Ep 168 - "The Superpower of Tomorrow’s Leader"

0:00 Wow. How many of you have listened to the Head, Heart & Boots podcast? I can't tell you that reaction, how much that means to us. Welcome back to the Head, Heart & Boots podcast. I'm Chris. And I'm Brennan. Join us as we wrestle with what it takes to transform ourselves and the businesses we lead. This new camera angle makes my arms look smaller than yours. I'm noticing that and I really appreciate it. I thought you did that on purpose. No, I don't. I didn't. And I am not happy with it. All right, man. How's it going? You know, it's another day and another dollar. You and I, we were like, okay, what are we going to talk about today? And we popcorned a few different things, but we just decided we're going to talk.

0:41 We're going to go off the rails. We're going to go off the rails a little bit. And if you don't like that, I mean, this is your chance to go change it back to Rogan or... You know, Martha Stewart or whoever you, your other. Because I'm pretty confident that you guys all stopped listening to Rogan as soon as you saw that a new episode popped up for Head Heart and Boots. HHB got downloaded. Hey, so I will. Okay, so first of all, let's just, for those of you that are new, if this is your first introduction to Head Heart and Boots, What is this? Well, this is really the founder's podcast for Floodlight Consulting Group. Brandon and I, we started the podcast shortly after we formed Floodlight Consulting. We're now, gosh, this is like probably episode 170 or somewhere in that range.

1:22 But we've also got a thriving consulting company. And in fact, right now we've got three more consultants that are finishing up kind of their formal training and onboarding, which is super exciting. Yep, for sure. For those of you that don't know much about Floodlight Consulting Group, we help restorers and more and more starting to work with construction company owners and so forth. But we help companies grow and scale and create a bunch of enterprise value along the way, right? We help people maximize. Like if you're going to spend the better part of your life force building a company, you want to get the maximum value you can out of all that effort and work, right? Right. And that's exactly what our floodlight consultants help our clients do is maximize the value of what they're building, maximize the pleasure along the way, right?

2:07 If you're always living for someday when you sell the company and make a bunch of money, that may not produce the life you're looking for. It's like, how do we enjoy the process and maximize the value is really the target that we're aiming at. So if you've been thinking about hiring a consultant, that might be a force multiplier, accelerate your growth. Floodlight Consultant might be able to do just that. Yeah. So it's worth checking out. Go to floodlightgrp.com. We'll do a business health and value assessment as kind of part of our kicking the tires process. A lot of people getting a lot of value this last year. What our client book finished, just over 250 million in revenue. Yeah, a little bit more. So... Small, medium, large. We work with companies of all different sizes.

2:49 So reach out and let's talk shop. See what we can do. So. We're calling this rabbit trails is what we were thinking. Yeah, we're calling it rabbit trails. But, you know, unfortunately, I fear sometimes people would just skip over that. Well, it's just like Brandon and Chris bullshitting. Yes, it is. We're going to hopefully bullshit about some things that you find interesting. That's right. Okay. So let me, I'll open up with just a quick story. All right. I haven't told you this. Okay. This is all first-hand. Okay. We try to keep this fresh. You can just kind of be a fly on the wall and brand a nice convo here. And this is good. It's kind of on the heels of the whole floodlight thing and what we do. So I, Monday, Tuesday, I was wrapping up work and stuff. And I texted my buddy, Ali, who, have you met Ali yet? I haven't yet. I don't think you have. No, uh-uh.

3:29 So he was at men's group last night too, but I knew he was in town. He travels a ton, but he happened to be in town. So I was like, hey, dude, you want to catch a workout? And to my surprise, he said, yes. Oh, nice. I was like, oh, yeah, I'm changing. I'll meet you there in 30 minutes. Yeah. Perfect. Okay. What he didn't know is I'm in the fourth week of my program. Oh, geez. Which is like, yeah. Yeah. I'm hitting failure sets. It's pretty ugly. Yeah. And it's a terrible time to jump in on your buddy's workout when they're like over halfway through the program. I kind of feel like part of you did that on purpose. I'm just saying like, I've seen you. It was probably ego. I've seen you in the pull-up contest with the 45-pound plate between your legs. Yeah. And I know that there's a little bit of...

4:10 Gotcha related to this invitation. That's one way to call it. Yeah. Yeah. So I do like pull up contests. Calling a spade a spade. That's all I'm saying. But anyway, so he said yes and showed up into Ali, if you're listening to this. I mean, you crushed. So that's great. But here's the observation. You and I have experienced this working out together and being a part of the same gym. Man, there is this intangible, squishy, sort of unknown, hard to quantify value of working out with a workout partner versus by yourself. Oh, sure. And I talked about this previously, like I started using the RP hypertrophy app, Dr. Mike, Google him, YouTube, great stuff.

4:53 And that was a big driver for me because it kind of replaced what my CrossFit style gym used to give me, which is you just show up and do what you're told. The program, if you will. Yeah. You just do what you're told. They're going to work your ass off and you stick to it. You're going to make gains. Well, I left the CrossFit style gym. We went to a conventional gym. And I started with the app and that's been awesome. But then I had this workout with Ali. And Ali is like, you know, he's whispering in my ear during the sets and he's making me laugh. And he's just the energy he's bringing. And I threw him into the deep end of the pool. So he's trying to keep up with me and just the whole energy of it. Like, I am still sore from that workout. He pushed me harder than I otherwise would have pushed myself.

5:35 And it wasn't because of anything specific he did. But so long story short, it was just a reminder for me of like, I think all of us have or have had these types of relationships and or friendships or partnerships or whatever where one plus one equals three. Yeah. Yeah. Right? And this was just a reminder for me in the gym of just this dynamic, which is sometimes you put the right people together and just them hanging out together creates this intangible benefit that you know when you feel it, right? Yep. And just the energy that he brought to my workout, I was like, God, this is so great. And it just reminded me. It's like, you know... This is ultimately when we assemble a team in our companies, we build a team.

6:20 Like that is what we're trying to do. That's right. And I think oftentimes when we're in the interview process or when we're unfortunately kind of stuck in desperation brain, that's the thing that we let go first. Is that gut level, I really like this person. Mm-hmm. It's that gut level synergy or chemistry, especially under desperation brain, we almost just lose sight of it. Yeah. Because we are hyper focused on can they do the thing? Yeah. And if they can do the thing, and this is so timely for you and I, like we have a team right now that just lost a critical leader. They really did not meet performance expectations.

7:00 And there's this big question of how do we move forward? What kind of person do they need? Yeah. And I think it starts with saying, okay, that chemistry, which is like this nebulous sort of compound of background, experience, temperament, personality, like it's all the things. Yeah. And you know it when you feel it. Yeah. You know what it reminds me of is, and again, it's like I think with business, self-development, all the different things, right? There's kind of not too many new ideas under the sun left, I think, to explore for the first. first time. No, there's not. There's nothing new, right? It's just like, no. Except for maybe concrete printing of buildings. Yeah, well, maybe. Yeah, if you happen to catch that episode.

7:42 Forthcoming. But it reminds me of Patrick Lencioni's Hungry, Humble, Smart. Ideal Team Player, I think, is the name of that particular book. But it's this combination of kind of attitude, posture, the way that people show up. And when it's the right chemistry, like you're referring to, it makes them the ideal team player. And I think one of the things that stuck out, I can't remember if it was like maybe a self study I did related to that concept, or maybe it was something that we incorporated into our culture development, one of the companies, but... I remember reading through it and it's like, if you just think about the players on your team right now, you've got at least one. Hopefully many of us have quite a few, several, where you just kind of like being in the room with them.

8:26 Like when they show up or they happen to knock on your office door, you meet them out on a project site. Like you never get the... It's always like, man, it just feels great to be around that person. They get it, right? And you kind of associate their general chemistry with, man, they just get it. It's just great having them on our team. And that's that chemistry that you're talking about. And it's that chemistry. It's this combination of kind of attributes that makes them an ideal team player. And so, you know, like this whole idea of hungry, humble, smart, just kind of throw it out there in case this is something that you guys haven't listened to or seen before. It's this hungry means they're driven, right? So if we think about like championship teams, you want there to be all A players on the team, not one superstar, right?

9:12 And so if somebody comes into your organization and they're hungry... It means they're excited to engage. They're excited to do what's necessary to go on to the next tier, to take on more responsibility. Not to be taken advantage of. They just give a crap. They're engaged, right? And then humble is really just a reference to humility. These are people that they understand they don't know everything. Yeah, they don't hold themselves out as the smartest guy and their gal in the room. Yeah, they don't act as if they've got it all figured out. I think another way is you know somebody who's humble because I think sometimes we confuse wrongly somebody who's timid or soft-spoken as being humble.

9:54 And I think actually the way you and I have experienced really tremendous leaders and how we experience the humility is they're very curious. Curious. Like they, they're very curious. They want to know what you think. They're always curious about what's happening in the rest of the room, what other people are thinking and feeling before they feel compelled to offer their perspective. Right. Yeah. And I think just to make sure that it's really clear here, what we're talking about is a posture that says, Hey, I'm learning. I'm still able to learn. Yeah. I've got ideas and experience that I'm bringing to the table and I'm, I trust some of those and I'm confident in them, but like, man, the future is still an open book. Like we, we can all be learning and iterating together.

10:35 Well, you can imagine if you're a company that always wants to be the best, you know, You want people that regardless of their experience level can continue to stay curious and willing to be flexible and adjust and learn when we inevitably identify there's a better way, there's a new way. We can come at this from a slightly different perspective, you know? The other thing that came to my mind too about this is a conversation I had with Andy Z, Custom. He talked about his first and most successful acquisition so far. They've done like 13 or so. They're going to do... I think they're pretty open about this. They're going to do like quarter billion dollars as a group. So they've been on this acquisition tear, but he was telling me, he was like, you know, our first and best, he said how that came about was like four years of courting very informally.

11:20 I, this Target, it was a company out of Washington. He's like, you know, we, it was four years of us, hey, are you going to be at PLRB or hey, are you going to be at RIA convention? And oh, let's grab lunch and see how things are going. And the, that chemistry was formed and observed over an extended period of time. And I think there's something that no book really explains all that well, but we've all felt it where when you just like somebody and you feel comfortable with them, that intangible is so incredibly valuable. There's just something so valuable. It's like you can have two people that know all the things they should know, but if they don't like each other in this, and I wish there was a better term that I could come up with in the moment than like, but, But I think we all know what I'm talking about, right?

12:11 If there isn't chemistry, it doesn't matter how much intelligence and experience and knowledge and talent the two people are bringing because they're never going to get the full extraction of it together if they don't like each other, you know? Yeah, yeah. No, it makes a lot of sense. I mean, I think going back to that whole Patrick Lencioni thing, that's where the smart comes into play, right? And we assume smart is a reference to experience, background, book knowledge, whatever. And really what, in this particular case, what he's referencing is this idea of somebody that has EQ. When they're present and they're around other people, they have a good connection to how they affect others and how they're carrying themselves matters.

12:55 I think that's really part of what we witness when we start meeting people or working around people where we're like, man, this is great. These are people I can get along with, right? See eye to eye with. I think a big hunk of that is not only do you just agree on some principled things, but like the person knows how to carry themselves, conduct themselves. And that is a big deal. I mean, I've had very... many experiences. And sometimes I hate to admit it, like I'm probably the guy in the experience that, man, I just showed up not present. I wasn't engaged in the moment. I wasn't really being aware of how I'm influencing or affecting those around me.

13:37 And, or you've been around people like they just don't know. Like literally they are completely unconscious to the fact that, Hey, what the way that you impact the people around you matters. Yeah. And they're somehow iterating their behavior in recognition of that. And so it's like, man, I've, I've been in the room with some really capable, smart people. Hmm. And I just absolutely didn't want to spend another minute with them. And it wasn't my ego. I just, it was not fun. Like just the general way they carried themselves was so off-putting. And don't you think it often comes down to they're not curious? Yeah. And certainly not all smart and successful people are like this because you and I have just met some really tremendous leaders.

14:18 But it almost always comes down to are they more committed to saying what they want to then they are curious about what everybody else in the room has to contribute. You know? Yeah. Like, I feel like that's oftentimes, like, when somebody just wants to spout, go on and on about what they know or what they think. Yeah. It's like, okay, well, why am I here? Yeah. Yeah. Yeah. You know, like, like what are we doing here? Are you just letting me know the choice you're going to make? And it's like, yeah, couldn't that have been an email? Right. Yeah. Since there was no, couldn't that have been a text message? Like, Hey guys, I know everything I need to know. Here's what we're going to do. Just letting you know. Yeah. Like we could have avoided the whole 45 minute dollar, you know, conference call or whatever.

15:00 Yeah. Yeah. Well, and I think there's like this natural progression where some of the subject matter goes and that's inevitably like, what are we looking for in leaders as an example? It's funny, again, timing, it's just things just always kind of layer over each other. But I was just having an interesting conversation with a client that, you know, they're in the midst of trying to really identify who they need in this particular seat and what kind of influence it will ultimately have on the organization. Yeah. And in this particular scenario, it was a situation where it was difficult to get traction because I think this particular individual was really struggling with self-awareness. And what you see is an individual can just have this cache of background and of good experience.

15:44 And when they affect the job, like they're doing the job, they're top notch in it. They really can do the job really well. But then when you ask them to begin leading people, you know, one of the things that you and I talk a lot about is that, look, when we, when we become a leader, there's like this total shift where you're no longer trying to be the quarterback, but you're trying to coach and develop lots of great quarterbacks. Yeah. Right. Very different substance, very different role, very different function. Or like what we talk about, like becoming a repeater, you know, like in commercial comms, there's this idea that this data package goes out, this communication goes out. And if it doesn't get captured and reamplified before it goes out again, eventually that signal will just kind of peter out to nothing.

16:31 Right. Yeah. And so in a leader's role, you're repeating the vision and the message of the organization. And hopefully you're doing it in such a way that people understand what you're saying and they're motivated to contribute. Well, man, if you don't have that smart, that EQ, that social awareness, it basically neutralizes any background or experience or technical knowledge you have because it doesn't go anywhere. Here's the other thing too that with this particular case study that we're kind of both referring to and thinking about, I think that there's so much that goes unsaid. Like we've mentioned marriage a lot in our conversations because there's just so many parallels to the experiences we have in marriage and a marriage relationship as we deal with our coworkers and business partners.

17:18 Mm-hmm. downline employees and stuff like that is it's all the same. It's all the same. Like when somebody comes into our company, they quickly realize what, where the minefields are. Yeah. The things that we're not supposed to really talk about or be honest about. And so we, we sort of rearrange the deck chairs and, or we, we, we just avoid this conversation or we avoid sharing this thing or that thing. And I think once that has started to happen where people are all kind of protecting themselves, and being careful about how they come across and are kind of massaging their reporting, like over explaining, you know, this kind of stuff like that is really like, that takes a lot of intentionality to break down and to recover from.

18:05 And in a lot of companies, like some people listening to this, like you know exactly what I'm talking about. It's very, very commonplace. And I think like in this case, there was silos between this leader's direct reports, like how they were experiencing the leader. The leader had a particular way that He or she thought that they were coming across, but nobody's talking about all three of these pieces. So it's like everything is kind of in isolation, and the downline employees have their opinion of what's going on, and they're talking amongst themselves, and then ultimately the senior leadership is like, I don't know how this person's doing it leading. But when they talk to the leader, the leader's like, oh, everything's great.

18:46 I'm doing X and Y and we've got a canned answer for everything. And it's like, oh my God, what is happening? What is really going on here? And the confusion is what like slows and mucks up the business and slows everything down. And I think part of it comes back to this first thing, which is we tend to hire people for what they can do. not who they are. And I think that's like just a, it's just such a powerful reminder to me and us as we're also scaling our company. And it's so tempting, right? It is so tempting to sort of skip over that piece or like, well, okay, it's not perfect fit, but they're really good at this stuff.

19:29 And I think that's ultimately where you end up with people that are posturing to protect the impression that you have of them and stuff because we don't really know them. Yeah. There's an intimacy. And why I'm keyed in on this is I've been studying this research. So there's this book by Charles Dewey. And it's just top of mind for me. I think I've talked about it in previous episodes without going very deep into it. There's this book called Super Communicators. Charles Duhigg is the guy that also wrote The Power of Habit. Very interesting dude. And I've heard him on several podcasts as well, being interviewed, long-form interviews. But this particular research that he talks about, the research is based off this model that psychology researchers came out with in the 90s called the Fast Friends Model.

20:15 Yeah. And the Fast Friends model, the whole aim of it was how do we very, very quickly establish trust and a feeling of connection, which I think you could also describe as like what we think of as chemistry. Like I get along with this person. Like we have enough commonality that... like there's quick trust built, right? And affinity and interest and all that, right? Yep. And some practitioners and psychologists and life coaches and whatever have taken some of that research and applied it to like mating, like dating. Sure. And like, how do you... what are some things you can do to more quickly accelerate a romantic relationship?

20:56 But I've also been researching it with the help of ChatGPT and Grok and Claude. They're all helping me sort of pull this apart and dissect it. Because my interest in it is, how do we apply this to professional relationships? Right? Like, how can we... So the basic premise, without completely escaping into the weeds, is that when a person asks... another person what is perceived as a personal question or even a deeply personal question. And the person asking is willing to honestly and authentically answer that same question themselves. there's the potential for rapid connection and trust building.

21:38 Oh, yeah. Yeah. And that quite possibly it's the only way. Yeah. Right? And so what that looks like in the research, it shows there's essentially three lists of 12 questions. And what I've been working on behind the scenes is sort of reinterpreting and remastering this list of questions in a way that's useful to our clients and to our industry and salespeople and leaders and everything else. And so I'm, anyway, if you want to hear that talk, let's see, am I giving that talk at core or at access? I think at core, this collective by core, I'll be speaking on this. But again, the basic premise of it is, is that instead of the soccer mom, soccer dad kind of bullshit rapport building chummy. So how long you worked here, you know, that sort of thing is that less of that and more quickly getting into a personal question that seeks to understand who that person is, not what they do.

22:30 Yeah. Yeah. Right. And then progressively getting more and more intimate, for lack of a better word. We're not talking about what their shoe size is and what size pants they wear. Right. But, but, but more things like things that relate to somebody's goals, dreams, ambitions, heartaches. Yeah. Losses, disappointments. Right. Getting underneath the surface. And we talk to this head, heart, and boots all the time. Right. Yeah. but it really is. It's like strategically asking questions that are not offensive and are completely out of place, but are more geared towards those heart level questions. And it's remarkable, man. First of all, the book is, I highly recommend it, Super Communicators. It's something that attorneys, doctors, physicians, there's all kinds of case studies.

23:13 This isn't just a sales book of like, how do you woo people better? How do you manipulate others more effectively? Yeah. It's really tapping into this fundamental way that humans connect. And so I say all of that in that I think there's something there for all of us moving forward. Like I think this is one of those things that's fundamentally changing in our universe and in our human culture. And we can take advantage of that in business. And why would we not, like, why would restoration not be maybe more tip of the spear on this kind of stuff in that I think we're moving into an experience economy where the experience that our employees have is the currency we have for our growth in our businesses.

23:57 Like the true winners moving forward are the ones that really get to know and understand and become very employee centric in their offering. Yeah. and simultaneously become more and more customer-centric in their offering. As companies, entrepreneurs, individuals, and whatnot, we become less oriented around what does the specific do and what does the skill set require? Because I think with AI and robots, Like in our lifetime, like next 10 years, we're going to see so much fundamental change to what we do and like the how, but we're still going to need the people and the customers to create the value. And so I think the more skilled that we can become as leaders with how do I create deeper, more meaningful connections in every sphere of my life?

24:47 I think that's going to be a disproportionately valuable skill for entrepreneurs and leaders. Whereas many of the entrepreneurs that you and I encounter, their first kind of rung or several rungs of success are really predicated on how great they are at doing the thing. Yeah, sure. You know what I mean? Like how awesome of a project manager they are inherently. I mean, even owners, right? If somebody is really rad at running projects, you can build a pretty successful, very large company. If you just happen to be really good at managing project timeline and assignments, you're a great delegator and you know, timelines, you can be very successful in this business and do almost nothing else right.

25:30 But I think that's changing, right? Because soon enough, I mean, okay, here's one other, okay. And then I'll get off my high horse. So here's another thing I was playing with you. So I set out this year to learn about private equity and mergers and acquisitions. It was like a real goal of mine is I want to be good enough to where I can sit at any table in our industry and add value to the conversation. That's my goal, right? When it comes to this stuff. And so I had this idea yesterday when I was working out. I'm like, I think I can use AI to sort of test my knowledge base and find out where I'm at with that. Because I've read a few books. I've had some interviews, met with people and whatever. And so I gave this prompt to ChatGPT and Grok.

26:11 Grok ended up being the winner on this one. But on Grok, I said basically, hey, my target is to understand enough about mergers and acquisitions and private equity and business acquisition that I can sit at any table in our industry with any level of expert and not be a doofus. So I want you to test my knowledge. And I want you to do it in a form of give me 25 quiz questions, one after another. I want these to be college-level finance questions. Okay. Nice. About this subject area. Yeah. And if I answer incorrectly on any one of them, I want you to stop and give me the correct answer, but walk me through why it's the correct answer. Okay. And so I started going through this list of questions. I'm like, dude, this is incredible.

26:53 Oh, and it was also multiple choice. Okay. So I don't need to be an expert, but I need to know enough about the subject that I can identify the correct answer amongst incorrect ones. Yeah. Yeah. And I was just so blown away by how incredible the content was it was putting in front of me. It indeed reflected all of the things I've read, the conversations I've had, everything else. And I knew it. And so it was very affirming. But then I did hit a couple. So then I got to the end of the 25 and I'm like, hey, I want 10 more questions that are much more sophisticated and hard. And so it rolled out another question and it finally stopped me. And I was like, ooh. I don't know this stuff. And so right in the middle of this quiz thing, I paused and I said, hey, I don't know what this means.

27:34 I don't even know how to start thinking about this answer. Can you help me? And Grok like walked me through as though I went in for open office hours with a professor. Yeah, yeah. Like first principles to, okay, this is what this term means. And this is how it kind of fits in this scenario. And here's why. And then this calculation. And I'm like, I do not understand that calculation you just did. And it walks me through it. And finally to where I got to a place of understanding. And then I went on to the next question and I kept going. All that to say, I'm convinced, I'm becoming more and more convinced that the things that we need to be learning as leaders right now, like what business is going to be oriented around in a very short period of time because of AI primarily, is the things that AI can't do very well yet, seemingly.

28:26 There's a type of intuition and ability for us as humans to read body language and tone of voice. Sure. Yeah. Yeah. that I think it's going to be a while. Yeah, very much so. It's not going to be near as long, I think, as we suppose, but it's going to be a little while before AI is going to be able to really truly replicate that. Yeah. And so I think right now, like, that is such a huge growing edge for certainly us as consultants, as industry leaders. Yeah. But for all the people listening. And AnswerForce. We tend not to give the attention to our call intake that I think we really ought to have as restorers. And of course, one of the biggest challenges we have with our call intake, whether it's an in-house receptionist or a service like AnswerForce, is what do you do when your receptionist goes out to lunch?

29:10 Well, AnswerForce makes that very easy to solve for, right? They're 24-7. You have a receptionist or a call intake person that's out for maternity leave, out on vacation, etc., etc. AnswerForce has a solution to all of those things. And I think, too, it also solves for us having a very consistent, repeatable call intake process. We all know how important that is. 100%. And the cool thing is actually we just hung out with these guys and they let us know, let us in on some big feature updates that have recently been pushed through the system. So first, verified contacts, right? So verified contacts, basically it allows the system to understand that this is a repeat caller. And then it allows them to auto capture and fill those details as part of the intake process.

29:52 So smoother, more professional intake. Much easier to kind of give that client that impression that, hey, this isn't the first time you've called, right? Yeah, and we'll listen to the rest of these sets because I think they're super applicable to our commercial opportunities. So specialized scripting, okay? This is great because this is everything from holiday shifts, after-hour shifts. I mean, you name it. There's different reasons, right? Or different layers of the cake, if you will, just based on what's going on in terms of call volume, what's going on time of day. And so with specialized scripting, the script then will match that. And so it's shifting live, if you will, along with that kind of richer context of what's actually happening in the business. Then this other thing, I thought this was super cool, is dedicated phone numbers.

30:33 So going back to that repeat client or that key client or customer, we now can associate a specific phone number to them. And so what happens is they get received very quickly. very uniquely, right? So I can imagine creating a custom script for that client. We now can recognize a repeat caller and autofill and speed up their intake. And then on top of that, there's a specialized number that's dedicated to them. So you really get to marry up that professional service offering, right, that we're promising, if you will, during the prospect. And right from the jump, if you've got a commercial client with specific needs or specific expectations, build that into the script at call intake. Yeah, it's super powerful, super powerful.

31:15 Another one is just access to information wherever you are. So I don't know how many of you are already currently using AnswerForce. You should take it seriously in terms of getting a demo and checking them out. But if and when you shift over to them as a partner, the cool thing is now is that you've got access to all this data, all this information on the go from anywhere on your mobile device. And so... You can literally check inbound, outbound calls. You can listen to recordings. So actively coach the team kind of like midstream, right? And so again, just a ton of efficiency, a ton of automation and just higher levels of customization coming out of AnswerForce. And it is so stinking affordable. This isn't just for big, multi-million dollar companies.

31:55 This is for you that's still working out of your home shop, your garage. And it's also for you that are running a $25 million operation with four locations. It's just, it's pretty extraordinary. They work with some of the biggest companies in our industry and many of the smallest ones as well. Okay. Actionable. So guys, we have talked about our friendship and relationship to these guys for a long time. Many of you know, in the recent probably year, and over the last several months, just this hyper focus on the efficiency and quality of our efforts. Right.

32:54 that you've really taken into full account all the individual elements and line items associated with this element of the scope that you're trying to accomplish. And I'm not going to highlight any specific teams, but we have heard robust numbers from teams using this. We're hearing anything from 5%, 6%, even 8% top line growth, specifically from the quality of their estimates increasingly. I remember when they rolled this out to you that one of the use cases or part of the value that they were trying to hit on is the ability for us to bring up a new estimator quickly up to the standard and competency and the results ultimately of the more experienced estimators on the team, right?

33:34 So this is an incredible onboarding and training tool to get somebody up to where they're very, very competent and producing quality estimates just that much faster. Way faster. And just one last thing I kind of want to hyperindex on is they have just an absolute boatload of white papers and F9 supporting notes. And so this is something that you could participate in being a member with Actionable Insights. But guys, we all know that getting our estimates approved in that negotiation phase is hard right now. It just feels like every carrier is significantly understaffed. They're fighting for error. We're fighting for error. And anything we can do to reduce that friction is better. And so the better we are at providing really good support for what we're calling out in our scope and why we're calling for it, the better.

34:18 And so these white papers, these F9 support notes are super powerful. Man, it's been a little while, but we've been kind of refueling the relationship with CNR quite a bit lately. And that's been good, man. I think both teams got so dang busy. We had a tough time kind of locking in and getting some face time together. But the team over at CNR has been great for our industry, you guys. You know, we've often referred to Michelle as a friend of the industry. She really is keyed in on giving us what we need in terms of tools, communication, intel on the industry. And so we just continue to encourage you guys, participate, make sure that you're receiving your quarterly copies and that you're getting all the online content that just comes in boatloads from their team.

35:01 So CNR Magazine, guys, pay attention, make sure that you're participating and getting your intel from that team as well. Liftify, bro. Yeah. Liftify, you know, it's interesting. Yesterday, I was just seeing one of our clients was getting awarded their 750 Google Review trophy. And they were already talking about hitting 1,000. 1,000. That's right. Which somebody has done. Yes. One of our clients has done. It's remarkable. And I think the most remarkable thing that people are discovering, and we're seeing this every single day with our clients, is that when you start upping the volume of Google reviews you're getting consistently week after week, the recency, when you're getting the recency dialed in and just meaning every week you're adding Google reviews to your profile, dramatic jumps in organic reviews.

35:48 phone calls and lead gen. And of course, who doesn't want that? Every single one of us, including Floodlight, we want that. And that's why we've indexed on, we use Liftify to build up our Google reviews. So it's a simple turnkey service. They've really created a process for capturing the most quality Google reviews from the jobs that you're already getting. So if you want to get more work, grow your revenue just off of the existing work you're already getting. Liftify is a big part of how to do that. And it's simple. It's very, very cost effective. From our experience with Liftify and what we've seen with our clients, significantly better value and better results than many of the other platforms that some of you might already be trying.

36:28 So if you're not happy with the number of Google reviews you're getting, you need to reach out to Liftify. And I think as a point of reference, it's worth us saying. Liftify expects 20% to 25% conversion. So think about that within your own numbers. If you're doing 1,000 jobs a year, you should be adding 200 to 250 Google reviews to your profile every single year. If you're performing under that, You owe it to yourself to reach out to liftify.com forward slash floodlight. You know, one last thing to add to that as part of their kind of more recent integration of AI or advancing that integration of AI. One of the big focuses for their team is gathering more live project data and analytics for you guys. And so really what this is focused on is equipping all of us to create better customer experiences.

37:14 So not only are they keyed in and driving Google reviews for us, but now they've actually turned the corner and began developing toolkits for us that use Liftify to actually be getting information that can help us modify our service delivery to create better client experiences. Super powerful. Midstream. We're talking mid-job. Yeah. Wow. Super powerful. All right. Liftify.com. All right, guys. Thanks for hanging out with us. Let's get back to the show. I had another experience. I'm doing it. I'm taking over the airspace. It'll be your turn next, bro. So I'm at, I'm at the one Tom plumber conference, you know, this last week, their owner's round table. It's incredible. And, and actually we're going to be doing a, a webinar about one Tom plumber with them for our clients.

37:57 And all of you can watch for it. Well, follow me on LinkedIn. If you want an update on that. Certainly worth your time. Very much. Yeah. It's very interesting brand business model, but yeah, One of their young executives, Rocky Hensley is so great at team building, man. That guy spots the diamonds in the rough and brings them in. One of his young executives on their leadership team is like 25 years old. And I had a great interaction with him at the conference. And he said, hey, can I have some of your time? I just want to pick your brain. And he wanted to pick my brain about like, hey, what advice do you have for me? I'm 25. I'm 25. I'm an executive team player. He's like, I realize I'm operating at a high level here, but what's my opportunity and what do you think I should do? And so we talked about that and I gave him some advice. But this is one of those things for somebody, it doesn't matter if you're 45 like I am or 25.

38:42 I think our ability to increase, to develop this skill of connecting with people more quickly. Yeah. Yeah. is going to yield us so much fruit. Not only, certainly if we can become skilled at that, eventually it's going to trickle down to our downline leaders. And our leaders are going to develop a greater capacity for that. And that's going to affect our ability to retain and recruit more people throughout our company, all of those things. But it also applies to sales. It's like the better our salespeople get at accelerating through that and building trust. I just think that... that is one of two or maybe three key leadership behaviors that all of us need to be tuned into, as well as the AI thing.

39:25 It's like, I mean, my example of learning about mergers and acquisitions, we're minutes away from being able to drive, like accelerating training and understanding and onboarding and real skill acquisition with our technicians and, Yeah, I think everything else is coming. I think that's the wrestling match, though, is the skill acquisition. And I think that's part of what you're actually I don't know if you are this was intentional or not. But I think that's part of the connection that you're drawing is these. I don't know if you call them intangibles or not. But these less measurable skill sets, the softer skills where it's emotional awareness, the fact like social awareness, understanding the impact you're having on those around you, understanding how we iterate our conversation cadence, the style, the body posture, the voice tone, all those things to reduce friction in the conversation, to reduce barriers of entry for somebody to buy in and listen to what you're saying.

40:23 These things have always been fundamentally powerful. Yeah. And those that are better at wielding them move in organizations. They have more success in their businesses. They have more success in their roles if they're internal positions or people. I think one of the things that you're highlighting is that AI is just going to naturally reduce people. the mental gymnastics that we do because someone is so skilled at a particular topic or their knowledge base is so rich. Like we've seen this, man, like, I mean, especially in our world, right? We're building consulting teams. Well, consultants, bless their little souls, they run the gambit of some of them are just masters of knowledge.

41:07 And when you're a master of knowledge, but you really struggle on the social awareness, man, dude, it is not nearly as effective as you'd like to think. I mean, the reality of it is if you can't get the audience to pay attention and you can't get them to take action based on your knowledge, you're kind of worthless at the end of the day. And that sounds crappy to say out loud. But I think what's happening with AI is that in the past, we've been able to allow our technical competency to overshadow the lack of social skills that we may have. And I think what we're going to learn very abruptly is that when AI can really be the master of information and that really it's application, skill acquisition, and motivation that's left to create inside your organization, we're going to see very quickly that's all human power.

41:54 And that will and probably likely continue for several decades. The real nuts and bolts of where we will continue to provide value in a relationship is our humanity. And I think that we're just going to run into a scenario where that difference is going to be so obvious because we can no longer bank on the knowledge base as being our primary contribution. And it's like, even, man, I've even thought about this from a consulting perspective because we have to be forward thinking and really ask ourselves, is this something feasible that... Are consultants going to be replaced one day because AI is so advanced? And I think there's this reality. I'm even watching some of the influencers spin up their own LLM models and things like that to be almost like a pocket version of themselves.

42:42 And look, dude, all we're talking about right now is having better, more customized access to information. That's it. That is what AI is doing for us right now. We can certainly deploy it to help us with steps and actions and automations. It's not a person. And there's something special about a human relationship. And as technology continues to develop at breakneck speed, our commitment and need for the human element will only increase exponentially. And I think that's really kind of at the crux of this is that we know in our gut when we have the right person, the right person in our sphere, the right person on our team, the whole hungry, humble, smart.

43:24 You may not be able to define it really well Yeah. But you know, in your guts, when you're experiencing it and that is, I think that's this shift is leaders is as business owners and as people we need to understand, like, bless your soul, man. If you're one of those people, you know, I'm thinking more of my analytics and some of that, like by nature, they really put a lot of weight on their experience, their knowledge base. It's there's just a little bit of a warning right now. And that is, it's like, I think you're going to learn that you knowing stuff is going to be devalued faster and faster the longer we go into this tech dev, but will never be undervalued. Yeah.

44:04 is your ability to help someone take in that information. Yeah. Help them find motivation and accountability to then leverage it in execution, right? Yes. Like, that ain't going anywhere, man. No. You know? No. And you know where else it leads me to? We've talked about this before, and we even had one of his colleagues from the Conscious Leadership Institute. Yeah. Yeah. Jim Dethmer. Yeah. It's universe. It's so, you know, Jim talks about the power and he works with these big fortune 500 companies and financial firms and professional white collar environments. And they talk about the power of, of developing a feedback rich environment. Yeah. And I think, The dots are all starting to come together for me lately in this because, again, as a lot of the technical parts of our work just become so, like, everybody's going to do the same thing when it comes to the do.

44:56 Everybody's doing the same thing. Anybody can go start a restoration company, buy trucks, buy equipment, finance it all, and do the same business. But the way we make people feel, right? We've said this so many times. Oh, yeah. We've been saying this for the last 10 plus years. The way we make people feel is the difference maker. That's right. And I think we're literally going into an era where that more and more, it's the only thing that people are actually buying. Yeah. Is the delivery of services. Not the services themselves. It's the how, what does the delivery look like, feel like, sound like? And I think, so the better we get at... quickly building trust with our people, our partners, our clients, our prospects, the more apt they are to feel safe giving feedback.

45:45 Yeah. And are more likely to give us honest feedback. Yep. And more likely for us to be able to give them honest feedback and it land on fertile soil because, because we're able to establish that trust in, in, in, in, in, in, in, in, And that, again, it sounds really squishy, you know, in a boots and cap kind of industry, right? But like connecting with people at a heart level. Yeah. Like we're emotional people. We make emotional decisions. All of us do, whether we like to admit it or not. That's right. And so I just think the whole world is heading this direction where we're going to have to do less and less of the grunt work. and more and more it's going to be how do we how do we build i i would have anticipated saying this to be honest yeah 10 15 years ago yeah but it feels like everything is moving in the direction of human relationship yeah and managing human relationship yeah i don't disagree you know it's funny because we actually opened this up with the whole like rabbit trails and i think we really stayed in a similar vein here's a thought i had just kind of a line with what where you've gone so far i was reading i can't remember what it was, honestly.

46:49 But a couple days ago, I don't know if it was a podcast or if I was watching some kind of a speech or presentation. But anyways, they were talking about this idea of how our stories unite us. And I think this is actually going back to what you're talking about. We all have the ability to leverage our story, right? I think what you see is it takes a kind of a formula to get you confident enough to share your story and have trust that it will have meaning and impact. And I think... One of the things that you're referencing is like when if we don't have social awareness, if we don't have this kind of commitment to human connection, if we really are just a nuts and bolts, the way I live and create values based on information I know, you're never going to be motivated to share your story because it's not going to have the same level of perceived value from your seat as it does maybe for somebody else.

47:41 And there was like kind of two things that I keyed in on. And one, our stories unite us. And I think what I mean by that or what they were referencing is this idea of when we're willing to share the realities of our environment, it connects us because it's relatable. In most cases, most of us have a version of a story that someone around us can connect with. It may not look or sound identical, but when we're talking about themes and critical concepts, like, come on, most of our stories follow some similar chains. You know what I mean? So there's that. And then it was this idea or this principle that when we share our stories, it also has the opportunity to change lives. And so if we kind of just go back to where this conversation started, where there's this meaningful shift into a continued investment and prioritization of learning how to connect with people and that that will continue to be the superpower.

48:32 I think this is one of those examples that's actually been around for a long time, but we don't often give it the weight that it requires or that it's earned. And just that simple sharing our story. To me, that is proof that, look, this human connection has worked for the last millennia plus, plus, plus, plus. Yeah. And even every time we see this crazy advancement in technology, that is the thing that will continue to be. And I think it's because, and I'm going to go out on a limb here and just talk about the way I see the world. I believe we were created that way. Okay. Okay. So part of that is, yes, I do believe in creation. You may not, if you're listening, totally get it. It's fine. Sure. I do.

49:12 And there's something that tells me in my life experience that our genes are created in such a way that we need human relationship. Like the chemicals in our body are created to be in that. And so I think it's just this idea like this isn't new. I think it's just a continued affirmation of what we've all experienced probably firsthand in several different occasions in our own life. Yeah. When we find the right people to be in relationship with, it is special. It motivates us. It creates better outcomes. It helps us fight fears. It helps us overcome challenges that may have made us quit when we were on our own. And when we lean in and provide something of value in a relationship because we understand the value of being that person, we change lives.

49:57 We share our stories. It changes the impact. We see different outcomes, right? Like one of the things that you and I have talked a lot about as we've built the company is like we re-engineered our core values. We really thought through and re-engineered our mission or our purpose statement because we want it to all point towards this significance of impact. And man, dude, if you look at the way that our core values are structured and you get into the detail, the color, it all comes back to we do these things to create trust and deep relationship with our people and with our clients. And it's like one kind of last thing because you got me all fired up. You said trust. You talked about this element of building trust.

50:37 Like, look, our performance is V1 of building trust with people we don't know. Yeah. Like, do we want to have story time? Do we want to exchange the, you know, these things that create a deeper, richer knowledge base of you and I about each other? Yes, we do. And we also are all busy working and grinding our faces off. Well, one of the most awesome ways to build trust with somebody is just freaking show up and do exactly what you said you're going to do or better. And that builds trust, starts to break down barriers, right? Then we can lean in with other conversations, other stories, the whole thing. But I think all of this is together. It all is like this continuation of, I think, the thought that you launched us with.

51:20 We just can't undervalue this. I agree with you. I think it has always been there, but there is like a volcano going off or there's a fundamental change happening in that we're continuing to move up Maslow's hierarchy of needs, right? It's like there was a point, I just finished watching the show called Primeval. Have you heard of this? No. Oh, bro. It's a How the West Was Won. Like, it's a new cowboy pioneer kind of westward expansion miniseries on, I think, Netflix. Like, this is real, though. This is kind of like a historical look? Yeah, it's like historical drama. Yeah. Okay. And country, Western, I mean, it is stunning.

52:01 But my point is that there was a stage in our life not long ago where we were dealing with physical, there was a risk of physical violence at every turn. Sure. Sure. Yeah, it didn't matter if you were running a business or you were out on the prairie. There was just a completely different level of danger and violence that permeated the United States, even just as little as 150 years ago, right? And we're regular. Some may argue with this in the macro, but I feel like I have observed it throughout my life. And looking at history is where that danger has been falling away very, very quickly in the U.S. and other places in the world.

52:43 And it gives our brains the ability to focus our attention on other higher things. The same thing has happened with technology. And economically, like the most poor person in the United States today is affluent compared to many other countries that are still developing. So there's been this progression that's happening. I think it's allowed people to think on a higher level. And we're now at the point with robots and AI and everything else that we're literally a lot of the jobs and work that we would have otherwise done, the thinking, the studying, the ways that we've had to learn in the past, like that all is just going to fall away in pretty short order. And even potentially driving. I mean, look at Waymo.

53:24 Yeah. Like every major metropolitan area now has self-driving cars with literally no Uber driver in them. Yeah. Yeah. That's where we're at. Yep. Yeah. That's where we're at, folks. We're a hair's width away from semi-trucks carrying freight all over the country without having drivers in them. Yeah. It's going to change everything. But I think part of what it's doing is it's now freeing up humans to where almost all of our energy is going to go into this work. Yep. Yep. And I think people are desperate for authentic relationships. And we've been talking about this in some version forever, but social media has really, the primary way that social media has messed us up is in how we all- False sense of relationships.

54:08 Yeah, false sense of relationship, false sense of knowing. Yeah. You know, in the Bible, it talks about this term yadah, which means to know and to be known. Mm-hmm. I think the original usage was like sexually, you know? But it's true. Every human desperately wants to be known. Yeah. And also to authentically know other people. Sure. To know where they're coming from, to understand them, et cetera. And like, here's one other example. It was my wife and I's anniversary, Saturday. 23 years. Nice. Well done. Thank you. Yeah. Very proud of it. It should be.

54:48 Oh, gosh, the misery we've endured. I mean, all of you that are married. The good and the bad. Come on. It's both and. It's absolutely. It's the highest of highs and the lowest of lows. It's like a Shakespeare play. But it was interesting. So I did, because I post a lot on social media. So I did the anniversary post, you know, and I tagged my wife and I said some sweet things. But I talked about just how freaking hard it's been. Yeah. You know, I talked about the first 10 years of our marriage. It's rough. The second 10 years of our marriage, better. The last three years, best of all of it. Right? Yeah. Yeah. And I didn't go into a ton of detail, but I just like, I even mentioned, I was like, marriage is so hard. You're, you're do, hopefully you're doing, you're only having sex with that person for the rest of your life.

55:30 Okay. For some people, that's a really difficult thing to negotiate in a marriage, right? Yeah. You're parenting children, maybe multiple children. You have businesses and careers that you're developing while you're trying to be in this relationship, right? It's like. And every seven years you're becoming almost a different person based on life experience and exposure. It is so much. Yeah. Yeah. And what was interesting is how many people commented. There was like, I think it was the most liked post I've ever done in Facebook since 2008. It's like 200. Still, I still get them getting likes. But a lot of the comments revolved around, wow, I so appreciate the honesty of your posts. I'm like, oh, okay. Well, I didn't feel like I shared that much.

56:11 But I think there's so much pressure for all of us to present ourselves as having our collective shit together. Mm-hmm. that we inevitably feel super alone. And even the most sort of fire-breathing driver, CEO, entrepreneur types who put out this image of I don't give a shit, got no Fs to give, you know, what people think. It's like, yeah, no, you do. You do, we all do. You do, and it's affecting you. And so I think my post spoke to that in just a small way to people where they're like, oh my God, we're not the only ones that... I've had a rough marriage or had a really good marriage and a really miserable one at the same time. Yeah.

56:52 Yeah. You know, intermittently. Right. Seasonally. Right. Yeah. And it was interesting that same day I was out for a walk in between meetings downtown here and I ran into one of my high school friends. There was a lot of us. She just indicated to me, she said, Hey, I saw your post on Facebook. This is a person I haven't probably talked to in five years at least. Yeah. And she's like, you know, my partner and I, who I also know, we've really been struggling. And it was just instant connection of my vulnerability of being willing to share. Yeah, it's not all roses. It's really freaking hard. It was enough for her to just complete, we hadn't seen each other in five years, could completely open up to me standing in the street in a parking spot with her kid waiting in the car.

57:34 Yeah. And I just thought, wow, that is, I'm wanted to honor to meet people in that place. Like there's something just meaningful about having other people's trust in that way. But the other thing that happens with that obviously is, well, I'm reminded yet again, well, I'm not alone either. Well, it's like the next time that I go to, you know, I find myself in a frustrating moment with my wife or we have a frustrating week or we're struggling on a particular issue or something like that. Like I'm going to remember that conversation and be like, you know what? We're going to get through this. I know this isn't just us having this conversation. This is part of the experience. This is the yin of the yang. That is the value. Dude. Okay. So this is so funny, man.

58:15 So the whole stories unite us. Yeah. That's why. Yeah. It ain't the story. It's not necessarily the substance of the story. It's the fact that you are willing to say, Hey, this is what reality looks like. Hey, and guess what? Reality seems to be very common themed across a lot of different people and backgrounds. I think I have our title for this one actually. Okay. Well, stories unite us is pretty good. If you're closing us here, I want to hang in the, in this for just a moment. So As you guys, well, no, I'm going to let you all summarize on your own, but this, this actually motivated me to bring something up that Chris and I have been working on kind of in the background and we'll actually have some socials going out here soon, talking about it and requesting some feedback and some input from you all from out there in the restoration and construction industry.

59:03 So Chris and I believe this whole story thing a lot. He and I are a product of two guys trying to work on a meaningful relationship and business partnership now for nearly 10 years. You and I have been very committed to trying to be in a kind of relationship where iron sharpens iron, addressing things early, right? We've had a very intentional and engaging relationship and friendship. And I believe it's produced a lot of fruit that's made us better. So as you guys know, the name of our podcast, Head, Heart, and Boots has been very intentional, right? It's this idea that we really want to work with the whole entrepreneur, the whole leader. And we are complex people made up of lots of different aspects in our life.

59:43 And so there's these technical competencies that we have to be aware of and be developing. It's our boots, right? We've got our work lives, our work world that we need to continue to invest time and energy into. There's this head part of us. It's the way that we think about the world around us, the kinds of things that we wrestle with, right? Like we talk a lot about entrepreneurship being really all about the battle between your ears. And then of course, this element of the heart, right? Where it's like, hey, we have real life things that affect us and have a profound emotional impact on who we are as human beings, head, heart, and boots. That's the And one of the things that Chris and I have been talking about is, man, I really want to get more business leaders and owners on the show where they are brave enough.

1:00:32 Sharing their story. Yeah, it's stupid to even have to say that, but just that they're willing to lean into what we're talking about right now and be willing to share the trials and tribulations and celebrate the fun elements of, of the adventure that they've lived to date, building their own businesses, building their own teams. And so we were getting ready again, like I said, just to begin doing some social media posting and stuff, requesting input and recommendations from you all. One, we're looking for those business leaders that understand this connection between when we share our stories, we are united. that it changes lives because our stories are full of the same kinds of trials and tribulations that all of us are experiencing.

1:01:16 And so we're looking for business owners and leaders that want to volunteer themselves and share their story live with us on the air. And we're looking for recommendations. If you're a team member and you work for one of those organizations where the story is awesome and you work for a leader that has that gift and that ability to communicate their story and their willingness to share their story, then you're looking for a leader that and it's had an impact on you, recommend us. And so there's two ways that you guys can do this. One, just DM us. Obviously you see us all over LinkedIn, Facebook, DM either one of us. So Chris or I about your recommendation or to volunteer, or just email me, Brandon at floodlightgrp.com and send me your recommendations.

1:01:58 And we are going to begin prioritizing getting more and more of those out there doing this stuff firsthand. Just hear your story. Be brave enough to share with those around you and really begin to have a different level of impact on your sphere and on our industry as a whole. Yeah. I love it. I'm excited about it. I think it's going to be killer. Yeah. So I think the title that we managed to figure out for this show, it wasn't a rabbit trails. We ended up hanging in a specific pocket. I think this is, I think what we've been talking about is this is the superpower of tomorrow's leader is their ability to quickly develop trust in the relationships around them.

1:02:40 That is, and there's a variety of ways to do it. We talked a lot about that on the show today. Yeah. But I think that's it. I think this is the superpower of tomorrow's leader. What entrepreneurs and business owners and GMs and any leader needs yesterday, like what got them to where they are. It's that classic thing, right? What got you here ain't going to get you there. Yeah. That's the situation we're in for sure. Yeah. And oh, by the way, I want to mention a little tip here. Anybody saw me drinking this thing, sipping on this? I just got turned on to this and they're freaking good. So it's called the Genius Shot. And no, this is not sponsored. No, it's not sponsored. But Dr. Mike, if you want to sponsor this. So this is Dr. Mike's product. So again, you'll think if you like to lift weights, Google Dr. Mike.

1:03:22 He's also the guy that owns the RP Hypertrophy. We should get a sponsorship for this. Yeah, right. But this is whey protein. It's 23 grams in a little bottle. Which is a crazy. The cost is about $3. And the way I look at it is $3 for 23 grams of quality protein is a very good deal. You could argue whether it's the same quality as like eating a slab of meat for a snack. Probably not, but it's really convenient. And this particular one is orange cream. So I just genius shot, genius shot. No sugar. It'll make you a genius. No sugar. It'll make you a genius because clearly that's what made me a genius on the show. I mean, look at it. It's leaking out your ears. That's all we got, guys. Okay, gang. Thanks for hanging out with us. Hopefully this was awesome. If it had any effect on you that's positive, share it.

1:04:05 If you're not already a subscriber to the show, is that what we call it? Follow the show. Yeah. Follow the show. Would you please do that? It's obviously a big motivator and help for us. So please share, please follow. Appreciate y'all. See you next time. All right, everybody. Hey, thanks for joining us for another episode of Head, Heart, and Boots. And if you're enjoying the show, but you love this episode, please hit follow, formerly known as subscribe, write us a review, or share this episode with a friend. Share it on LinkedIn, share it via text, whatever. It all helps. Thanks for listening.