A study conducted by Bain & Company revealed that there is a 95% correlation between the decisions you make today and your financial results 12 months later. So how do you ensure that the decisions you make are the right ones? We believe that in order for any business to survive, it needs to be able to make sound decisions consistently. And we've developed key rules for every decision to make sure our people, our clients, and our business are always protected.
Thanks for listening!
A study conducted by Bain & Company revealed that there is a 95% correlation between the decisions you make today and your financial results 12 months later. So how do you ensure that the decisions you make are the right ones? We believe that in order for any business to survive, it needs to be able to make sound decisions consistently. And we've developed key rules for every decision to make sure our people, our clients, and our business are always protected.
Thanks for listening!
Welcome back grow nation. Scottsdale, Eric Watkins and Jeff winters here to deliver the heat. We are talking about business growth stories. From the front lines, no theory, no textbooks, no bullshit, just things we're using things that are in place to make growth easier for us, and hopefully for you as well. Time to grow. Uncut, uncut, unfiltered, uncensored advice just for you. It's like a little gift a little bit. today. We've got some good stuff to talk about. Oh, yeah. Where we get to some of those actionable gems. We are heading over to the cop, the Sheriff of the poop pasture, LinkedIn. The poop pastor of LinkedIn. I don't know if LinkedIn wants the policing of the platform. You know, they should they're there for the drama. I think they do. I think they like when you think they're sitting at LinkedIn HQ, and somebody just puts up big bullshit posting, oh, look at that. Look at how bad this gets a lot of you you're you're big, you're on their wall, over your face, except for the first part where we go through a couple of things on LinkedIn that I think are true. And in most cases we all think are true. This is pretty specific. But I think it's really important. Greg, Cesar, I'm going to say, says, why do companies take so long to determine and share a comp plan where we're more than a certain percentage of the way through the year, I spoke with a sales leader this week, who said he hasn't distributed his quota? He seemed okay with the delay. Imagine playing an eighth or a quarter of the game and not knowing the rules. That's for all the salespeople out here still have comp plans and other people who don't have comp plans. This is a real problem. Great, great insight right there. Wasn't it? Great? It's true. Love the analogy. People are mad at us if we don't have them. The next day. I had a friend that didn't have her pay plan. Four months into the year. Yeah. It's crazy. Right? And they're just, you know, a lot of companies are just looking at quotas and looking at how much they're gonna ratchet it up, takes him a little while to do the math. If he did, well, the biggest when our employees leave and go elsewhere, one of the biggest reasons they come back is because they get jerked around on pay and compensation. Yeah, that which sounds like why as a business why don't I don't understand that. It's like it's, it's politics. I thought that was a great truth. Yeah, good nuance. Good that our, our listeners like that our listeners are doing comp plans thinking about like people will relate to have them early. Sam Jacobs, truth. Number two, how you leave a job matters. On a recent episode of his podcast, one of his guests, Scott Galloway said lesson to young people, as good as it feels as cheap as the thrill as it might be, when you are on your way out and you leave. Demonstrate grace. Really good lesson to everybody out there. You leave a job of everybody has frustrations with their job, even people that love their job have frustrations at their job. I started a company I was still frustrated. I made the rules like I we all get it. We all have those frustrations, on your way out. It is unwise to take a dump on the company that you're working. It's a long life. There's a lot of people at that company, you know, we know their frustrations, don't do it. Resist the urge. Everybody has the urge. Don't think the only person has the urge. Everybody has the urge how you leave a job matters a lot more than you think. And the ending impression lasts longer than you think are like this. We had a person in human resources that was exceptional at the exit interview. And she would talk about how small of a town St. Louis actually is and how people are related and know each other and you just never know when they're going to interview at a job where that person's the best friend of someone that is at the company you just left or that company that's in their first years not the same company 15 years later and all of a sudden you can't wait to go work there but you didn't leave in a great way and that was a really good part of her exit interview process was reminding people of the good things like in fact, why not tell people that right now right like in in your process when people are leaving And, as part of the exit interview, remind people of the good things within the position the things that they learned the things that they're taking away with them, and remind them to go out into the world and have certainly wish them luck in their next endeavor, but bad mouthing and taking frustrations with them and the outside world could just potentially harm them. This is such a truth and look at it. Let's look at it selfishly from the employee. Let's say you worked at a place it was miserable. Your manager was bad. You didn't like ownership, you didn't like everything was bad. You still should leave on good terms, right? Just in your own selfish best interest. I don't get why people do this. But you know, you hear about it all the time you see it on LinkedIn, they'll post about how bad the company was that they worked for before. It's like what? That doesn't get you ahead in life at all. No waste makes no sense. There's no way into this category. The person that accepts a job then gets another offer. And then just doesn't even call. They just no show first day. Like I feel like she's in that bucket of just like be professional. Yes. On the way in or on the way out. Two Weeks Notice. Yeah, the whole whole nine yards. It'll bite you in the ass at some point. Sure. It just well. And if it doesn't, it won't help you at some point. Yes, it's all downside, right? Plus, you don't know that you've been in a place for 10 years. You don't know what the what the grass looks like on the other side. Maybe you want to come back? You know when you can't come back? When you should have a company that you truth. All right, we're good two truths. I'm going to call this lie from Sean. The anti sales contest. Sean says sales managers stop trying to motivate your team. You can't Inspire. Sure. But that's temporary, very temporary. true motivation comes from within. And it is the only the only kind of motivation worth talking about stead of instead of constantly trying to get your sellers pumped up to do their job. Why don't you focus on these three things. One, create an environment where they all have the tools and support needed to be successful to set a standard of excellence as to what it means to be on your team. Three don't demotivate the team mixed messages no follow through breaking trust will eventually demotivate any seller. Okay? So I don't disagree with any of those three things. Those three things are fine. I don't think this person fully understands the amount of emotional roller coastering that goes on in and around sales. And that not only should you not not get salespeople pumped up all the time, you must get salespeople pumped up all the time. Scott, I know you're passionate on this topic, but this this is a bad line. If people really think this it's a product people will take back their business. You will have you will have much less motivated sellers if you stop thinking about it all the time. Everybody out there listening I want you to imagine something. You are at a football game. And there is a field full of super talented, motivated players on both teams. Ready for the game they've prepared. They've got the right game plans. They're fired up to play one another. But in that stadium, there is no band. There are no cheerleaders. The fans are not allowed to cheer. There is no scoreboard. There are no stats. There are no TV cameras. There are no signs, bells, whistles, mascots. It is dead silent. Is it the same football game? Hell no. No. Hell no. You say that's not the same thing bullshit. It's not same thing. You do all those three things. You've got really good salespeople. They're motivated they like your company. They like your product, they want to be here. And then all of a sudden the environments hot with an incredible contest that they all want to participate in. March Madness thing that we're doing the bracket challenge there's an event at the end of the month that they hit their goals. They love it here. They liked the product. They liked the money they're making and then you throw in a contest that fires up a good talented group of people. Someone should yanked us down. Not his three things that you should yeah, those are good. You know the intro. I finally got Scott exorcised on a lie. I feel like it's been a few episodes since I really got him got him going. You got this was easy softball. I think it's true. I'm all for having internally motivated people, by the way. And there's a lot of people that are internally motivated, but I've seen internally motivated people go to another level. When you have the right context. This isn't you shouldn't start with the contest. If you don't do all Those things below the contest, then you might have a lot of people just sitting around not caring about the contest. But this is the gasoline on the fire. This is what takes it to the next level. And it's a daily game sales is a daily daily game, and having something you're shooting for, like a, like an awesome contest that everyone's bought into, does in the pumped up thing, you know, in sales, if you're good, you're losing 75% of the time. If you're really good, if you're legendary, you're losing 60% of the time, don't undress, you got to keep people pumped up. Because if they're not in a positive state of mind, that comes through on calls, you can see it. Like that's part of your job. As a sales manager, I would argue one of the most important parts of your job is managing the emotional state of the team. Do you know what internally motivated people want to do? When? When? So you don't want to set up a game? It just doesn't make any sense. All right. Good advice, Jeff. We're now going to head into the 50 for 50. Again, the 50 strategies, or concepts that we would put in play, right now. If we were going to start from scratch, do it all over again, these are things we're doing we're using, we're coaching, the things that we think make us better, and the things that we feel like will make your life easier in your journey. Today, I'm going to talk about decision making. It's kind of weird, right? Of course, we make decisions, like why is he just going to talk about oh, you got to be able to make decisions? Well, are you making growth decisions? Do you have a decision making process, there was a little study done by a little company out there called Bain. Pretty, pretty tenured study. And it shows that there's a 95% correlation. This is 1000s of companies, by the way. But there's a 95% correlation to the decisions that you make today, being directly tied to your financial results next year, 12 months from now. And I go, Google anything about decision making. And the only thing that will come up is just how important it is for a successful business to be able to make good sound decisions if they want to survive. But I bet that not many people that are out there listening, think about how they make decisions, they probably don't file a process every single time they make decisions. And if they, if they do, you're going to make better ones. If you make better decisions, you're going to move faster, you're going to be more agile, your financial results are going to be stronger. You know, you've heard before that past financial success doesn't really steer what the future financial success is going to look like. But this study would suggest that past decision making does actually steer sure in future financial success. So something important to think about, there are really three types of decisions that you all are making strategic tactical, operational strategic is things that that set the course for the business, long term vision tactical, are really you know how things will get done. And then operational, or decisions employees are making each day to run the business. So those are really the three categories of decisions that you're making. But what we would suggest is that in any one of those categories, you should use our two golden rules, I got two of them. One, make them. So many people just sit on decisions and take forever until they have 100% of your data. So we are going to get I can't wait till our LinkedIn post on this one, people are going to shatter us ready, get 80% 75 or 80% of the data not 100% and then move. Otherwise, the decisions are going to stack up, you're going to have a stalemate, your business isn't going to move forward, you need to be agile, you need to make decisions in a hurry, you need to go with some gut. And that's going to enable you to make 80 85% good decisions and you can always go back and correct the where the 15% that you got wrong. But at least you're moving forward quickly. And you're getting things done. So the first golden rule is actually make the damn decisions. And don't wait for all the data to come in. Certainly do the research that you can but you don't need to be 100% there 80% there with your gut is going to get you there. And then every single decision that you make you need to consider three areas your people, your clients, and your business. There are a lot of things that we have tried to implement over the years. But we sat in an executive team meeting. And we talked about decision making. And we landed on what we wanted to do going forward that we literally wanted to make sure it was okay for our people. Every single decision, it was okay for our people. It was our business would be okay. And thrive. And that it was good for our clients. You remember guys rolling that out? Yeah. Like it was the easiest thing that we rolled out all of a sudden, any decision that we made was a little bit easier for people to understand because they're like, oh, yeah, I guess, if they make that decision, it does also have to be good for the company and for the client. So I can understand maybe why we can't make that decision today. But maybe we can make it next year, or it was just the easiest thing that we rolled out. But it stops and makes you think, because a lot of you that are out there. You may be pressured to make decisions just for your people, but it might hurt your business. Or maybe there's some selfish people out there that are there's like, it's got to be good for the business, I got to put more money in my pocket, but then you don't think about your people where it might impact your clients, all three have to equally thrive in your future decision. So I'll use an example. A pay plan, like I want to raise our Eric wants to race. Right? Again. I mean, Eric can give himself raises, but you unit, someone wants a race. And they're good at their job they're performing. And they're looking around. And they're about ready to make a decision whether they're going to stay or whether they're going to go. And in that, it could be very easy to say, well, I want to keep that person there, I'm going to give them exactly what they want. Without first saying can I really do that now, and then can I still afford to offer the same pricing or same service or whatever it may be to my clients. So the person gets checked off that box there, okay, but the company's margin might not be okay, or what I'm offering from a product or service standpoint to my clients might not be okay. Our example here is one of the missions going forward for us is that we want every single person in the building to be able to get paid. Above, they have a chance to make above what the national averages every single position in our building. When we came up with that we spent a lot of time analyzing. And we had, I think it was 15% of of our people are not there yet. And although we wanted to get everybody there immediately, when we looked at the impact, we would not have been able to have the right margin in our business. And if that was not there, in order to create the right margin, we would have had to impact customer pricing, you know, and that would all of a sudden impact 2000 customers. So although we wanted to get everybody there right away, in in analyzing our business, and looking forward, we're going to we're going to pick up some efficiencies in the next 12 months that are going to allow to allow us to increase margin. So we can bring that margin down a little bit, because we're going to dish that out to the 15% that aren't there yet. If we're looking at all three, we can make the right decisions at the right time. I would suggest that although people are not the ones that maybe aren't there yet, maybe don't love it. I think that they understand it more because we talk about making decisions this way. And they understand that we can't just do it overnight if it's going to harm the business or harm our customers. So my homework would be because this is this is not this doesn't take a lot to implement. We prove that psych, announce it at a meeting. In the next month. Every decision we make I want everybody to think is it good for us, the people, the clients and the business. And I want you to announce it. And then I want you to do that for 30 days. And then we would love to hear how it goes. Because I think what you'll find is it really makes you think a little bit harder about if it's the right decision or the wrong one. And I think that your people will understand unpopular decisions just a little bit more because of course they want the business and the clients to be okay, because they want that job in the long haul. What do you guys think? I really like it and what I what I saw when we made this and made this pivot is our clients had a voice. Their clients started to have a voice within the business, we're talking to growth organizations or people that want to grow your business. As you grow your organization, naturally, you're typically going to have a good culture for your people, because there's going to be opportunity because of the growth. You're also staring at your financials every month. So it's easy to keep yourself in check there, what you don't have is the client sitting in your executive team meeting saying, Hey, I don't know about that decision. I don't know, I don't know if that's the right move. For me, it might be the right move for you all. So that's, that's a big, big part of this, I want to go back to the first, I don't want the first part to get lost, because you, you gave a lot of oxygen to the second part, which is important and harder to explain. But the first part about what you said is speed. And there's part of the speed where it's like, alright, let's make the decision and how much data do you need to make the decision? But you know, where people have such a hard time for no good reason. Moving quickly, its implementation next quarter, let's do it at the top of next quarter. That does not happen here. I think people would be shocked at the speed with which we will take a decision that's been made and act on it. I mean, I'm talking we put a ton of thought into reorganizing business units on September 15. got the green light, I remember clear as day I turn to Eric, he turned to me October one, like done, like, make the plans. Do it. Rip it because here's what happens. Let's say instead of October one, even though we made a big decision, September 15. We said January one. Well, now I got 90 days of questions. I got 90 days of leak I got 90 days of people wondering why it won't work. Why won't it work? We're reevaluating that people are looking for jobs. I'm not gonna like no rip it and get it done. Rip it and get it done. And I think Jeff Bezos has the saying there's like door one decisions and door two decisions. One of them is you can't go back. There's so few decisions, you can't just say we're gonna go back and do it the other way. Almost every decision you make, you could go back, do it fast. Even if it's big, just rip it, get the materials ready, rip that decision, you will be better off. Great point. Do that 30 days, think about it, let us know how it goes, I think you'll notice improvement immediately, no matter where you are, no matter what stage you're in. Okay, so we're rolling from the 50. For 50. Over to mining for growth, gold kind of gold do you have for us today are you have the growing company, you have the sales staff, you need to feed them with more meetings. So mining for Growth Goal, we're going to talk about how you all can set yourself up to get more meetings. One thing that I wish I would have talked about at the beginning of this series, but I think is just absolutely critical in any sort of marketing or sales development is data. And I'm talking about having the right companies, you're going after having the right prospects, you're reaching after having the right contact information and information about those companies. If you put garbage into your marketing or sales development campaign, you're going to get garbage out of it. And what makes this difficult in this day and age is no data source is perfect. Period. And why why not? You know, you hear about zoominfo. And they're the industry leader and other ones, other ones that are up with their name, and why are they not perfect? Well, because I just saw a stat on CNBC, which, you know, maybe it's right, maybe it's not, but it's got to be close 96% of workers are looking for a new job in 2023. In addition to that, the average person will change jobs 10 to 15 times in their career. So this stuff, if I pulled the list today, tomorrow, somebody somebody on that list doesn't work at that company anymore. Some of those companies aren't in business anymore. So what you have to do the tip here is not to rely on one data source, you have to leverage multiple data sources. So for example, here internally, we use Zoom info. And the reason you have to leverage different data sources is because they're all they all have their own strengths and weaknesses. So we use Zoom info for the contact information for the email addresses in the cell phone numbers. That is what we found to be the most robust, most impactful, most reliable data from that perspective. But we also use Hoover's because they have two times more companies small to medium sized businesses within their data domain. So we're able to take the strength of the number of companies to target and then match it up against the zoominfo contact information. But then we also scrape the web and we scrape the web because people don't necessarily go are the websites of these companies will oftentimes get updated prior to when even LinkedIn or Zoom info or any of these other companies would update it. And then we have the beauty are in the benefit of leverage. Adding our internal database as well. So it's important when you're building this list that not only first you're leveraging multiple data sources, but then after you do that, and you build this magnificent list that you're going to be setting up to run your email, your calling campaigns, it's only as good as the day you made it. So you have to set a regular cadence of how are we going to continue to update and refresh this data? Internally, for example, we use this internal database, we have 250, people making calls, sending emails, 100 1000s of calls, millions of emails. So this thing is getting updated real time all the time. So we're constantly having a process to append and update this information with the best data that we have. You may not have that benefit if you're trying to do this internally. But still, you should find some sort of cadence where you're going to reevaluate it repol the list a lot of times, if you've bought the records, you can go get the updated record for free, find the right systems, but you have to have the right data. This is just This is a must to have a good sales development marketing campaign. Yep. I remember the old stat and this was years ago is data decayed on average at 3% a month. So every year you your list was two thirds, right? There's no way it's a 3% of my home. Now, it's probably 10. I mean, people are changing jobs at a rapid rate. And for some for for better jobs, and unfortunately others for layoffs or other reasons. And if they're not changing jobs, or changing positions constantly, this is this is very good advice, multiple data sources. They all have strengths and weaknesses. Some are great on medical and hospitals and health systems. Some are great on people who have gotten recent funding from venture capital, some are great on breadth and depth, you got to have multiple data sources. And Eric, this goes along with a lot of what you've been saying diversification in general, as you're thinking about prospecting, whether it be data sources, or what have you, is becoming the order of the day. Really good advice, I guess I'm old enough to not even realize what things are called anymore, right. But back in the day, if you were making phone calls, or sending direct mail pieces, or doing email, you are a database marketing company. Clearly that was the buzzword at the time. But the reason is because at the heart of any good marketing campaigns, great data, and the worse the data, the worst of results. And, you know, we wouldn't be in business if data was perfect, because people wouldn't need us to make 1000s and 1000s and 1000s of calls, cleansing that supposedly perfect data to identify who the real decision maker is or to correct the email address or find the new address. And, and if you're listening, and you are a business that you know, acquires a lot of customers, you know, it is going after a particular target market and needs to rely on accurate data. Zoom info is good. But that's not the end story. And you've got to have somewhere where you're storing that database and some process to update those records in real time, all the time, so that your, your team has the info needed to be successful. In here's the thing, let's say zoom info is the best or this new competitor that comes up becomes the leader in the industry. Everyone is using that data now. So it's becoming less and less powerful, because we're all calling the same cell phone numbers and email in the same emails. So having multiple, a bigger pool of data and having multiple sources to leverage is going to ensure that you are constantly staying on top of that, you know, there are a lot of ways to get data. If you are out there feeling like you're paying a fortune for data, then you probably bought good data. Because it's expensive. I mean, it really is for a one off company to that needs a few 1000 records to go by data one off and get a good list is really expensive. So Spencer, yeah, it's really expensive. Jeff, you know, now we're sitting on a pile of leads. How do we sell more of them? Picture yourself, salesperson, you're at the end of the sales process. We are down to the agreement. We're talking terms. We're talking price. We're talking just other elements of the service at the end that the buyer may want a little tweak here, a little tweak there. And here's something that I say you get the buyer and potentially someone from purchasing or procurement. There'll be on the phone and they'll go we've got a list of things that we want to discuss. We're really excited. We got a list of things we want to discuss. We got about eight of them. Okay, Thing Number one we want to pay net 30 Oh, Okay, yeah, we can do that thing number two we want to do and then four and five. And all of a sudden, you're just, here's the quick tip, negotiate one time, one time. So when someone has a list of things they want to talk about, or concessions, or different parties have different, here's you say, you say, You know what, Steve, really appreciate this. Why don't we go through all of these first, that way I can get the full picture of everything we're talking about. And then we can kind of go from there. And here's what this does. If you negotiate everything one off, you don't know what the fourth thing is. So the first thing is, what if it's a little term change, and then maybe a little discount. And then fifth, you know, we'd like the contract, instead of being for two years, we want it to be for 10 weeks, 10 days, it's like, well, wait a minute, like we can't like so get everything someone wants before you start negotiating point by point because you got to have the totality of the ask, before you figure out if you're going to give on anything, what you're going to give on and what you're going to get in return for that gift, negotiate one time, get everything they want. Don't negotiate piecemeal, brilliant. And you know what, I think that will also cause guilt. Like, if I'm the buyer, and I'm on my ninth item. Yeah. I don't know that. I want to ask for a 10th. Do you know what I mean? Switch, don't people do this. But I'm not going to feel that guilty if we just go item by item. And then I say what I don't like about that paragraph. But if you make me list out all the things that I would like to address in the agreement, at some point, I'm going to stop, because I'm going to feel like I'm asking you for too much. So I guess I hear you say that, that's what I would feel. I would too, frankly, this is great advice. tons of times this has happened. And even if you weren't going to agree to the terms, all this does a stall the deal. It stretches it out. I feel like one thing that should be said with this, because you really encourage our sales team to do this. You don't send proposals over through email without like going like go over it on the phone on a zoom call in person if you can walk through the agreement together. Because that just prevents a lot of those points from even coming up. Because you can just talk through them while you're there. When you're going back and forth via email and this and strike this and don't do this. It's wasted time. Because a lot of times the negotiating points are just questions right? You know, oh, we'd like for, you know, the price to be that? Well, it is that it just says it differently. Oh, we want the term that that is go through if you can schedule time in your sales process to walk through the contract. It's better for you. It's better for them. It's better for everybody. Exactly. Only negotiate one time. One time, one time. If you rent a car, they make you go through the whole contract right there. Sure. Do. We have now headed we're now had to do everybody's favorite to do or not to do? I'd be remissed if I didn't say go back and listen to the last episode just to just to see how many MC nuggets and cheeseburgers and fries and MC chickens that Jeff orders at McDonald's. Can you give the update of what happened since the last episode as it relates to my order? Because I think people were questioning whether or not okay. Yeah, that's fair. I I texted Jeff's wife because I didn't actually believe he could eat 20 McNuggets to double cheeseburgers, a large fry and a big chicken and a big chicken. Yeah. And so she sent through the order. And she left out the MC chicken, but she did send through everything else. And Jeff said, hey, you've left out the MC chicken and she said yeah, I was actually embarrassed to admit that one as well. That was the you put the order is confirmed. You go. You're proud of that. You're really you're like smiling over there. You're really proud of that people were talking to me about we're talking the maybe you could get a sponsor future sponsor, McDonald's. Maybe you wouldn't need 75 hard anymore. Yeah, that'd be a whole different 75 hard. You worked off one McDonald's meal. Not that one. So yeah, that whole 70 Maybe. All right. So for today, Scott. You have a little vacation coming up. Little spring break. Jeff, you have a little spring break coming up. We all love our vacations. We'd like going out and join. We work really hard to he doesn't have kids. You just called Spring Break with kids a vacation. He has no he doesn't have Well, regardless, that's not the point. The point here today is you have a couple options now that you didn't have back in the day when you go on a vacation. Do you stay at a hotel? Or do you rent a house? Airbnb? VRBO What do you do? Jeff? We're gonna start with you on here, Scott. Because I know what he's, I know what he's got. That's a that's a wide clarify how many People How long Okay, let's say let's say to person to person to person. I'm gonna tell you about my family. I don't care about this. Okay? I'm gonna write this down why you're gonna pick CFR Yeah, this has a lot to do with if you have kids and how old your kids are, okay? Because there is an escape ability issue with Airbnb and VRBO shows that you don't have with a hotel like I can lock you in your hotel room. We got back doors, we got pools like we got safety issues. So with my family, I'm all hotel and frankly, without my family I'm all hotel I don't like I don't every time I go to Airbnb, it goes to the most beautiful, sacred wonderful are we gonna they're gonna human size chess board in the backyard. I get there. It's a dump. I'm all out on Airbnb. I'm all in on hotels. I'm hotel with the kids for the reasons I said it without the kids. Because I know what I'm getting. I'm a hotel guy. I am a hotel guy two. Because I want my bed made every day when I come home my room clean and my bed made like why would you not want that doesn't happen at least not the Airbnb is I stay at i, you're, you're gonna hate me for saying I feel like it totally depends. Like, if I'm going to New York City, I'm not trying to find a rental loft, fam, I'm going to a nice hotel. If I'm going to St. Thomas. I'm finding the best Villa that I can. But why not the hotel insane town because I've done it. And because it's sometimes even more expensive. Not as much space, you got to sit there next to Jeff at the pool and his kids. And sometimes you want to do whatever you want to do in your villa, and you can still get groceries there. And then you can go out to dinner and interact with people when you want to interact with them. And you don't have to lay next to Jeff and his kids at the pool every single day. When you're at the pool. Listen to me. Nobody wants to lay less next to my kids less than I do. But let me tell you this. When I'm on vacation, I want to make friends. I love vacation friends. I don't always want to. We interact with people all day every day. I don't always want to Yeah, I'm on Team Scott there. What do you have, by the way, and when you want to? Then you leave the villa. And you go over and you do that? No you like I kind of now I got a CEU for the third day in the row at the pool and not like like we're best friends. I gotta talk to you every day. Oh, hey, Joe. How's your hair was yesterday guy in the restaurant top that comes down to the pool every day talking to people when they don't want to be talked to? Yeah. There's what do you guys do yesterday? We sat around the pool. Sorry you yesterday and I've seen you today and I hope I don't see you tomorrow. When your checkout time, Jeff, there is that I will tell you I'm a professional trip friend maker. But here's the alternative names. Oh, I met these two guys from Europe. We're not We're not pen pals. Have you talked to him? He was temporary. He texted me when I got home was temporary. Those are temporary friend loved that. Temporary friendships. Here's the alternative. Me and my wife on the beach. Fourth day of the vacation. What do you think the kids are doing? Oh, no. Okay. What your parents do for dinner last night? Not sure. That's it? What else to say? We're over. Like, that's all how's the book? Fine. Like all right, cool. Tom. This is another another COVID with this woman. We said we sat in a house together for three years. I don't know. We have nothing left to discuss. I was I would feel bad for her. But I know she's not listening. No. And b I know she'd say the same thing about you. I think that is a good one. I think it depends. I would my answers both. But you know what I'm not doing. I'm not going somewhere worse than my house. I don't get it. Like if I'm on vacation. I want us really I want something nicer than my house not worse than my house. Why would you go somewhere to relax in a bed that's bent or crooked or broken? To save a couple of bucks. Like is that relaxing? I'm going to go on a vacation in a place worse than my house. I do have to say I'm not going to do it. If I'm going from the freezing cold to a bent bed in St. Thomas. I would rather do that. All right, but Duly noted. This is why I don't go on cruises because my house is on dry land and being on water. It's true. Patrick, I'll just get get ready. Get ready to go cruise. 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