Mike Minutes Mastermind 09/08/2023

We are live. Let's go. Happy Friday, everybody. Hope you're doing great. Let me go and get this set up.

I'm gonna go out on a limb and I'm going to predict.

That this could potentially be one of the best masterminds we've ever had.

Let me just paste this in here.

Boom. Add that to the channel. Yes. Cool. All right, let's get things kicked off. I'm going to answer some questions and then I'm going to have some, lots of musings. Well, why is that? There you go. Cool.

All right.

Here we go. Let's go answer some questions. I think there's a few. I saw them this morning and then I have some things I want to talk about that I think are very, very positive and things that we can learn from. And typically when I go through things that make me think, it gives me a lot of good musings to then share with all of you, some of which you may or may, may or may not agree with, which is always a very healthy tension to come to the right conclusion for you. So let's get into questions and then I'll go into my musings, I promise. But let's get through these so we can finish the weekend. Go into the weekend at least with this all cleared out.

All right. Numero uno. And we're. Penton, Michigan. They contacted me today. Want 600 for this year to give my business a good rating. Is it worth the money?

The. I'm guessing like bbb, like Better Business Bureau or something else.

I would not recommend the Better Business Bureau. I, I would just ask yourself, when was the last time you looked at the Better Business Bureau? And anyone that's asking money for a review, I don't think they're going to be the most highly reputable company. Yes. Give me 600 and I'll give you a good review. How, how much weight is that review going to hold in the future.

Anyways? Oh, this is a long one, Chelsea. From Arnold. He might.

Excuse me. One of our employees was concerned about because his pay seemed off. I sent him a screenshot of the timesheet tab of the two week period from the admin screen. I'm guessing me, like from PvP. And then he sent me screenshots from all the days saying the base payment on his app is higher than what the admin shows. I attached him to the screenshots and also our reports and timesheet screenshot for the time period. I looked into it and it's true his numbers were different. Always higher. Our base pay is $18 and when I do the math on the hours work the admin base pay number is correct. If I take this base pay total on his app and divide by the hours work it's showing a range of 1906-1960 or something like that. It change changes each day. I'm confused on that and he is being nice about it all but is new and I think he is afraid he is losing $40ish dollars or not trusting the system. He was above base pay by a lot but he thinks his total should have been higher still. Okay. Also I think we might have mis explained. MIS explained the take the higher of the two columns. He's under the impression that each day he would get higher of the two base pay versus P4P earned. That is what he did in this calculation anyways. Which I explained that it's the higher of the two at the end of the pay period. I guess my question on this part is even after watching your video multiple times and having the employees watch it as part of their onboarding, we still have quite a have it are having issues explaining it lol. They get the higher of the base pay versus P4P earned each day but it is still an average of each individual column at the end of the pay period. Correct. That might be what we are struggling to convey. Any more tips? Thanks. There is no average. Okay, so I can look through these quickly here. I just don't want to confuse everyone. Yeah I will look at this Chelsea and make you a separate video actually going through your account and breaking down this math because I feel like if I share all these pictures we're going to confuse everybody. So let me address the concept here and then I will actually drill into your account and take a look at it and help with this a little bit more. Based upon me quickly looking at this, there's things like.

Break client hourly rate is 83 33.

Yeah, I'll take a look at this and actually drill into your account. Stop sharing. Go into here.

But in terms. Let's address the other part real quick. In terms of the you know you're taking the higher of base pay versus P4P earned for the whole pay period. Right. So if he's using that math of like higher of each day, I understand how he's coming to the wrong conclusion. I will still look into the math to see if there is something wrong in terms of the calculation. If it's like.

Not adding the.

Break time or something like that, I will take a look at that. But in terms of this bottom part, let me. Let me talk about this real quick because this is more of a conceptual thing. Let me just write down. Give me one second. I just need to make a note to look at your account later, Chelsea, because we will board everyone to death if I'm just thinking around in your P4P account numbers. But in terms of this part.

What you want to do when you're explaining this, this specifically to your employees is you say, hey, look, let's think about an employee that joins. Not them, not you as an employee, but like, let's. Let's talk about new employee comes in, you've worked here for a year, they go out and they just crush it. They're just making. They're just making so much P for P. They're going through jobs super fast and they make all sorts of damage cases and yellow slips that now you can. Now you can make them look good, Right? So you, the employee, you have to go fix them. You have to go at base pay, go fix their mistakes. They send next three days fixing a damaged fence, broken sprinkler heads, skid marks, cracked window, all the rest of it. Is it fair that they make three, four hundred dollars extra on that pay period when you were having to pick up their slack? They're spending half their time going and fixing mistakes. They're not doing walkthroughs. Is that fair? No, that's not fair at all. I agree. So what we did to prevent that from happening so other people don't do that on the team, is we look at all of the days, you know, all 10 days of the paper that you worked, and we add up all the P4P and we add up all the base pay and we take the higher of the two. So that way if someone goes super fast and just crushes it and make a bunch of PVP on one day, they have to be consistently doing that, and they can't go to bank a bunch of damage cases and yellow slips and all the rest of it and the rest of the week not make any P4P dollars and somehow get a bonus. That doesn't seem fair, does it? No. So what we do is we take the entire paycheck to ensure that everyone is held accountable to doing a good job for the next crew to show up. So you show up to the job, you're not picking up everyone's slack because they're going so fast and they're making all this money and you're picking up their slack. That's how you're going to, you're going to explain it to an employee and they're going to get the most buy in from that.

In my opinion. This part here. I will take a deep dive in Chelsea if you could email me those pictures that you have here. Franchise Gustong Longagers.com but more importantly, give me like the time frame of the, of the report that you're running and things like that. What I've seen several times is the way the reports are being ran. You just gotta adjust a couple things so I can take a look at it for you.

Number three, no bueno. Who's this? No. Anonymous. Okay, where can I find the form that allows me to opt out of max during the day? Yeah, just go to forms on the dashboard and then you'll see one there to be able to opt out. Just dashboard at the top says forms drop down there should be good.

All right, clear those out up in here. Okay, cool. We haven't done an education segment for a while, so let's do it. Boom. Education slash musings, whatever you want to call it. So let me describe the situation and then we will, we will talk about it. So.

I think it's a good opportunity to talk about it and for us all to learn and grow, etc, And I think the faster we can take out.

Emotion and who is saying where they're saying it and what they're and how they're saying it, the sooner you can make a good decision.

And just stripping out the emotion and who said what, where they said it, how they said it. They said a mean tone or a nice tone or whatever, you strip down to like what was said. And this is typically how when someone says something bad about me, there's always the inclination immediately to be like defensive, right?

Always. And that is a natural. And it means you're human. And I feel the same way when people say stuff about me. There is the inclination to say defend yourself and, and feel offended.

And then what I have slowly got better at doing is stripping out how they said it, who said it and where they said it, and simply looking at the essence of what, what they said and then judging that based upon whether there is truth to it and if there is weight to what they are saying. This has happened before when team members have said things employees and that they said in the wrong way. They didn't say it right. They didn't say it to the right people. They hit it with a lot of emotion and plenty of hurtful context and subtones. And in the moment What I want to be is like you don't do that. That's how I feel.

And what I've learned is a lot of times the reason it hurts so much, the reason that you feel attacked is because there is a grain of truth somewhere in there. Sometimes it might be 1% and 99% of it doesn't need to be thrown out because a bunch of emotion and garbage. But you can Learn from the 1% if you are.

Mature enough to strip out the 99% and actually observe and, and be self reflective on the 1% that might be true. How you said something, what you did and all the other stuff that they did, how they presented was false, wrong, immature, out of place, whatever, right?

So I have tried to get better at doing that and I think the example I'm going to use today is literally just a way for us to talk about an example of how I think about leadership and how I personally deal with organizational stuff. Is it right? Maybe not, probably not. There's probably better ways of doing things but there we all need to figure out, especially as you grow the company, have teams, etc. Is where do you stand in terms of leadership, whether you like to address things more openly or if you'd like to do things more privately, when to do, when to do both those, what is the medium for you? And so I'm going to bring up an example and, and then I'm going to talk about it and we're all going to learn from it hopefully, or at least have mental gymnastics about it because I think it's really, really a good thing that touches all of us. We can like literally see it live time. And I think in my opinion the value of these masterminds is.

That hopefully you see me go through things and you see me go through things at Augustus corporate level, you can pick and see. Oh, that's a good thought. Okay, I like that I could use that, etc. And.

So that's why I'm openly sharing and talking about this and etc. So let me, let me frame up what happened and then I'm going to talk about what I think we can all think about and flex our leadership muscles on. So the other day we had a C suite, unfiltered that went live and we talked about the Mac situation and Lee was pushing me on in terms of, you know, my thought process around.

What happened a couple weeks ago and like saying, hey look, we should have made this opt out. I made a mistake here and kind of pulling it back. And so what.

The debate. And I'm bringing this up because some people ask the Franchise Advisory Council, like, hey, like, what was said? And.

Is this really what Lee thinks? And is something going to change at command center, et cetera? So let me. Let me frame this up. So whenever. Whenever I disagree with somebody, okay, I'm always thinking of a couple things. Number one, I'm thinking about incentives, right? If I'm in their shoes, what. What is incentivizing this person to potentially say something? What's the context behind why they might say something that I disagree with? Right? For example, let's say an employee says something at it. Like, just offhand, if I'm able to get inside their shoes and do that, okay, if I was in their situation and I was a single parent and I didn't have any sleep last night and someone coming up to me a stressful situation and they said something, would I react potentially? Okay, do I now reframe how I address that? Employees just acted out and said something stupid, potentially? Right?

And if we strip out rights and wrongs and this is right, and this is wrong, and if we strip that out and we just debate concepts, right? So, like, just play with me for a second in this leadership gymnastics and just flexing the muscle, okay? So Lee and I were talking about what happened with Max, and he was pushing back on me and. And getting me to express what my thoughts were about why we. Why I apologize and brought it back towards, like, hey, it's an opt in, opt out, and. And what we did a couple weeks ago, or, yeah, a couple weeks ago. And so this is what I would recommend. If you disagree with someone, for example, like Lee in this situation, I would ask you, what's his incentives, right? And I know Lee is a big man, and he'll be able to take. Take what I'm saying here just fine. And. And I just think there's only positives from. From thinking about this and us all thinking about this way. And so his incentive is this, is that his job is to keep six to seven out of eight people that apply to join Augusta out of Augusta Nation. And sometimes people get through. It's like, oh, man. Like, they're gonna. They're gonna cause discord with other franchisees, they're gonna lead them over straight, et cetera, et cetera. But his job is literally keep fans of Mike Andes outside of Augusta Nation and make sure that the people that get in are going to get along with everyone else. They're going to believe in what we all believe in, and they're going to support each other and other owners around them. They're going to be a good steward of the brand. And down the road, the owners that are around them, they'll be supportive of that is his job. So how does he make that happen? How does he accomplish that goal? So if you start thinking, okay, I, I disagree with this or this and you should do the same thing for me. You should do this for anybody. Like this is how, how I look at leadership. What's their incentives? These incentives is to prevent him having to work so much trying to weed people out. So what, what should he do? He should create something like the C suite unfiltered so that the thoughts and what's going on is so clear to people. It weeds out the people that are not a good fit for a guestination because the vast majority of people hop on the calls with him. They think they can make a million dollar business in three months. They think I'm going to literally get all their customers for them. They think I'm literally going to hop on a truck with, with a sign and get them customers and it's gonna magically poof and they're gonna do a multiple looking like that's a bunch of them, a Hova. A lot of other them have successful businesses already or just getting started either way and they think that they're going to come in and tell what's going to happen and they want this change and I would join, but I want this done. And it's like, no, you're not, you're not going to be able to tell other franchisees what to do. Like it's your business, it's your territory, you can do inside of there, but you're not able to go tell so and so next door. Like these are the type of things he has to deal with every single day to weed these people out. So what he is doing in that interview, again, think about incentives, right? He is doing, he knows where I stand and that is like I always protect the franchisees at all cost. And he knows that that's the conversations we have with the leadership team, et cetera. He knows to push my buttons in the opposite direction is how he gets to extract that out of me. Right. And so.

If he is able to show that how much I do care and think about every single franchise, including the ones that are just getting started, the ones that are thinking about joining, the ones that have been around for 10 years and I try to align all everyone's incentives and like I'm very passionate about that. And think about that deeply. And I'm willing to admit, when I made a mistake in jeopardizing any of those relationships, that is a win for him because it's going to keep out the people that are afraid of that kind of leadership. They're afraid of publicly talking about what I did wrong. They're afraid of change. Like, if someone joins Augusta or is thinking about joining Augusta and they hear that episode and they're like, I don't know if I like that. I don't know if I'd be able to handle someone else taking my calls, someone else doing things for me, someone else doing things like AI or copilot, etc. And it affecting my business. That's fine. They. They shouldn't join right now. They potentially might join a few years now or never join at all, but that person is probably going to be very difficult. They're probably not going to adopt P4P because like, a lot of times they get on the calls like, hey, I want to join Augusta. But like the P4P thing, I don't like open book management. I don't want to tell the guys, like, that's not gonna be a good fit for us. It's not gonna be a good fit for the brand. It's not going to be a good fit for their employees down the road and what we're trying to do. And so.

I would. The reason I'm bringing us all up is because you're going to have people you disagree with all the time, especially employees and team members, managers, etc. And if you think about their incentives, where they're coming from, a lot of times you actually go down to the root of like, oh, like they're actually trying to do something good here right now. I would also say another good leadership exercise.

I know some people will make this about this exact. Like this instance, I. I actually don't care about the instance. I care about the concepts that I want to bring out and talk about here. Another leadership exercise that I actually had with my coach the other day was.

It'S okay to say things that are. That.

If you're trying to grow, you're. You want someone to say something opposite from you. Right? And so the leadership team, Lee, Liz and Chuck, we have plenty of discourse and disagreement, et cetera. And in doing so, I believe in that tension is where the. The right business decisions are made. Does that mean that everyone's feelings are going to be okay? No. Does it mean that everyone is going to feel hunky dory all the Time. No, but the right business decisions are brought intention and to create more balanced environment. And so when, when I look at the episode, for example the other day, if someone's joining, they should be able to say, okay, I am happy that there is someone pushing back on Mike's opinion instead of just everyone going along with what Mike thinks. Because there'll be a time where I agree with the opposite opinion. I need someone else to bring that balance, to keep Mike centered and balanced. Right. And so I believe this is personal, that in the midst of tension, of opposite, there is a right decision. And if everyone goes in one, either direction, we leave. We have a slanted decision making framework. So for example, the other day my coach, he's like, we were really trying to get to the, like we were talking a lot about like why I feel so much pressure and.

Take on so much etc, and he said, do you think that if you did not do everything you were doing.

In terms of the content, the businesses, etc, do you think that these business owners, do you think there's no one else in the world that could help these business owners and make them successful? Because that, that's like why I do what I do. And like I was talking about that's what keeps me motivated and driving and going, etc, and I said, no, there's other people that could do this. I don't know who they are potentially, but there is no savior complex inside of me thinking that I am the only person that can do this. And what some people would do from that conversation is be like, man, well, well then why live? Like why have a business? Why even try? Like why go for the extra mile? Why stay up extra? Like if, if any someone else could do it and I'm meaningless if I am expendable, if I'm just another one of the 8 billion people, then like why live? Why go and push the envelope and try for more and try to exceed and try to excel and try to grow, try to help other people. Why? Because if I, because I truly believe that if I wasn't here, the world would be just fine and people would figure out how to improve their business and someone else would be there to come along and help them turn their company around, improve this, the industry, I believe someone else could do that. And so.

I don't push against the coach in the fact that he just, he pushed back hard on me and made me just rethink something. Because guess what that can help me do potentially is take the pressure off. Like I need to perform, I need to do everything I need to take on everything myself. And there's this pressure on. On me. Well, if. If I can remove that and live a slightly different lifestyle, and that is, look, people are going to be fine. Just with or without you. The world will keep turning. You don't need to put all this pressure on yourself. But it took someone saying something that I actually don't believe in, and that is, like, what I do, but does matter. And what I do, I do want to help people. And like, that is worth striving for and worth staying up late for. And like, I believe that.

And for someone to say, like, basically, like, you don't matter can be, like, a little insulting. And so I think these are all leadership things that we can learn and they help you grow. And I think in general, when it comes to choosing a coach, I will say this. If I was choosing a coach at Augusta or anywhere else, I would look for a coach that does not think like me, that would oppose my traditional values and oppose the way that I think about things.

Now, the proof is in the pudding. The coach that I have has never had a business. He doesn't have a cell phone.

You're like, how in the world could he coach you? Because he's so different than me. He thinks about things so differently. He's extremely cerebral and slow versus me. He's very fast and wants to think more differently. Like a different concept. Right? So if I was looking for a coach, I would personally look for the person that I disagree with the most. The person that thinks about things completely different than me, but has some sort of track record that I can be like, okay, they have done this before and I can trust that. And whether or not I agree with them is irrelevant. And in fact, I want them to push back and counter everything, I think, because hopefully it brings me a little more balanced.

So that's what I had a couple notes. Yes. I'm just kind of looking down here.

And I think in general, like, part of it is too. The idea is the debate is, well, should you talk about things publicly? Right. Whether it be cco, unfiltered. And again, I know I'm using this example, but I wanted to make this more about leadership in general. And like your business, should things be talked about publicly? So, for example, we talked publicly about, like, my decision making framework in the last couple weeks and like me having to apologize and why I was wrong, etc. Lee then pushed back so that that would be expressed hard in your business. That could be.

An employee saying something publicly on the chat or in a team meeting negatively about you. Now does that hurt? Yes. And again, your first inclination is full defense, defend yourself. I don't like that. It's not comfortable.

The only reason that exists is because there is some kernel, whether it be a minute, fraction or entirety of it is true. It would not make you feel uncomfortable if it was so left field that you. There was absolutely no truth to it or no potential truth to it. And so that'd be. My first thing is like, okay, can I strip out with how they said that and what they said and is there any kernel of truth there that I could learn from and come better? Because if that's the goal, I don't care about who said it or how they said it or where they said it. I just care about that I'm making the right decision.

And so if you allow that type of thing in your business, in your team chats, in your organization, in your leadership meetings, et cetera, you will be misunderstood. But you will also be misunderstood if everything is done behind closed doors and without transparency. So when it comes to lightning, leadership is how I see it, could be wrong. You have transparent open public, very public. Like this is like way over here, right? Like everything in the company. Like you talk about who's fired, you talk about everything, right? Very, very, very public. They have very, very private, which is people don't really find out what really happened until months go by. Because everything was done behind closed doors.

There is no public debate. Things are pushed down the pipe, like from the top down. No one knows why, things are just done.

Those are the two extremes and everyone is usually trying to find somewhere in the middle. Here's why I index towards more of a public facing leadership style. I'll explain.

When someone joins Augusta, they realize, as with most companies that have a founder, until that founder passes things along, that the founder is usually the one heading in the spearhead of the of what the vision of the company is, right?

And in order to find fall underneath someone's leadership, whether that is an employee, a family member, et cetera, you need alignment with the value and the mission, right? You don't necessarily agree with everything about your spouse or your employee or whatever. You don't. But if you're going to fall under someone's leadership, you need to understand the vision of what they're doing, right? My public channel for Augusta, for myself, doesn't talk about Augusta very much at all. I don't talk about the franchising aspects. I don't talk about command center at all. C suite Unfiltered, for example, is a way for people to vet whether or not that vision that I think I believe in is what they would like to align with. All right. And the vast majority of people joining Augusta have they listened to Seal Unfiltered, for example, because it makes it very clear what I'm doing right, what I'm doing wrong. I'm willing to talk about both of those things and give. Give open and clear communication when I do things really good and when I do things really bad. And to some people, that is repelling and to some people that attracts them. Now, think about from this perspective, if I am going to be that way consistently and is talk about the way what I do right, talk about what I do wrong, share where I make mistakes, talk about what I'm thinking on calls like this. Like, share my musings and about leadership. And like, as I grow as a person, sharing very vulnerable about those. If I am going to do that inside of Augusta Nation, I need to show that prior to people joining, because otherwise they'll get in and they'll be like, wait, I didn't sign up for this. Like, I didn't sign up for someone talking openly about what they're thinking in terms of, like, this is not what I thought this was all to be. And the way that I personally like to lead is more open. So if someone says something publicly to me, a team, a team member, an employee, a manager, et cetera, I don't mind that. Now, if they say it in the wrong way, etcetera, there's always repercussions to how people say things, and that can always be debated. But the kernel of what is being said is what I'm trying to strip back to. And so.

I lean in the more public side in order to be able to filter out who should and who should not be part of Augusta Nation. Because if we're going to change the level of professionalism industry and we're getting to a thousand locations, I want to do with a lot of really awesome people that stand for the values of what the brand's all about. And.

The number one way to do that is filter people out at the very top. And it's like, look, if these. These are things we stand for, I'm okay with someone, my manager, you know, debating me. I'm okay with that. I'm fine with that. I'm fine with talking about hard things. I'm okay if someone puts a question on the mastermind and disagree with me. I'm okay with that. We allow Someone's public to post anonymously for a reason. Because in my opinion, the organization and Augusta Nation comes with the best decision making processes in that tension. And if I hide all the tension before someone gets inside of Augusta and then they jump in and I'm like, there's tension and people are able to say their ideas and opinions and feelings and thoughts because I believe this could be wrong. I believe that in that tension of ideas, the right decisions are made. And.

I will continue to push that as long as I am around, because I believe that's the right way to do things.

And it makes people uncomfortable. It makes me uncomfortable, makes me feel defensive sometimes. But it is usually the thing that brings out the best ideas and allows people the freedom to say what they're thinking, to push back without consequence that.

The, the idea that they will present will be attacked. I might put someone in their place about how they said it, where they said it, why they said it, the emotion. All right, I might debate that, but I will not debate someone's ability to be able to contribute to the debate and say things against or challenge things. All right.

And there's pros and cons to that. Like I said, there's. There's pros to doing this, There are cons to doing this, and there are also cons to doing it much more closed door, behind closed doors, et cetera. And that's why I had to apologize a couple weeks ago, because we pushed out a change without being open and honest. And so when that's why it caused a lot of problems is because it went against everything I've always done, which is much more transparent, much more open and honest about what's going on. And it creates questions. And so to be consistent, that's what has to continue.

And that's just, that's who I am. That's how I've always been. And I will probably continue to be more like that because it repels the wrong people and it attracts the people that. Like, that's what I want to do. That's what I want to be. That's what I want to learn from. And I just really believe that we as leaders need to think about having our thoughts and ideas challenged. And that is okay. It is safe. It is totally fine, whether it be my ideas, your ideas. Like someone can say a paragraph and I disagree with all five sentences besides one. We're like, that could. There could be a kernel of truth there. And I can disagree on all five things, but that one kernel of truth is probably the thing I need to hear. But most people don't get it because the other five sentences turn them off so much and repel them because there's emotion wrapped up in it. Who said it, when they said it, how they said it it. Like if you actually want to improve, you're gonna have to peel the five sentences off and look at the one that actually you could gain from and learn from and grow from. And so.

That'S kind of in general.

How I think about coaching, how I think about leadership and being open and transparent. Like ask yourself, because I've had internal uprisings within team, the employees, right? People saying things publicly in a meeting. And it's not easy to bite your lip and not say a single thing. It's tough and it's not comfortable and it's not fun and it does not feel good. It does not.

But there's a kernel of truth there and I can prevent this from happening again. And I can become better by listening to what they say, even if I disagree with it. Because there might be something in there. And the reason I'm having an emotional response to it is usually because there's a kernel of truth there or something that I'm insecure about that they might be picking at that needs to be dealt with. Right? And so I would just challenge all of us to allow that sort of mindset and that processing. I understand there are more people that like to be more reserved, hold cards to their chest, not share as much with their team or other people. I understand that I always have and always will default to being more public and open about my thoughts, my opinions, my feelings, and allowing other people to debate those because I'm not always right. And the people that are closest to me, they usually know I, I'm very happy to listen to alter alternative opinions to my own because in my, in my decision making process, having that sharpens my, my opinion, it sharpens my decision making framework. And if I'm wrong, I gotta be willing to take those. Otherwise it's just like, man, you'll never grow, you'll never improve. Like I'm. This coach is literally never going to. Business thinks very differently about me, about things, but he's going to make me better because he's different. And I don't need someone else to come tell me I'm doing things right. Or they're a business person, they love all the numbers and the math. When in reality I need someone to come in like, okay, you need to fix your brain space. You think about this wrong.

And you don't have to agree with it all, but there's kernels of truth there. So that's what I kind of got out of it. I hope that was somewhat helpful. Um, and I think I. I think the value of joining Augusta and being inside Augusta Nation is seeing other people grow, seeing other people learn, seeing other people make mistakes. And I need to be the exact same way. And when I make mistakes, I will. I'll. Like we did. Like, we all make mistakes. Sorry.

When there are. Are things that are happening bad, I'll tell you, so that you don't have to wonder whether or not things are going bad, I will tell you. And that's just how I like to operate. And I think that worked well, and it has served me well. And when I have operated inside that zone, it seems that things go better. And whether or not you find your balance somewhere in that. In the middle of that range is a good exercise. I think it's healthy, very healthy to have debating ideas. And I don't. Like. I don't feel bad. If you say something, make a comment in the Mastermind, ask me on Facebook. Like, that's why I'm there. And trust me, sometimes the. The worst. The hardest things you'll see, I won't respond to for a bit because, like, I'm feeling the pain and the. The push and the emotion of, like, that person's wrong. They shouldn't have said it that way. They shouldn't have said it in that way. They saying people's names. They're calling people out, like. And then it's sick. The only reason I have a response is because there might be a kernel of truth there, because if it was so out of left field, I just wiped them off as a hater. Right? So I think we can all learn and grow. And I hope that I exemplify the things I talk about to the highest degree and that regardless of whether or not you agree or disagree with my style, you see the consistency of it, and then you choose how you want to lead your organization and family and church and all these other things are microcosms of that exact same leadership. So that's a very, very long one. It actually didn't go the way I thought. I thought it was a little smoother than that. But I'm happy to answer any questions on the next Mastermind and hope you guys had a fantastic weekend, and we will absolutely stay in touch. Love you all. Take care. More like that. Because it repels the wrong people and it attracts the people that.