 Should we shall we forth and continue to find out? Yes, which if we did that evaluation we probably wouldn't end up here either really busy. Yeah Yeah, oh actually there's two reasons for 365 degree valuation. Oh, there is two reasons those are 360 degrees you're going all around. Yes number two 365 because you're gonna do it all the time. Ah That makes sense so you can't do it once and call it good You can I wouldn't say that's the best practice. I've had surveys where they say everything's perfect And we just haven't done one sense because you did it once seven years ago. Yeah, we win. Yeah, we won So why why change it? You got all the points. You got all the rain it doesn't matter. Yeah Yeah, so what is 360 degree evaluation? Well, we call it 365 here at SiteCorp just because Because why not why not and when you make an error sometimes you just got to own the error and an error like being in the Potomac for a shot Yeah, yes, I have no idea what's in this river that It smells wonderful. Oh, it's amazing. It's great. Yeah Which it's all over my feet it's splashing all over my pants. Yeah, well, you know Yeah, check it out. There you go. Anyway, if I Know I know I know but just the phrase has has value for evaluating that's we're not gonna major how long you take the bathrooms because it's not relevant for us That's your Amazon. That's why it was just a Jeff Bezos. I know I'm following you got it. No, I'm following the river, huh? You first I know Whatever So you're looking at everything. Yeah stakeholders. So who are some of the who are some of the Oregon teams and groups that you would evaluate as part of a Practice of offering a beer service. Oh everybody That's the five that's the five degree part. No, so the specifics would be groups like essentially every position title, right? So I have my Behavior technicians or BT's or lead BT's our lobbies or BCBAs or billing managers or so on and so forth Right, and then keep going. Yeah all the way up to hopefully me which supervisory and then yeah All the way to the top. Yeah, we're working on it And then the other one that I will think that people forget about in our line of work is the one that we both haven't mentioned yet Who clients ah? So we're used to getting data on the clients, right? So everybody collects all this wonderful data constantly So you better be analyzing it. How well are you doing as an organization is the whole thing? Are you are you are you meeting your goals in terms of goal attainment? Like did you set 15 goals for the kids and you're doing that on average? What is the results? You know, we're gonna analyze all that you might want to talk about even some oh my gosh Maybe some indirect sort of assessments with things like Families what our services are they going okay for you? Are you noticing an improvement not data data? So we want to know what they want That makes sense as part of that evaluation That makes sense. Yeah everybody so with regard to 360 degree evaluation It really is all sorts of stuff. You're looking at direct assessment indirect assessments. You're looking at Performance evaluations. You're looking at evaluations of supervisory roles. So what do you what what do the BT's think of their supervisors? What are the supervisors think of you? Yeah, what is the COS think of the CEO? What does the CEO think of all of it? How are they doing what they think of the board was the board think of the performance of the organization and if you've developed all Your key performance indicators, right? You're evaluating the organization as a result of that too by looking at your three your KPI So the 360s has 360s Constantly it isn't a one-and-done. We already kind of mentioned that with a yes Annually you keep going how often Well, I think we're looking at we've done both we've gone to the point of annoying people Yeah, so they stopped responding. So that's not fair. Yeah, that doesn't work at all But trying to do it at a minimum twice a year Yeah, to get kind of an idea of what the temperature if you will of what's going on corporate climate. Yeah, no, no No So evaluating the corporate this is part of evaluating the corporate climate is looking at all of those different pieces and they kind of Putting that package together as a narrative. What's the result? What does everything say and how well does it all fit together and in being honest about those evaluations? And you mentioned something interesting about You know people getting annoyed one of the problems that you're gonna have right off the bat if you're doing survey type work is Yes, you're not gonna get responses Everyone needs to fill it out. Yes, everyone. You just send an email to that effect. Yeah, please fill it in You'll send an email again. Please really fill us out. We really need your participation And you'll have to do it again and again and you might get 25% I mean that's a good number. That's fair Kills me. Yeah on the inside. Yeah, it kind of hurts, but I care about what you think why will you tell me? People speak up if they have something to say that's going to work in your favor and work against you You need to understand that that's going to be the case, which means you might want to incentivize completing the surveys. Oh So I guess the biggest bit that just kind of moves on to the biggest piece is what do you do with that information? Oh, you just start a drawer and let it sit Let it marinate for a bit. That's fine Ideally it depends on what you're collecting, but if you notice problems You should be evaluating your systems to look at is there anything we can do within the existing system To address this particular problem. Yeah, we need to add a new process Do we need to move a new process? Do we need to go ask those people how we what we get can change to improve the process? The people that were complaining They might right way to run a business is to work with the people that actually do the jobs It's really weird to have that perspective. Yeah, I mean their experts on the clients shouldn't they be the expert on their position That came out loud Is that one of those thoughts you're supposed to keep yourself? Yeah, probably So analyzing the data providing feedback to the people that provided you the data letting them know that they were heard letting them know That like going over the data with those people is really important You don't just let it disappear into a black hole. No, they put that effort out to let you know what was going on You better put the summer eyes it and share what you found. Thank you and go Hey, I'm gonna take care of the following. Thanks for telling me that your building's on fire I'm really good at that Some really cool things that you can do that is really cool with regard to Like constant performance feedback. Yes organization itself say, okay How many goals did we had we set a goal of making of teaching our kids 37 goals this month? How many of them did we make? Yeah, you know, so you can show that you can put on charts You put on the wall, so that's constant evaluation of your organization and hopefully it becomes Reinforcing if people are doing it right. I mean common practice for your organization should be it needs to be Anything else to add? Oh, thanks. Oh, do you let's get you a towel