 learning how to effectively run a business. Okay. And here's a key point, too, in running a business. A lot of times we want to know the answers, but there's so many times when you're running a business, you're not going to always know the answers. So here's what I try to do. I try to know what I know as opposed to what I don't know. And what I don't know, I try to find someone that does know. So, you know, there are different little things, and that's one of them. And the other one is, you know, to surround yourself with champions. I like that. If they outgrow their champion outfit, look, they're gone. Okay. Their history. They're in the book of memories. Yeah. Oh, yeah. So, you know, you need champions. You know, there's so many. I can't even, oh my goodness. I mean, it's one thing to be the technician because you know how to do the things technically. You know how to manage. Most of us have been in that management seat as well. We manage processes and people, et cetera, et cetera. But it's a different point when you're at the visionary. And the little, what do you call those little books there? Maybe about 35 or 40 pages. I wanted to do one of those. And I wanted to call it the Rooftop Manager. Oh, like a one minute sales manager, the one minute, I've seen the one minute sales manager, the one minute managers books before. I don't know whether it's gonna be a minute or five minutes. All I know is what has come to me is that the vision that I have is that you have to be your rooftop manager. And so, you know, sometimes people don't get along. You know, you say one, you say A, I say B. You say up, I say down. So your team is like that. So God gave me this vision of rooftop management. So you're in the living room, right? And I ask you to look outside and describe everything you see. You do it, it's accurate. Okay, then we have Maria in the bedroom. And we ask her to describe, look out the window and describe everything that she sees. Okay, both of you will be accurate, but you won't see what she sees and she doesn't see what you see. So you imagine your staff in different rooms of the house, right? And the type of manager, you know, I don't say that I hit the mark every day, but this is what I desire to be. I decide to be that leader, that leader that can stand on the rooftop. I can see all of your views because I'm on the rooftop. I can see all angles, right? Yeah, from the rooftop. Okay, and so I want to be that person that even though you don't see what I see, nor Maria see what I see, that you would trust me enough to follow. And that's a hard one, you strive for that. It's not easy. It's not easy because when people don't see what you see, sometimes they won't follow. They won't trust you enough to follow. They may say it, but they don't, in the back of their minds, they don't trust you. Yes, and unfortunately for folks that work with me and know me, they know that I have a great discernment. So, you know, when you're not all in, I can tell them. How do you handle that? Well, that's another segment. But remember what I said. No, but the thing of it is, like I said, you must have people, must be a part of a team. You know, you can't be rowing north and I'm rowing south. We've got to be on the same thing. And, you know, you just, you hope that you get the right people in the right positions. And I'm gonna tell you, I mean, I have fantastic, fantastic team, fantastic. I just, it's a blessing.