, your IRAs, or if you got 401 or profit sharing or whatever you've got, make sure you're contributing to that. If you don't have one set up, go set one up. You know, go to Fidelity, Schwab, Vanguard and just set that up. It's a simple way to just start putting money away, tax deferred, that you could do. And what purchases can you make in the business before the end of the year is up? Now, depending on your profitability, on where you're at and what your expectations are for next year, you might not want to do that. But if you had a very, very profitable year and you know there's some things you're going to need for the new year or some things you could do to grow your business exponentially, where you could spend that money in December, you basically reduce your tax exposure. And I know most of you know how this works, but let's just say you, you know, you've got $100,000 in net profit that's showing, right? And you have a flow through business, an S corp or an LLC that's treated as an S corp, and it flows through to you. So that means that that money is going to flow through to you and you're going to be taxed at whatever your tax rate is on that hundred thousand and pay tax on that. Well, if there's an expense that you can, you know, or several things that you could go and purchase for the business, business expenses, let's say $20,000 worth, you now are paying tax on the 80 instead of the 100, your profit will show less for the year. But at the end of the day, I don't think you really want a framed P and L on your wall. I think it's about the money that's in the account, right? So if that's 20,000 bucks that you're not paying tax on this year, it's not like you're not paying it, right? You're just, you're saying, you know what, let me spend this money now to do it next year. So, you know, for me, I'm kind of loading up on some things that I know I'm going to need for the business, you know, moving into the next year. And I always did that. So whether it was trucks, whether it was equipment, whether it was a service that I needed, you know, I'm not, this isn't a self serving statement, but any coaching that I ever did, right, where, where, you know, I'm like, all right, let me just do this at the end of the year, you know, anything that I could use in the business, New equipment, new computers, new, you know, cameras, new anything, anything. You know, if you're, if you're, if you have a vehicle that is truly a business vehicle that you might be able to buy a new vehicle by the end of the year, right? Again, I'm not giving tax advice. I'm not a cpa. Please don't take this and go and take actions without checking with a professional for advice. But you need to be thinking about it like, and that's why it's so important, important to have your numbers all dialed in, right? Because if you don't have your numbers dialed in. You're like, I don't know if I'm profitable or I'm not profitable. Right? And it's also important to know what, what you want next year. You know, maybe you're, maybe you want to buy a house. And as a self employed business owner, your requirements to do that are different than some, someone who just gets a paycheck. So maybe you don't want to reduce your tax exposure. You're like, you know what, I need to show that I made a lot of money this year. I'm okay paying the taxes because if I don't show that I made this money, then I'm not going to qualify for the loan that I want to qualify for. Right? So the simplistic approach to this, you know, year end tax planning is like, hey, if you got some profit, buy some stuff that you're going to need in the business now before the end of the year to reduce your tax exposure. But really you want to be thinking about this all year. You want to have your, you know, if you've got losses from the previous year or anything like that, they're again carried over. All that plays into this. So again, if you know that you, even if you don't have a specific, you don't have your numbers dialed in, but you're like, we made a lot of money this year. I know we made a lot of money. If there's something that you know that you need, buy it before the end of the year. All right, help yourself out on that. Because also what happens is, because you don't know what's going to happen next year. You know, we all hope that, you know, we're going to keep growing and growing and growing and our profits are going to keep going up and up and up. But if you've got, you know, some major, you know, expansion plans or your profits are going to continue to grow, well, how much you profit on top of whatever salary you take, you know, become, you know, becomes your personal net income. And depending on how much you make, it puts you in different tax categories. Right? So to be able to reduce that if you're making way too much is key. All right, so we'll leave it at that. Again, I'm not a cpa. Get professional advice. Don't say, lewis told me to go out and buy this new Mercedes convertible and put it in my business because I made too much money. And I'll be doing this myself. I'll be sitting down with my wife this weekend and doing this. It's Always fun to do during the holidays. I used to try to do it at the beginning of the year after, you know, after the first of the year. But we started to. To do it during the holidays. You know, my birthday is this time of the year. You got the holidays coming up. It's just, it's just a different energy and a different level of excitement. And that is plan your vacations for the next year, right? Plan those vacations for the next year. This year I. Well, we moved twice, so that threw a wrench in a lot of our, our trip plans, right? But you know, we did not take the trips that we normally would take due, really due to the moves and getting settled in and matter of fact, canceled three different vacations that were planned. But I'm okay with that. I'd rather have it on the books. I'd rather have it scheduled and if I need to cancel it, cancel it. Than how I used to do it, which was, you know, nothing's planned. And you wait and you're like, oh, oh, we've got a week, we've got three days. What could we do? And you try to schedule something and either there's no rooms where you want to go, or you're paying extra or whatever the case may be. But the most important part about this is the anticipation of the trip, right? Having something to look forward to is so important. Now if you guys have done. I mean, yeah, I mean, Ted, you got it right there. Something to look forward to. So think about if you sat down with whoever's in your life, whoever you'd be taking these trips with, and just, you know, first of all, thought about, you know, when you're thinking about the areas of your life and the experiences you want to have. Right? The experiences you want to have, the growth, the relationships, the business. Like a lot of travel could be incorporated into a lot of this, right? And so make a list. Like, what do you. Do you want to do, you know, dream about this with whoever you take trips with, right? Do we want to do two, two to three week vacations a year and then do a bunch of weekend trips in between? Do we want to take the summer and take 30 to 60 days and go stay somewhere else or and we'll kind of work lightly from that other location. Whatever it is for you, plan it out now. Plan it out now. And especially because stuff is just booked up and expensive now after Covid, right? You try to do stuff last minute now, and it's just not like it used to be. Hotels are charging more airbnbs are charging more. There's not enough. There's not as much capacity. But more important, you've got something to look forward to for the year. You know, if you live somewhere that has terrible winters, get out of there, go somewhere warm. If you live somewhere that's got terrible summers, get out of there, go somewhere cooler, right? Whether you want some hobby, you know, you, you, you, you, you want to go fishing with some buddies, you know, you want to go to Napa with the girls, you want to go, you know, on a golf trip, you want to go to Vegas with the guys, you know, you want to do these little trips, and then you want to take big family trips also, like, think about all this, and I want you to go into this next year really looking at it and saying, you know what? How can I make this year about my experiences, my daily life experience, my trips, my vacation, the people that I spend time with, and then how do I work in between all that to make it happen? As opposed to, I gotta work, I gotta work, I gotta work, and then how do I squeeze in a trip, get the trips on the calendar, and then fit everything else in there? And I promise you, you will find time to get it done. You know, the work will expand into the amount of time that you give it. You give the work 40 hours a week. Let's just say that, right? Many of you might be double that. You give it 40 hours a week, it'll take 40 hours a week. You give yourself something really fun and exciting to go do. Let's just say Friday, Saturday, Sunday, every month, or every quarter every other month. You'll get that work done in less time, believe me. Believe me. And you'll recharge, you'll refresh. So think about. I don't want to tell you guys how to take trips, but, like, I had to be told how to take trips or at least shown, like, oh, okay, you know, I want trips that recharge me, right? I want, I want fun trips. I want. I want trips with friends and connection and food and laughter and drinking. And I want other trips where it's about health and mindset and relaxation, taking care of myself. I want other trips where I'm seeing parts of the world and getting to experience different cultures. You know, you guys know it's about, don't just build a business, build a life, and there's so much out there. And do what you feel comfortable doing, considering the world and the way that it is. Some of you are, I'm wide open, right? Like, I'm going anywhere. I'm doing anything. I don't care. Covid's not a thing. Go for it if you're more cautious, all right? Find the stuff that will work for you and still go do it. We've got to get out of this. This place of isolation and restriction and go. And we got to start living. Hey, my friend, before you go, you've got to hurry and watch these next few videos over here. They will absolutely help you take your moving company to the next level. Go watch them now, and I'll see you over there, Sam.