 Well, you know, they need to follow the three P's. You know what they are? Prayer, planning and patience. Most people don't have a problem with number one or number two. It's number three. That's the problem. Yeah. But she lands your contract the next day. Where was patience involved? Well, patience is, is what you need when you're going through the process. And let me tell you, if I didn't do some planning, you think this just happened? No, of course not. Absolutely. Okay. So you have to begin with the end of mine. It's like, you know, I invite you over for dinner and I won't because I have to throw you out. You won't want to leave once you eat here. But if I should have invited you over for dinner, I don't wait till you get to the door and then say, Hey, I'll be right back. I'm going to the grocery store. Great analogy. Great analogy. Yeah. I think a lot of people need to hear that. Oh, about that. Yeah, exactly what you said. You know, because that puts it in context when they say, when I tell them, I mean, if you know that the government bought this particular service or product last year or any before, you know, they're going to buy it again. Right. Why is it such a surprise for them to repurchase that item or re put that solicitation back out? Why are you not prepared the next time around? Yeah. And let me tell you something that one of the best kept secrets around do deliver excellence. They're going to call you back. Now, remember I told you in the first, my first contract actually was in 2008. Okay. And I had one contract and I was a person working the contract. So it was for six months. Keep in mind in 2008, you know, when that contract ended 59 contracts and 10 years later, that's when that relationship, you know, was over the contract relationship, you know, and so I have, you know, I'm famous for my little tidbits. And so when I met someone, they said, what, what do you do? And I said, well, I have three things that I tried to do. And the one, the first one is stick and stay. And that's an example of the, the example that I gave you 2008, 10 years later, that's when it was over. The other one is you have to know that you, you, you go by levels. So you move from one level to the next. So, you know, and that is that I started one agency, I did a two day training class. That was in November 2010. Then I went from that two, two year contract that I went from that two or three year, then a five year, then some other contracts in between there. So, you know, I moved up level by level, you know, I'm still in the same place, but I'm getting increased opportunities. Yeah. So, and then of course, you know, the third one is what we all want to do, make deposits. Yeah. I imagine somewhere along that line between 2008 and 2018, you've made some deposits. Yes. Yes, sir. Yes, sir. No, I mean, you know, I see, again, I, you know, reading your profile, I see some of the things that you're doing, volunteer activities and community stuff. We're giving back and you said that all because of CSI. Yeah, I love it. Yeah. And that's what I tell people that as profound as this journey has been for me, there's nothing greater and more profound than being able to reach out and help someone else. Oh my God, I just, I just love it. I'm, you know what, in here's the analogy. It's like you, you look out and you see the flower garden, right? And you didn't plant it because it's not at your house, but you get to look across the street and see it and see the beauty. And that's the way I feel. I feel joy when I can do something to help someone else. I really, I just, I just love it. But essentially as you say that, I've seen a lot of actors say that to give more than receive. And I know I was taught that as a kid, my mom, you know, she was in the church and she always would give her last dollar to people. And they, you know, they, they taught those biblical principles. And it's interesting that you say that. But, you know, for people who are not have that experience, I guess it's difficult for them to understand it without trying it first. Right. No, it's an easy way to do it, to try it. You know what it is? Take your hand and make a fist, make it real tight. Okay. And if you had something in your hand, it wouldn't come out. Correct. Correct. But at the same token, nothing would come in. Correct. Hello. Hello. I love it. You got some tidbits today. Man, this is great. Oh, I've been joining us wholeheartedly. Wow. So we're, hey, today we're talking more than government. We're talking about life lessons on this particular episode today. This is good stuff. But it is, but, you know, sometimes people try to make it a different thing. But let me tell you something. You know, I've had people ask me, oh, where did you study your management style? And, and where did you do this? And where did you do, you know what? I focused on two things and starting this, how to treat the people that work for me, work for the company, delivering excellence to the clients. So let's give me an example. You hire somebody and they're concerned about when they're going to get paid or if they're going to get paid. That's going to be a problem. They are not going to be focusing on your, on their work or your company or anything else like that. You got to be focused on when am I going to get my paycheck or if I'm going to get it. You take care of them and treat them well. Let them do what they do. You hire people and please do not get into a BTN relationship. You know what that is? Better than nothing. Yeah. So it's on the personal side and on the business side because if I hire someone and I have a position that pays $50 an hour, but they actually will look for 70. I hired them the first day that they work for me, you know what they're going to be doing? Looking for another place. Yes, that pays them $70 an hour. Yeah, right, right. Now it's true. It's true. Yeah. So when you get those, get those things in sync, you'll have good retention, your clients will be happy because they won't have to follow the bouncing ball all over again, you know, time after time. And you do, you do, you do you, you do excellence. No, I like that. I'm actually, it's, you know, and just in listening to you, I'm thinking about a contract that we were working on and the guy, one of our team members, he's just dragging out the responses and it's killing. Dragging. I'm listening to you tell me this and I'm thinking of a particular country that I have right now where the project manager is just dragging and I'm sitting and watching it and I'm listening to you and it's eating me up inside because they're not delivering excellence, not totally not. Yeah, no, no, but you know what and your clients deserve that, right? Yeah. You know, they deserve that. And so here's another vision that will help you make a change. You know what that is? It looked towards your window and watch your money just flying around on out of the window because it wasn't going to happen. Oh, it's totally happening. You know, you know, I can see it. I see it. No, and you, but you know, see, see, you need to talk. Where's your mama live? She doesn't live. She's about an hour from me. Okay. You need to spend some time with your mama because when you spend some time with your mama, you're going to know some things. And one of them is that no man takes up a strong man's house unless he allow it. So that's got to be your house and you will not allow that. You will not allow anyone to settle in and operate below the bar. Your bar is safe for excellence. You know, that is not optional. That is mandatory. No, it's, it's minute. No, you're right. No. Yes. No, that's, that's, oh, I'm, I'm ready. I'm, I'm ready to go fix this right now. You gotta be fired up. I'm gonna go fix it. Yeah. Yeah. Look, look, nip it in the butt. Look, that's what sometimes when I send emails, sometimes I put that in the subject line. Guess what it is? But fired up and ready to go. Do you really? Oh yeah. Oh yeah. I'm a kind of a, like I said, OPIB. Remember, we wrote that down. I wrote that down. Uh-huh. Yeah. Yeah. But, but I, I'm thinking about the analogy when you have grandkids, usually the grandparents are softer on the grandkids than the parents would be on the kids. Well, you know, and not only am I a grandmother, I'm a great-grandmother. Okay. So let me, let me, let me share this with you. My oldest one, oldest great-grand is seven. When she was five, her dad asked her to do something. It's on a Saturday, right? She is my great-grandchild. Guess what she asked him? What? Am I going to get opaid over time for this? No. No. I would expect her to say, am I going to get paid? But I didn't know she was going to get paid. All the time. Oh, oh yeah. Yeah. So it's, it's in what we, what they see, what, you know, what they, what they around, what they're fed. Right. Right. That's what they emulate. I was reading an article and you talked about in this particular article that you was written by, hold on, let me go to it. It was the one with Prince William Living, that particular article. I don't have to remember it. But you said that with what I'm doing now, working, running a business, can I offer my staff what they're offering me? They're offering me their best. Can I offer them my best? Wow. Yeah. That was, okay. Now that was a defining moment. Okay. Tell us about it. Okay. What happened, like I said, going, so you, mom, you can know all this stuff I'm telling you about, but I was sitting around the table and I was looking at the people assembled around the table. I mean, I asked somebody there that, that was a retired colonel, the Air Force. I asked the one that there that was a master's degree from John Hopkins University. I asked the one that had gone, that graduated from Yale. I'm looking at all these people around the table, right? And these are people that have come to work for my company. And I was having an appalled moment. You could ask a mom about this one. I was, I was like, I'm, I'm sitting and thinking, I'm the least among them, right? And I'm the president of the company. I'm the least among them. And that's what I, and I looked around, I'm like, wow, I mean, everybody is ringing in their A game, right? And then I thought about it. And I was like, am I able to give them what they're giving me? They're giving me their best. Can I, am I able to do that? Because I actually, at that point, I was working for the company that the one that lost the contract, right? And, and then I was running a business, you know, and for disclosure, that's another thing, please, if you're trying to do something and grow your business and make money, don't, don't, don't tell Fibs to people that you're working for. I went to them and said, look, I disclosed that I had a company. And when I needed to, to work for our, I mean, for 10 hour days, so that I couldn't be on a contract for one day a week, I asked them, you know, and I told them what it was, and they gave me permission. And that was your strategy. You said you'd work for 10s and then get your, buy yourself a day back. Right. Yeah. So yeah, I worked for 10s and then I had the, the day to work on contracts. And so, but could I, could I, how can I work in the business? Who's going to work on the business? You know, and I get heard the e-meth, that book. I know the e-meth. And it's what it talks about. And so could I actually be the visionary, you know, the manager and, and the, and the technician? No. Effectively, no. I could not. And that was a moment, I'm telling you. And I don't know, it was just to, to look around that table and see the, the wisdom, the knowledge, the experience, the education. And then here I am an old country lady sitting here. Look at all these young folks. I'm like, oh my goodness. And I did it for the first time in my life. I, I stepped out. I stepped out and, and I started working on the business that meant that I was no longer working on, on contract and was working on site. I actually, and I've never looked back financially. Well, now, you know, if he had been close, close by when I made that decision, you might have heard my knees knocking together. But, you know, I had, I had faith, but I was, you know, people think that if you have faith and everything is always rosy, but faith is like, like putting gas in your car. You put gas in your car. You're going to go on a certain number of miles unless you fill up a personal gas in there, right? Yes. Yes. Sometimes in life, you could go out. I'm serious. If you've been in traffic and you see somebody and almost run you off the road and you're all happy when you start off and then it happens. It's like, there's a big drain on it. Yeah, they test your faith, especially I've heard. Exactly. So, yeah, but, but after I, you know, I started, I mean, I could tell the difference financially and otherwise. And what, when, you know, when people say the visionary, we, you know, we've heard those terms, right? Visionary. What, what, in terms of your actual responsibilities, what did you start doing different? We, okay, we left the paperwork aside, you let people run the, manage the paperwork. Well, so then what were your day-to-day roles? Learning, learning how to effectively run a business. Okay. You see, and here's a, here's a key, a key point too, in running a business. A lot of times we, we, 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 don't, if they, if they grow 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, 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, 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, the, 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 one minute sales manager, the one minute. I've seen the one minute sales manager, the one minute managers books before. I don't, I don't know whether it's going to be a minute or five minutes. All I know is, 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 ASAB, you say up, I say down. So your, your team is like that. So God gave me this vision of rooftop management. So you're in the living room, right? And you, I ask you to look outside and describe everything you see. You do it, it's accurate. Okay. Then we have Maria and, and the bedroom. And we'd ask her to describe, look out the window, 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, this is what I, what I desire to, to be. I desire to be that, 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? 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 will 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, and unfortunately, for folks that, 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, I can tell them. How do you know? Well, that's another, 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, I'm telling you, I mean, I have fantastic, fantastic team. Fantastic. All right. I just, it's a blessing.