 So, getting started at Erie, the person that helped me the most was Lloyd Johnson. Lloyd was an engineer, and Lloyd was a really broad-gaged guy. In fact, most of the engineers I met, like Gil Levine and people like that, were broad-gaged people, you know? And so Lloyd, he was interested in economics, he was interested in agronomy, engineering, the whole work. In fact, he set up the experiment station at Erie. Yeah. And so I talked with Lloyd a lot. And he was doing the survey in Central Luzon about engineering, about adoption, and so we started something called the Loop Survey, really based upon what Lloyd had set up. Every certain number of kilometer posts we interviewed, farmers. 1966, we started the Loop Survey. Every five years we did that, and they're still doing that same Loop Survey now. So, you know, I'm a great believer in longitudinal studies, you know? You look at something over time, how it changes and so forth like that. So Lloyd was great, and we even set up some experiments together. Well, first of all, you know, I had to get, you know, some land to do experiments on. You know, an economist, they don't do that. You didn't need that, right? There was nothing for the economics department. No. No land. So I went, you know, in those days, you know, one of the advantages I had with Chandler and McClung, they were both Americans, and not only that, but Chandler was a New Englander. Right. And you know, his main accent was, it was like music to my ears, you know? So McClung read the book, but Chandler went by instinct. And Bob, he, you know, I waited until McClung got out of town, and then I go see Bob, and I said, Bob, we need some plots to do experimental work. So we got some land, and partly with Lloyd and partly with SK, or mostly with Lloyd. I got my aeronomy, I think, from Lloyd, but we set up some experiments. And then one day, Bob came to my office. Now, I told you, Bob always came to your office. We never went to see him. He never called you on the phone and said, come in. No. And I've always remembered that. Everything I've done in my life, I always go to see the people I'm working for and not the other way, or the people I'm working with and not the other way around. That's the way Bob came. And Bob always went out in the field like seven or eight in the morning. He didn't have to look for money. So he was out in the experiment station, you know? And so Bob, he said, well, he came in one day. He had a visitor out in the field. He said, Randy, I checked. There was one plot out there that had a lot of weeds, a lot of weeds in it. And I checked and I said, that was yours. And what are you doing? And I said, well, Bob, that's my low-input treatment. And so he said, OK. And you know, later on, Ronnie Kaufman, you know, Ronnie is a plant breeder. He developed this idea of zip, lip, and hip. Zero-input, low-input, high-input. But we never convinced the agronomists that this was an important thing to do. Right. And even though Ronnie invented that terminology, he never put in a program where you checked everything out under zip, and under lip, and under hip. It was all hip. That's right. Everything was high inputs. He tested the varieties under high-input conditions. Never mind about the zero or low-input conditions. That's right. But you know, you're talking about Chandler. I never worked at Erie when Chandler was the director. But some of that stuff must have come through osmosis. Because somehow, either osmosis or, you know, some management books that I read. Yeah. Because later on this style of management was called Managing by Walking Around. Oh, yeah? Yeah. And it's written up in the management literature. Well, you know, it was just named down in South America. He wrote the book on managing. Yeah. Yeah. John Nicol wrote a book on management in the CGI system. Yeah. But I can't remember who the guru was of management by walking around. But it really works. Yeah, that's right. And I, you know, that's basically how I did my management. Yeah, yeah. And the other thing is, you know, this business about going to the plots early in the morning. I used to get out there, leave around seven o'clock in the morning on a motorcycle, ride out to the plots, and just kind of ride around and see who is out there. And maybe Ronnie would be out there or Harold Coffman or one of those guys. And you get off, you know, and you'd stop. Yeah. And you'd say, well, what's this? What are you doing? What are you doing? You know? It's a great way to learn what they were doing and make contact with them so that they knew who you were. They knew you were interested in what they were doing. Absolutely. Yeah. Well, of course, the other way, of course, is you have to have coffee with them every morning. So you have to listen to all these people complaining about what the, you know, every discipline was doing. So you learn that way as well.