 Next question is from She Beast, Sarah. Are there any discussions or topics you guys have had that you each completely disagree on or can't come to a collective conclusion on? You know, we used to disagree more at the beginning when we first started Mind Pump, but eventually I convinced everybody. We've all come around to become South. Now we all agree. A lot of times the disagreement, even back then I think, I remember I was probably the one who I tried to challenge South. There was a lot of times in this podcast early on where, and I still kind of do this, probably not as much, that I will challenge, argue, or debate. And it's less that I just disagree with what you're saying. I'm always trying to think about what everybody else is thinking. You're trying to voice other people's opinions out there. It's also a great way to learn and to really meet. Right. Yeah, exactly. I want to hear you elaborate. I know that you're such a great communicator, so you'll say things. And I know that I've trained hundreds of clients that I've had to go deeper on that subject or that have challenged that with me. And so I'll come out sometimes and challenge something that he's saying, not so much because I disagree, but because I know that there's a lot of people that are thinking in their head that they don't agree. And so I want him to explain deeper and us have more dialogue. The only thing, we probably challenge each other the most on things that actually don't make the podcast or more centered around the business. Yeah, totally. We don't really disagree over fitness and nutrition stuff. Yeah, I mean, if you've been doing fitness long enough, like the three of us, you begin to kind of come to all the same conclusion. It's what we find with any of our peers, too. So when we link up with a Joe DeFranco or a Ben Pacolski or a Ben Greenfield, people that have been doing this for decades, there's not a lot of stuff that we really disagree big time on. I mean, it's science, application, and then experience. And when you got all of that for that long, you all kind of come to the same conclusion. Now, maybe we have different strategies. We definitely have, when we talk a lot on the show, the way we coach somebody, maybe there's things that I focus more on, Justin focuses on something else Sal does that are a little bit different, but I don't think it's areas that we necessarily disagree with. Because this is something that we all practice. I think this is a very important practice as well. It's very valuable, because inevitably when you work with partners, you're going to disagree at some point on something. It's just the way it is. People are different, you're going to. But at the end of the day, when you decide to move forward, you all have to adopt it as if it was your own idea. This is very important. There are many business decisions that not all of us agreed on that didn't work out or that did work out or whatever. At the end of the day, if we're sitting here arguing or debating what's a better option and how we should invest this and what should we do here, and we all decide, okay, that's where we should go, we all accept it as our own idea. This is very important because it's not necessarily as important if the idea succeeds. It's not hard to adopt an idea that succeeds. That's really easy. I didn't come up with that idea, but I'm part of it. Now that it crushed, yay, I'm glad we did it, right? It's when an idea fails, which is going to happen too. If you swing your bat enough, you're going to strike out, and you're going to hit some home runs. So it's very important that when we move forward or when anybody moves forward, if you move forward with a partner, that if they have an idea that they are totally for, you're not really sure about, but then they eventually convince you, now that you're moving forward, accept it, because if it fails, that's when the partnerships get stressed. What you don't want to be is in a situation where an idea fails and then your partner or whatever- There were piles on you. Yeah, oh, I knew it. I told you. That was supposed- because what is that going to do for the future? Well, that's going to prevent us from moving forward with strength and confidence and unity. It might either make you feel like you can't voice your ideas or it might make you feel like now you can't agree with the other person's ideas because they didn't agree with mine. So that's super, super important. So although we- and we do, we get in debates and stuff all the time. You're right, Adam. It's never on the podcast now because it doesn't have anything to do with what we would podcast about. But at the end of it, I mean, if we do something that I don't agree with but we're doing it, now it's my idea too. All right, let's do this. Usually the only ones it's like we're speculating because like you said, most of the things that we know really align well with everybody's backgrounds. Everybody has different experiences training people and finding different nutrition ways to coach and behaviors that they focus on. But as we all present them, it's funny how it all connects. All those dots align and then you get a deeper understanding of what that truth looks like. So we're always trying to find that. So even if somebody brings up an idea, it's like, well, what are the other things to consider with that idea? What are other angles there that I could kind of pick apart? But it's not really like a definitive, like, well, no, this is what it is because I don't know that most of the time that we do have a different opinion, it's that it's not fully formed yet. No, I think you have to... I'll speak for myself. I value us succeeding and I value our partnership more than I value being right. Oh, all of us on that page. And that's a great... That's a winning team. It's a mindset that will lead to success. If you value being right more than those things, you're screwed. There's no way you're going to possibly succeed. Well, it's really hard for the three of us to really disagree on something that we've each been doing for two decades. And again, it's science related, right? It's hard to have like a staunch difference of oh, I totally disagree with what Sal thinks about this. And there are that with the business because the business is so new, right? The business is ever evolving. And there's so many different avenues, right? So a lot of times off air, what you don't get to hear is, you know, us maybe arguing over like, no, I think we should put more of our focus here. No, I think we should put more. And the reason why we argue in debate is because there's uncertainty because none of us can say, I built this media fitness company before. And so it's speculation. We think that this will happen. And what's great about that is Sal hit it on the head, is that, you know, we all buy into whatever we agree on, no matter if it was something I was pushing against and saying, no, I disagree. Once we agree, I own it. And if it fails, I still own it. And it's not see Sal, you were wrong. It's like, you know, none of us knew we were all speculating. The best way to find out is to agree upon something, take action, move forward on it, find out if it's going to fail or if it was the right decision. If it was the wrong decision, we move and we pivot the other direction. And the faster that we can come to agreeance on that and accept that, the quicker that we can get to the right answer. And plus, you know, you want to embrace disagreements so long as you, again, you have a healthy partnership because, look, let's say you are very risky minded. You are aggressive. You want to take lots of chances. And you want to throw caution to the wind. Imagine if your partner was exactly the same way, right? We can think of the risks being amplified. What if you worked with a partner who was more cautious and conservative? Now, you might have a little bit more balance. Now, you might have a more balanced approach. So, I mean, if we were all exactly the same, if there were, you know, if my three partners were all exactly like me or if they were all like Justin or Adam or Doug, you probably would not find as much success. You would have less disagreement. You'd have no disagreement, but you'd find less success. So, you got to kind of embrace all of that. It's all part of the game. And I also think it's hard, and this is why partnerships, whether you're talking about marriage or business, usually fail. It requires everybody to understand that. It's very, very difficult.