Thank you. Hey, everybody. We're here. We are here. Welcome to Sunday Afternoon. Welcome, everyone. We were traveling and kind of missed a Friday slot, so you'll see us do this from time to time. Rather than fight the travel limitations, we'll just move to a Sunday. You know, we just like living in flow. That's the biggest thing. Yeah, that's true. So we're here on a Sunday, and it seemed like the right time to kind of... Have a sermon. Just step into the pulpit, as you like to call it. Well, we were like, it's Sunday, and so we could have some fun with that. And, you know, the things we talk about for White Hat Way are in harmony with a lot of the – Sermons that are are over a pulpit at a church, you know, about the being kind and telling the truth and being neighborly and all of that kind of stuff. So it just kind of fit. And we were like, we could totally, totally do a whole slew of just we're just talking about that. business in general, dealing with customers in general, and like the whole be good to each other kind of thing. Yeah, for sure. And today we picked a topic that's a little more narrow. And we're purposely kind of zooming out to think about this in the context of just all Types of business, as you said, you know, we obviously make our living in the buy your pay your space. That's those dealers who provide their own financing, obviously, to folks with credit trouble. So we see, you know, inside that that particular microcosm, if you will, and a lot of things. But today's topic, we kind of landed on the subject of accountability. So that's what we're preaching about today, folks, is really about accountability. And also, when we think about these intangibles, we know this is something that's not new for us. We've been doing White Hat Wednesday since twenty twenty two. And the challenge is always to try to make the things that are less tangible, right, into something tangible that folks can take away and, you know, get some meaning from it. So today's another example where we kind of accepted that challenge. We zeroed in on the subject of accountability. And it's something that we deal with in a world of business management. Obviously, All kinds of places where management, you know, can come into a person's life, right? And managing children and managing schedules and all the stuff that happens. I think for us today, it's really about managing people and holding people accountable on our team and how to do that without being harsh. Yeah, well, and it's kind of taken away judgment in the way that is a negative. Yeah, because that's a big thread when we are talking to people within our industry because it's probably one of the most... friction-wrought sectors in business is the one that we work in. And it's because there's just such a disparity in in you know that like well there's there's a really prevalent feeling of us and them right and you know we we hear it um in this industry as when when it makes it's like fingernails on a chalkboard when someone says these people or you know uh And separating them as us and them, which, again, our customers, our customers, not these people. We see that happen a lot in our industry because we deal with a very specific sector. And that sector has almost zero financial literacy. I mean, very, very, very low financial literacy have hit some really hard times. And it's like of most of the, when we look at business in general, it's one where it is like, well, be responsible and be kind. And, you know, it's very, very challenging. Yeah. It's contentious. Yeah. Yeah. Yeah, for sure. And, uh, I saw somebody else in a different context, use the word tension, which, you know, tension and friction, you know, it was kind of, there's just a lot of tension there. I think in our subject today around accountability, it's really about how do we like there's layers to this in terms of accountability in terms of, uh, you know, how we, um, in terms of, obviously there's holding customers accountable, right? If we're thinking about how to, thinking about dealers and the work that they do and working with customers and holding customers accountable. But I'm really, for today, we're talking more about accountability within a team. Because the most common sort of setup, but there's a lot of what we'll talk about. Personal accountability. It's like individual and team accountability. We're not here to talk about how customers are unaccountable or how they're creating something that makes it have more friction. It's not about them. It's about us today. If there's time, we can talk about the part about the the relationship with the customer and kind of how that accountability works over there. I would say that, you know, we'll start here with this idea of, you know, how do, how does it work to have accountability within our team for, and look again, this can apply to all different relationships, but if we think first about an employer employee relationship and how do we hold somebody accountable in a way that is, you know, it has a chance to affect change. And one of the first things that comes up is this idea of people sort of passing the buck. If I come to an employee or a manager and say, boy, it looks like we had a pretty tough quarter, you know, or a pretty tough month, then the answer from the manager can be, well, you know, you've heard it, but often they'll come back with something that is they give all the reasons that, you know, well, we were short some people, but I think really what we want to ask people to watch for here is this idea of when, when we, when the answer ends there, it's when, it's when we, we answer for, well, yes, it was a rough month. We were short some people or inventory was low and it stops there. Yeah, yeah. And, you know, I want to... Express how important it is. Before you even have the conversation with your team members about them being accountable, about you being accountable, your team members need to have very clear direction about what they are accountable for. Where you're giving them, it's like you will be held accountable for these things And so I think that the foundational piece for any business, any business, when we have a team and a manager or an owner or whatever, is that that team member needs to understand what they are being held accountable for and then help them in fulfilling that accountability. And so if they are accountable for for the thing that they're saying, this is a problem. You know, the biggest one that we have chatted about and that we hear all the time, it's like, it sells people saying we're getting bad leads. Yeah. We're getting bad leads. That's not my fault. It's we're getting bad leads and it's like, well, what are they accountable for too? Um, because yeah, sometimes you can get leads that are not the best, but sorry. Um, but you know, how do you, in order for us to hold someone accountable for, um, Hey, boss, we didn't, we didn't hit our numbers, because we had bad leads. Yeah, that's not being accountable. And that's not what we're talking about. It's, it's about, it's, you know, we talked a little bit before about one, you know, it's the passing the buck is when you're making it somebody else's problem. It's, it's then Not my problem. I don't have to come up with a solution to anything. I don't have to step outside of just my little comfort zone. I'm reminded of that thing about, you know, we've talked about when you're pointing out problems without offering solutions, you're just complaining, right? And so this kind of ties in here because the part that I'm looking to zero in on is this idea that when somebody responds with yeah boss it was a tough month um and you know our inventory was low and you know our sales people our closing ratio was low and they stopped there i think what the difference is in terms of having people shift into this mindset. So this is where I think from a leadership standpoint, if I'm a supervisor, I'm an employer, I'm a manager of a team, then I would challenge my people to take ownership of whatever it is. Because if you're the person I'm managing, Michelle and I come to you and you tell me, well, yeah, we came in short again this month and our inventory was low or whatever. So my takeaway can be, so I guess I should just lower the quota for the team, right? I guess that's the answer, right? Because alternatively, if I say the target is still the target, so I think what you're getting to is how can I help you hit that target? One of the things that I would ask my team member to do and still holding them accountable is, is kind of asking them to finish with, you pointed out what the problems were, what the limitations were, and why we came up short. But I need to stay in long enough to expect you to give me explanations for how The mark is still the target. So how are we going to make adjustments to get to here? So without being a jerk about it, I'm really just sticking with the target is still the target. And what I'm looking to hear from you as an employee or manager in this case is to take ownership of what it is. bring ways that we're going to solve the thing. So sometimes it's passing a buck to another person. Sometimes it's passing the buck to, you know, something else, some external circumstances. But I think what, what we want to say here is that we don't let the circumstances become the whole story. Yes. Right. Yes. And, and, you know, it's interesting when we, I, I watch the social streams within our industry all the time and, and, and I will see frequently a dealer posting, pipe in and say, we're dead. Is everyone else dead? Dead as in there's no traffic at all. And then you'll see other people, it's like, we're having a great month. We're meeting our quotas and all of that. So what's the difference? Oh, well, our market's just slow. That's not being accountable for... Right, that's really where I'm going. You could just say that and just stop there. Mm-hmm. And I think that's the part that from an accountability standpoint, we want to just say, we got to take ownership of whatever that is. Because alternatively, all we do is we just sit back and say, woe is me. It's a rough month. It's a rough circumstances. That's our story. And so, you know, when we're talking about there's all different sizes of teams and sometimes that whole scenario of it was a rough month. We didn't get that. I hear that out of the business owner. I hear that out of business owners a lot. And then those of colleagues that we have that are in the marketing realm that, you know, they hear all the time, Well, we're not getting as many sales because the leads are, you know, it's that kind of pass the buck type thing. But, you know, when we just approach business or whatever the circumstances are, but we're mostly talking about business where we see a result that we don't like. We see a result that is bad. you know, painful or, you know, disappointing or whatever. Um, that instead of finding the, the excuse as to why is that your, that our first response should be, okay, this is what happened. You're doing a, a, a, a post-mortem of some kind of the month about all of the factors and then coming up with two to three ways to solve the problem for yourself. Or if you're like the sales manager and then this is, this is the week we had. It was bad weather all week. We had cruddy leads come in. The supply chain was, you know, we didn't get enough cars off of the reconditioning line. Okay. I mean, yeah, that may be the case. And There are a bunch of other people in your area that had bad weather that still met their quotas. They might have had a little bit of their in-house reconditioning was slowed down. that happens and they find ways to solve that problem. And so it's, it's about being solution oriented and solution mind, a solution mindset instead of, um, that, you know, to me, that's, that's the strongest form of accountability is to have a solution mindset. Yeah. And when you're when you're blaming somebody else, one of the things that Claude suggested as we come fleshing out this topic is it brought up this idea. There's a reason that it's seductive, like it uses the word seductive. And the reason it's seductive or it's compelling maybe is because it. We're not lying. When you say that inventory was low and we make that excuse, it's not lying. It's a partial truth. And so our tendency is to want to accept it. And end. Boom. That's the answer. Boom. And so now I can go back. I'm the owner, the dealer, whatever. I can go back and say to the investor, the partners, whoever I'm responsible to, I can offer the same story. Mm-hmm. And that just becomes our story, a big book full of excuses. And so this is the problem with when we, it becomes seductive because it's easy to just accept it and go on sort of the path to least resistance thing. But I think it's a big difference when you say things like, you know, we were short inventory and here's what we're doing about it. Yes. That's what you really want to hear. We want to take ownership of it. It's my, it's my problem to solve. We have answers. We don't just have problems over here. We have answers. Yeah, exactly. And, and you know, this, this whole idea of doing, uh, like a end of month review, uh, or a weekly, however, whatever the cadence makes sense for you and your team, is that if it's the same excuse that comes up, That you might want to look at solving that. I mean, like really going deep into solving that. For instance, you know, we didn't get as much inventory or the inventory. It's like, OK, do you have an inventory problem? Because, you know, that those things do do come about. But if if you can't point to anything, it's like we had the same amount of cars we had last month. We had the mix might be a little bit different, but it's basically the same. Then it's kind of like stop giving excuses because it's no different today than it was yesterday or last week. And one of the things which I think is especially when we're looking at something like sales, here's all the reasons why we didn't hit our goal for the month. or for the week. There's a myriad of reasons why that might be the case, but when we can step back and go, okay, there's always room for improvement and absolutely everything. So, all right. So we, we, we've changed our software so that we're, you know, we're getting a different flow of, you know, whether it be Salesforce or whatever. We've changed our software so that, you know, there, there is no, there's no losing of information along the way. We've, you know, we've found, we've found ways to be able to fix the things that become the, the fall, the, the, you know, the fall guy kind of excuse for why things are not working. And, and, you know, because we do as a business owner want to hear what our team members think that, you know, that there's, they can point at a problem. But we also, that accountability side is that when we choose to find a reason why we weren't able to accomplish our goals outside of ourselves, that's part of the problem. When we can look at ourselves, it's like, okay, this didn't happen. What happened in this that changed that? Because we've seen in, I'm just using sales or, you know, it can be collections, it can be whatever. When you have a team member that is on fire, right, and then the next week they're not on fire, is it because the – leads were bad? Is it because they didn't have as much inventory or is it because maybe their mindset needed a shift or there was something that happened the week before that they were on fire, they were on point, they really, really got it. And so finding accountability is also when you can look at yourself and go, all right, we had a different experience this week or this month or whatever. What are the things that changed in me? What are the things that happened this month that might have changed my attitude about it, that might have changed my energy that was put towards it, that might have kept me from being able to focus on it? And that's a really high level accountability individually. It's taking that instead of trying to to have the reason outside of yourself, look at yourself. And I'm not talking about beating yourself up at all. But when you can see patterns in yourself that it's like, I have a great week and then I have two bad weeks and then I have another great week. There could be a number of reasons why that's the case. From, you know, my goldfish died. Or, you know, it's been... And there are some things that it is really, really true. And so if you know that you get depressed when it's like really cloudy and overcast... And that your numbers or your whatever quotas are going to suffer if you don't do something to counteract that. That's holding yourself accountable to those kind of things. And so being very aware on an individual level, like what is it that has changed? What is it that I can shift, that I can change here? And then if everything here... looks like it's, you know, it's the same, then that's where it's like, what solutions can I come up with? What out the, the solutions outside yourself, not the blame outside of yourself, but the solutions outside of yourself. It's like, well, maybe if we did this, it would help. Maybe if we, maybe if we straightened up the line or really just, you know, mixed it up really good that that would, that would do. Maybe we, if we played some kind of a fun game to keep people engaged and that that is something that can help those kind of things. But we first focus on our personal individual accountability. It's like, what's happening with us? Self-assessment. Self-assessment. And then if you're a team lead or something like that, it's like, okay, you're doing an assessment of the team. Where has your team been emotionally, mentally? I mean, obviously, if there is something that is... like really taking everybody's focus off. Let's say you've had the floods of Northern South Carolina from last year. And it was just like, there's just a lot of heavy stuff. You know, you can take those things into account. And as a team member or team lead, that you can find ways to alleviate that. That's, you know, finding ways to be accountable to what your goals are for the week. In a team way, how can I help inspire? How can I help shift the energy in the team? How can I shift those kind of things that become, whether it be an internal thing or more collectively as a team when we're seeing that there are things that are making... things go up and down and sideways or whatever. But there's different places to take a peek at. But again, for me, that's the first thing for us as a team member, as a team lead, is look internally first. And then, where am I? Have I not been a very good influencer for my team this this week have I have any number of things like that and then when things look like they're all in alignment then you start looking at processes you start looking at systems you start looking at how we can you know change up how things are within the system that maybe the system's wrong maybe you know and that's again that's again a piece for me about accountability. Have I completely derailed everything you wanted to talk about? No, I think, you know, self-assessment is good. I'm just trying to stick to the simple thing about, um, just holding folks accountable to what the understanding is. And so this is basically, um, you know, you can talk about specific quotas or, or whatever, but it's like, when we can be held accountable to a standard, to a specific policy, right? So let's take that one for a minute. You touched on this a little bit, was this idea that I think it's not fair to hold people accountable to something they've never been taught. They've never been getting a specific set of instructions, right? They've never been explained what the target is. Like, what are we accountable to? Like, is it specific? Like, are we giving people clear understanding about what expectations are? So that's about setting expectations. Yeah. And as a manager, that's part of what you're accountable for. That's right. Yeah. Or as a business owner. But let's, if I stick to the idea that I've done that. Okay. I've given, I've done my part. I've made sure that the people that they'll say a particular, you know, manager that I'm responsible for that manages department and I'm a general manager. And so I'm, I'm, I'm to hold them accountable for production in their department. Well, when they know that the boundaries of what that is, I think what we're really trying to get to here is this idea that when we come to them, because we know the month was subpar in this example, it's like the phrasing that I would choose, I still want to hold them accountable. Mm-hmm. But I think there's a way to do that through a lens that is supportive and caring and not just iron fist. And so this is where the intangibles come in. And from a leadership standpoint and from just ability to maintain trust. right within a team which is going to be important the larger the team gets the more vital this becomes and culture becomes in question and and do can we trust a team leader who uses the same excuses that we hear other people use you know if they if they allow themselves to make excuses, right, and not finish with here's what we're doing about it, then naturally others would develop the same practice. So it's on us as leaders to hold people accountable to find a way forward, you know? And so it's almost like, I know you went down the thing of self-assessment and personal things that may be going on in my life. It's like in a work environment, yes, of course, whatever's going on, of course I want to show up and find out what's going on and what are the contributing factors. and if your goldfish died then obviously i want to figure out how do i help you you need to take the day off vacation yeah yeah so uh no i think it's a matter of it doesn't change that the job has still got to be done right i mean the show must go on we still have to produce over here and so i think for today it was really about taking ownership and that to me is we both take ownership if i'm supervising you i'm going to take ownership i've got my responsibility to hold you accountable the company accountable to produce certain things and so i'm going to come to that and i think that i want to read the phrasing because i think the phrasing is important the way this this ask it It says, instead of coming to a team lead, for example, and saying, why didn't you hit the number? Mm-hmm. Okay. If I instead I said, walk me through what happened. What do we need to do differently? Mm-hmm. That's an empowering question, too, without saying, what are you going to change? Yeah. It still holds you to the standard. We still are holding the standard, which I think is really important. I think you can just have a different outcome. And certainly when it comes to maintaining a degree of trust It's like, what do we need to do differently? Like, I'm working with you to solve this, but I'm really looking to hear from you because this is just the way from somebody who's owned businesses and had teams. I just think it's something that... I'm just always looking for people to have solutions because otherwise we're just sitting around wallowing and complaining and talking about all the problems that we have. But if somebody doesn't finish with here's the problem, here's three solutions. You tell me, boss, which one you'd like to pursue. Yeah. You know what I mean? Then because otherwise we just don't we don't. make progress you know we just we just accept that we're going to perform at a subpar level because we have all these reasons not to and and it just is not it's not a recipe for progress and so this is why from from my angle on accountability today it was really about you know how do we do that and do it in a way that maintains dignity respect trust and and we step in and support people and help them to be successful and i think One of the things that I would just challenge our listeners, whether they're dealership owner, business owner, whatever, it's like ask yourself, what are the things that you hear most often that are – repeated excuses and where the sentence ends with an excuse. If you're not used to looking for that, I would urge you to start to watch for that going forward and challenge people to come with answers about, you know, what are we doing about it? What can we do about it? Yeah. And I would say too, you know, we've, we've discussed, make sure that you are very clear about what they're being held accountable to. And I'll tell you too, that's really great to have that in written form. And it's also, it's also a good thing to leave that accountability list as a living document. And what I mean by that is that the things that you hold people accountable to may need to shift. They may need to change based on the person or based on what's happening in car prices, or whatever it is, that it needs to be able to shift some. But with all of the work that I've done in team, customer service, all of that, is I hear frequently, especially from the younger team members, is, well, there's two things. One is, I didn't know, because there are a lot of business owners out there that will walk you through the steps that you have to take very quickly, and in the process of them walking you through, and this is your training, is they are pulled in different directions all day. And so there is nothing continuous in, these are your responsibilities and, and all of that. So that, you know, you, you, Where I'm going with that is that business owners, dealers, whatever, really it's so important that you have all of these things documented and processed and, you know, for the things that are processed so that people know exactly what they're going to be accountable to. And then the second thing is that I see as a – a challenge, an opportunity. And I touched on it a few minutes ago about how a dealer or a business owner or a manager or a lead will speak in disparaging terms about their customer. um now you know that that it's like that's where let's go in we need to shift because culture trickles down from the top and so i also ask um as you are contemplating your you know what's happening in the culture of accountability in your business um when you as a business owner are faced with something that you have to be accountable to, a loan, any number of things, people that have invested in you, making sure that you've made the deposit, or just whatever those things are, does your team watch you go through what can I do to solve instead of, well, that was stupid and we're going to change the software or we're going to do this because, because there is a layer of, I don't want to be accountable for the things that I haven't done or that I, that I'm not paying attention to, or, or I don't want to be accountable for, for when I've made some bad decisions or things happen. Am I also coming in to, you know, the, the, the capital provider is a really great example. Am I coming into the capital provider with, well, it was this and it was this and it was this the end, just like happens with our team to us or our customer to us. It's like, what, what are our team members watching us? Are we, are we finding solutions? Are we offering solutions? Are they watching us work through challenges and figuring out how to make it work? Because that is, again, it's a trickle down from the top. And so our team members mirror so much of what they see us do or the business owner or the lead or whatever. And I can't stress enough and I don't think it's stressed enough. that the importance of a lead, a manager or a business owner, the importance of them setting tones showing them through example, what the things that you're going to hold them accountable for look like in practice. And so, you know, we may not, not everyone's really great at training or whatever, but if you're practicing it yourself, that is a great way of training someone to be able to, to be held accountable. It's like, and yeah, just little conversations little nuances it's like okay so what would you do to fix it well what would and and really working with our teams in that way i mean we don't have to have a degree in in um in training and all of that but when we are We're paying attention to where we're at personally, and we're taking responsibility. We're taking accountability for the things that are the higher-level stuff that other people are expecting from us or that they need us to be accountable to. How does our team see us handle those? And then it just kind of filters its way down. And so even a business owner, that filters down to – you know, your team leads and your manager and all of that, and that it just continues down. And, and when we can teach our team members, when we can teach, we can teach the, the, the whole gamut, um, gambit of people on our team, some of these just basic principles, um, then they will take that into other places of how they navigate relationships and, and all of that. That's like, these are the kinds of things you can use in business, but they're also the intangibles that are about just being a good person and just being responsible and just, and, and being a teacher and, you know, taking responsibility and accountability, all of those kinds of things. Yeah. Yeah. I think a couple of things I hear in that one, you know, in a way, we teach and for those maybe hearing it for the first time, we we strive to infuse trust between buyers and sellers. OK, so and our work is primarily, as we said, in this space where where people are are in a tough credit spot and they're having a dealer help with financing. Right. So. that you're still going to have a degree of accountability there. There's nothing about what white halfway teaches and working with customers that doesn't involve the customer still being accountable. The dealer, by the way, is also still accountable to a number of things in the agreement. You know, it kind of goes both ways. We can't just expect the customer to do what we expect them to do. And we don't do what's asked of us or expected of us in the agreement. So it goes both ways. And then I would just say that, know you can hold people accountable and we've we've seen it if you take um coaching if you go watch coaches somewhere some coaches are loud and iron fist and you know you don't want to mess up because you don't want to be yelled at And then there are coaches who are called players, coaches, coaches, or the players love them and they will do anything for them. Right. So that can be different styles. Both have have still have a degree of accountability. Right. And so I guess where I'm trying to land here is that. One of these is more sustainable than the other. You know, you can run around with an iron fist and hold people accountable and you can maybe produce sales. If that's our target here that we're talking about, we can produce, we can hit our hundred sales a month and we can do it with an iron fist and dang it, we don't go home until the stuff is done and we hit a hundred sales. You could do it the other way and hit a hundred sales and you just won't have as much turnover. Like I've, I've worked, I've been an employee in both environments. I've never was an iron fist and I was still anybody that worked with me knew, you know, in no time I was never iron fist, but that's, a different style, a different approach. But I think what you want to do here is you're going to affect more progress and people when they can trust that when I show up to the meeting, manager's meeting, it's time for us to sit down and review our sales from the prior month. And we know we had a short month. Then what they can expect, even though I may never use the word care, the word care may never come out of my mouth. But the person who's sitting there is going to know that I care about our company's success. I care about your success and your role. And I want to support you. And one of the ways I will support you is to not accept just excuses. Let you end your sentences with excuses and we go on to next month's meeting. That just is not, I got to hold you accountable. And I'm going to do it in a way that I care about the outcome. And I care about your success. Right? So there's nothing about accountability that means we got to be mean. But we do have to show up and hold to the standard, whatever the standard, what the agreement is. It doesn't mean we can't. agree to change the standard somewhere at some point. But until then, this is the standard. And so we're accountable to this. Agreed. And so this is the part that I'm just trying to make sure that we think about accountability in a way that it doesn't have to be harsh. It doesn't. And again, it's going down to the team member where when you know, because all of us have had, oh, criminy, I have my meeting with my team lead or whatever, and I'm going to have to report about the thing or I'm going to have to answer to the stuff or whatever, is just getting into the practice. of coming to those meetings with one to three solutions that start with you. And so if we can get into the practice of thinking about, I didn't, you know, I didn't hit my quota, the team didn't hit their quota, and I'm part of the team, you know, whatever it is that you know that you're going to be put on the hot seat about accountability for, come to that meeting. Go inside. It's like, what happened? Because sometimes it can be, all right, I had an off week. my goldfish died and I was, I was like, I loved that goldfish. I've had that goldfish for, you know, for however long. And on, I am, I am sorry. It won't happen again. Or, you know, the, the, uh, are in the future. This is the way I'm going to be doing things differently or, you know, something like that. But, but making sure that you've got a, got a, uh, um, solution, uh, One to three that are about you. And then if, if there's something around the team that you've got one to three things with the team, that's about the team, but it's about you. It's not about deflecting. Well, it was so-and-so's problem is whatever, but maybe as a team, we can try this or, or things like that. Yeah, I think, yeah, what you're touching on there is kind of what, from a basic management standpoint, I always wanted to see people come with recommendations. It's like right behind, here's the problem, and here's three ways that I recommend we solve it. And then you can pick from one of those. You know, maybe it's all three, whatever it's like. But I think it's the idea of we got to get... past naming excuses, and the sentence ends there. We finish with, here's what the problem was as we see it. Based on what I see, here are my recommendations. Here's what we're doing about it. And it can be a team thing, too. So if you've got a team meeting and they have to be held accountable for something, it's like if everyone comes with a few possible solutions, can you imagine how much work more positive that meeting or that, that, you know, sink or whatever is going to go when it's like, Oh, we have a solution. We're going to try, let's try this out. And, and that, that the team can get behind it because it's not just, it's not just the manager saying, well, we're going to do this. It's like, you come with a solution and let's talk about the solution. Yeah, because you really, if I walk into a sales meeting and we're target is still a hundred a month, I can, let's come up with suggestions for how we get to a hundred. We came up short this time. Let's talk about suggestion of how we get to a hundred next month, because alternatively we walk away from that meeting. I guess because of all the limitations we have, we just have to accept that we're only going to sell six. Yeah. something like that. That's really the outcome. If we, if we just allow that sort of culture and dialogue, that will be the outcome. So we have to, we have to come with, let's figure out ways. Let's, it's a joint thing. We're figuring it out together. Give me suggestions. Let's hear ideas. And so I think we want to train our people, hold them accountable. We're still going to be accountable to the thing. And I want to hear not just excuses about how we fix it. And it's, it's one of the other things it's like, uh, there's a follow-up, you know, you can talk about the reasons why, but there's a follow-up of given that what's one thing we can do differently next time and then follow through on that. So what else we got? That's it. You got a VAT meeting starting this coming week. It's not too late. If you're a VAT potential subscriber out there, a dealer who wants to see some comparative peer numbers, reach out to us. Alrighty. All right, everybody. Thanks so much for joining. Jim and Michelle at the pulpit. That's right. I hope you guys have a great week this week and, you know, find one way to shift what you're doing that's not working. Go inside because there's always going to be an answer there. Have a great week and we will be back next week with another fun topic. All right. See you then, guys.
