On Competency, Commitment, and Capacity (CCC)

Cole Abbott (00:00:09 -> 00:00:41)

Hello there. Hello. Today we're talking about the CCC framework. Yep. Not to be confused with the other ccc. ccc, we have two CCC that we talk about the C-C-C-C-C-C <laugh>. Exactly. So today's, and your grandmother is ccc. Yeah. I'm sure everyone really needed to know that information. She'll won't be watching this. So, awesome. <laugh>. So the one we're talking about today, competency, commitment, capacity. Yes. Not to be confused with character

Mark Abbott (00:00:42 -> 00:00:43)

Competency and connection. Yes.

Cole Abbott (00:00:43 -> 00:00:47)

We love, we love competency. We do. Yeah. So it's

Mark Abbott (00:00:47 -> 00:00:49)

Pretty important thing, actually. Little

Cole Abbott (00:00:49 -> 00:01:09)

Venn diagram there. Yeah. Yeah. So I guess to start on this one, right. Defining right. Okay. So for this character com, fuck, gosh, <laugh> competency, commitment, capacity. Yeah. Right. We use this as a, as a per people. Yeah. Um, right. We have, we talk about Right. Pearson, right. Seat. Yes. And this goes along with that,

Mark Abbott (00:01:09 -> 00:01:10)

With the right seat side of it

Cole Abbott (00:01:10 -> 00:01:16)

All. Yes. Right, right. Seat side. Right. Making sure that the person fits into that seat. Yes. And, and using this

Mark Abbott (00:01:16 -> 00:01:20)

As a comfortably fits in that seat and can grow in that seat Yeah. And can flourish in that seat and all that good stuff.

Cole Abbott (00:01:21 -> 00:01:35)

And using this too, assess and discuss and Right. Having a framework for talking about how are we doing Yes. In our current role. Yes. Um, so to start, Mm-Hmm. <affirmative>, let's break down the three elements of the C. C. C.

Mark Abbott (00:01:35 -> 00:01:36)

Sounds brilliant to me.

Cole Abbott (00:01:37 -> 00:01:39)

Starting with competency, right. A big one.

Mark Abbott (00:01:39 -> 00:06:04)

Competency has to do with whether or not you have the skills and experiences that are requisite in order for you to be able to execute against the objectives of the seat. Objectives we tend to think about as roles, accountabilities, and responsibilities. Right. Um, and so it's, it's really that, is that simple, right? Do you have what it takes to be pretty good at ultimately all of the roles, accountabilities and responsibilities associated with that seat? Uh, obviously getting into each of those things, um, is, there's, there's a lot. There's a Venn diagram here. Because ultimately part of that is that as you progress within an organization in particular, as you step sort of from one stratum to the next stratum in terms of time span of responsibility, you know, the, you know, you're also talking about do they have the capacity to execute against those roles, accountabilities and responsibilities, which is why we have the three C's competency, obviously commitment and capacity. And the commitment part of it is, I know we're going fast, but the commitment part of it is, am I committed enough to be able to continuously be good at the things that are required of the seat? Because within a lot of organizations, even though the seat may not actually change in terms of where it is, organizationally speaking in terms of a stratum, seats do become more challenging if you're in a relatively simple organization that has three departments, let's say. One is sales and marketing and customer service, and other one's operations, and another one's finance, right? And then you, let's just say you have a, uh, a leader. So it's literally four people are in the leadership team now. Go to where we are today, right? Which is where we have 22 people in the upper leadership organization. So you have obviously, you know, a CEO me, and then we have five C-suite members, right? And then we have 16 department heads, right? That seat, that stratum three seat, that the department head seat is much more complex today than it was three years ago. So the stratum associated with, with a seat has not changed, but the complexity associated with that seat has changed. And so the commitment side here is, you know, are you committed to being able to grow with the seat? Um, and even though in theory, right, it's not like the seats change from one stratum to another. It's just, it's just become a much more demanding and complex seat. So that's why we have the three things. It's competency, commitment, capacity, comp, competencies. The ability to have is the skills and experiences to execute not just the roles, accountability responsibilities, but the associated objectives with the seat commitment is the commitment to be able to grow with the seat as the seat grows because the company's growing. And then capacity, which we haven't gotten into really yet, is we've already talked a little bit about it's time span capacity. So, you know, do you have the ability to sort of work on objectives that make sense in terms of the timeframe? So, you know, stratum one seats have objectives of up to 90 days. Stratum two seats are objectives from 90 days to one year. Stratum three three are one year to two years. Stratum four is two to five stratum five is is five to 10. And so you have the capacity on a time span basis. Um, but you also need to have the intellectual capacity. You need to have the physical capacity, right? The ability to show up and be there and do the work. And, um, and then you need to have the commo emotional capacity to be successful as well. So emotional one's pretty easy, right? It has to do with temperament as much as anything. Uh, but, you know, you could be brilliant, but you could be just a, I, I don't want to, you know, you should, you could be highly neurotic and really difficult to just be around because you're constantly just like on edge emotionally, and you're saying abusive things and you're just temperamentally just almost impossible to work with. So that's, that's an important thing, is emotional capacity. You know, we, we tend to call it eq.

Cole Abbott (00:06:05 -> 00:07:08)

I, yeah. I would've taken a different direction there. Well, <laugh>, what would you have done? Easier way? I, I think Right? We talk about the personality stuff. 'cause you bring up neuroticism Yeah. That's a Whatever negative emotion. Yeah. Uh, right. If you have someone who's very introverted Yes. Like a sales role Yeah. And that's, that's just gonna be taxing. Yes. Right? And so that's, we're not, right. That's, there's nothing wrong with that. Right. That quality or that trait. Yeah. It's just you're not in the right seat Yes. For that. Right. And so if we get in that situation, it's like I'm exhausted from just being always on, talking to people all the time, going out meeting people. It's like, I can't, you know, I got an hour and a half a day in me, maybe. Yeah. Right. Yeah. That's, that's it. Yeah. That's fine. That's right. Yeah. That's okay. Yeah. Just, you know, we gotta make adjustments around that from a hiring perspective, that's probably where the issue started, but yeah. Right. We get a lot of people who are earlier in their careers and Yeah. Wanna do a certain thing and Yeah. I test it out and then they'll be like, that didn't work for me. Yeah. Right. Well, it's usually easy to mold that into something that does work. Yeah.

Mark Abbott (00:07:08 -> 00:07:08)

Right. Where

Cole Abbott (00:07:08 -> 00:07:21)

They try to go somewhere else, and it, we, we've seen people that step into more managerial roles and then temporarily and then step back, like, yeah, eh, I learned not from me. Yeah, that's okay. Yeah.

Mark Abbott (00:07:21 -> 00:07:49)

It's a great way of sort of, you know, pointing out some of the subtleties associated with capacity. Right. Because, you know, it's, uh, uh, you know, the, the, the, the introvert versus extrovert in a sales position in particular, you know, is a, is a great conversation as you've pointed out and over the long run, right. People, you, you can't pretend to be good at something if you just genuinely don't. If you, if you're just genuinely not wired for it,

Cole Abbott (00:07:49 -> 00:08:28)

You'll be putting in your best work and you're not gonna enjoy it. No. So it's like, it, it's not mutually beneficial. Right. Right. Yeah. If you, if you make that acknowledgement and you make an adjustments accordingly Yeah. Right. Then that helps everybody involved Yeah. And just sort things out. Yeah. Certain people plays better, certain roles better. And you can, I always think there's a value in, uh, go on a whole rabbit hole. Yeah. There's a value in taking the path that isn't comfortable. Right. Like the, uh, Robert Frost Yes. Less path, less traveled. Yes. Which I, to me, is path less traveled for you. Yes. That, generally speaking, yes. But the one that you're less inclined to take, the, that's the path that you're gonna learn more from, but

Mark Abbott (00:08:28 -> 00:08:29)

Yeah.

Cole Abbott (00:08:29 -> 00:08:29)

But

Mark Abbott (00:08:29 -> 00:10:44)

Right. And this, this is a huge, but yeah. And we said, we'll, we'll, we'll try to avoid doing too much of a rabbit hole here. Yeah. But it's like, you know, there, there are people I was literally interviewing, um, an engineering leader yesterday. Uh, and, um, and he was talking about how, if you would've asked him five years ago, and he's relatively, you know, mature individual, um, I don't know his exact age, but let's just put for sure, he's well over. He's, he, he's, he's probably over 40, I don't know, but he's, let's say plus or minus at that age, you know, if you would've asked him five years ago, he said he didn't wanna be a leader. He didn't wanna run, manage a team. Um, that just wasn't a thing that excited him. He wanted to be an individual contributor, but he sort of found himself in a situation where they said, Hey, we really need you to, you know, this, this individual's leaving. We think you could be a good team leader. Um, would you be up for it? And he gave it a shot. And then, um, within months, he realized that he really enjoyed helping people grow. Um, and then he got a lot of reinforcement from his people, right. That, Hey, you know, you're actually a really good leader. Um, he actually went into a leadership development thing, um, relatively early on. The company did that for him. But, um, but he started getting a lot of positive feedback. Like, Hey, man, I really appreciate you and, and you've grown immensely as a leader, and I, you know, I know you've got my back and you're helping me grow. And he just found all that stuff, um, nurturing and, and, and, and, uh, and fulfilling. And now, you know, that's who he is. So, back to your thing, you sometimes you don't know until you go on the other hand, sometimes you go there and you're like, you know, I just, I really wanna be able to focus on my thing. And, and I wanna, you know, I wanna go back to being an individual contributor. Uh, you see this all the time, um, not all the time, but, you know, I can think of a number of cases where there's a founder who ends up, uh, saying, you know, I don't want to be the CEO at, at this level. And so, uh, they say, Hey, you know, yeah, love the company, love where we're where it's going, but I don't want to be the CEO anymore, and I wanna just be the CTO. Right.

Cole Abbott (00:10:45 -> 00:10:52)

I feel like that's, you see that pretty frequently in terms of like, there's a lot of examples of that specific case. Yeah, yeah,

Mark Abbott (00:10:53 -> 00:10:53)

Yeah. Especially

Cole Abbott (00:10:53 -> 00:11:16)

In more, you know, software and more technical organizations. Yeah. Right. Where it's like, we started this because we had a init, we saw a issue, we saw a need solve the need. Yeah. And then once that is done, it's like, I'm gonna take a step back and, and be self-aware enough to be like, Hey, I'm not gonna be the face of this thing. Yeah. I don't wanna keep running with that vision. Yeah. I'd rather go on the backend and fix things back there. 'cause that's Yeah. Why I started this in the first place.

Mark Abbott (00:11:16 -> 00:11:52)

And there are a number. Yeah. I, I've got a guy in my head right now who, there's a number of things that he does that are still very CE oish, but he, but he doesn't own that seat. So that, so he's like doing things that are, that a lot of CEOs do, but he is the CTO. Um, he's an amazing, I I, I read his stuff every single time. Right. So he's a, so he's a blogger as well. So, so, uh, so there's parts of things that he does that looks like a CTO and then, I mean, as a CEO, but, you know, he, he doesn't want to be running around doing all that stuff, and he wants to just sort of be focused on the engineering organization, et cetera. So

Cole Abbott (00:11:53 -> 00:12:16)

It's important to have an objective framework where we can have these discussions, and it's not like, Hey, you're not good at this thing. And then that's not gonna lead to a healthy conversation. Right. But it's like, we're Right. Let's accurately dissect where the issue lies. Yeah. Uh, and, and have a honest, open, right. Truthful, civic and positive as, yeah. As <laugh>, as Chris would say. Yeah. Because

Mark Abbott (00:12:16 -> 00:13:33)

As, as we're getting into right now, and once again, I'm geeking out 'cause I think this is a great conversation, right? Is someone struggling? Is it about competency? Right? Is it about commitment? Right. Or is it about capacity? And capacity, as we've talked about, is multilayered, but you know, sometimes it is competency. And I just, you know, you just, you're struggling to take on that next level of, of competency. Sometimes it's commitment. It's like, yeah, I could do this, but I'm not really that jacked about it. Right. I'm not that passionate about it. I'm not, you know, I, I'm not spending, you know, some after hours, um, thinking about how to become better at this. I'm not thinking about becoming better at this period. As an example, someone says, you know, Hey, I'm not committed to becoming a great leader. I, that's not a thing that really drives me. And then the final one is, okay, and how does this, you know, compare to who you are? Not on the competency side. Yeah. Right. Not on the commitment side, but just who are you fundamentally emotionally, personality wise, right. Um, time spent, capacity wise, it's much easier to really provide developmental feedback and support when you understand sort of the whole person and how that whole person fits against the needs of the seat.

Cole Abbott (00:13:34 -> 00:13:38)

And you're able, usually if there is an issue, it's one of the three, you don't really have a

Mark Abbott (00:13:38 -> 00:13:41)

Other than core values Yeah. Other than just a cultural fit. Well,

Cole Abbott (00:13:41 -> 00:13:42)

That, that, that's a whole, but that's a,

Mark Abbott (00:13:42 -> 00:14:02)

But it's interesting back that gets, you know, I love, and I've never done this before, right. We were thinking about when, when we started this conversation around, you know, character competency and connection versus let's just say commitment, competency and, and, and capacity. It's an interesting diagram. Venn diagram there. Right.

Cole Abbott (00:14:02 -> 00:15:00)

But you're going a little bit left brain, right brain there. Yeah. It doesn't matter what you do on the other side, it doesn't work. Yeah. But then if you're missing other things on this side, you're a great cultural fit. But, and we've seen that a lot, right? Where it's like, we love you, it's not working. Yeah. Or it's not gonna work. Right. Yeah. And, and hiring, for example. Um, so going back to the left brain side of things. Yeah. Uhhuh, <affirmative>, I feel like whenever there is an issue, it's usually one of the three Yes. That stands out. Yes. And you have two that are working, right? Yeah. And someone who's lacks the competency, but it has the capacity, has the, the commitment for sure. And really wants it. Uh, but it's just like, there's, there's a struggle there, right? So it, it does help to be able to have two things. Like, Hey, you're, you're doing a good part on two of the three, right? Let's, let's go into the one. Yeah. So when we do see issues in one of the three, I guess starting with competency here. Yeah. Right? What does that look like? What does that sit, what does that, how does that situation come about? And then what's the discussion? What are the next steps after figuring out that competency is the issue. For

Mark Abbott (00:15:00 -> 00:16:08)

Example, you know, competency is really a, a, a really interesting one. I would submit that, you know, lots of times it's just like, we need to work on getting you, you know, upgrading upleveling your, these skills and experiences. But back to commitment capacity. But if someone doesn't just genuinely want to go there, right? That's one thing. Um, let's talk about another one, which is, you know, maybe the, the one of the competencies is, you know, you've gotta be great at, you know, organization, right? You gotta be great at follow through and, and, and structuring things. And it's just not like, you know, it's just not something that you're inherently great at. Um, and so, you know, and then, then the question is, do we think, you know, ultimately this is a competency that you are going to be able to develop, or let's just throw Colby in here for a second, right? Yeah. You could potentially become really good as a project manager, right? You could potentially become really good at the project manager. You have the intellectual capacity,

Cole Abbott (00:16:09 -> 00:16:09)

But

Mark Abbott (00:16:09 -> 00:16:31)

Is this really something that you're like, is this, is this how you're wired? Is this something you want to become great at? And so having a real honest conversation around, you know, is this a competency you are going to develop without lots of strain? And ultimately, one, you're not gonna be happy being great at Right.

Cole Abbott (00:16:31 -> 00:16:37)

And you're not gonna be as good as at it as someone who <laugh> Yeah. Is more Yeah. Uh, inclined

Mark Abbott (00:16:38 -> 00:16:38)

To

Cole Abbott (00:16:39 -> 00:16:41)

Be in such a position and, and serve such a

Mark Abbott (00:16:41 -> 00:17:53)

Purpose. Yeah. And so ultimately it's like, okay, so yeah, you could do this, but we, as we talked about a little bit late, earlier, right? It's gonna be a grind. Do you really want to do this? Like, you know, let's just say for the sake of this conversation, that you look at the seats and you recognize that 60% of the time, the, you know, 'cause you look across each of the roles and respon accountabilities and responsibilities, and you say to yourself, you know, these are the seven and in terms of these five being really good at organization and follow through is super important. And, and that represents 70% of the job. And you just, you know, constitutionally, right? Colby says you're low follow through, but we need high follow through. Yeah. And so, just having an honest conversation with the person about, look, man, we want you to be, you know, we want you to thrive. We want you to just, you know, uh, you know, 80% of the time be in the flow motion where you're, it's a, it's a, it's a, it's a good challenge. You love doing it. You're, you're, you're fully sort of like, you know, lost in terms of time. And the reality is, is that the seat isn't gonna be that for

Cole Abbott (00:17:53 -> 00:18:15)

You. Sometimes it's a temporary thing, right? Where Yeah. Someone leaves and we have to fill a need. Yeah. It's like, okay, are you good to do this for a quarter? Yeah. And it's like, I can do it for a quarter. Yeah. But that's right. We have a, we have an end goal in mind there. Yeah. But if it's like, Hey, we're doing a career development thing here, and this is what you want to, you think you wanna do. Yeah. Then that discussion becomes a little bit more important.

Mark Abbott (00:18:15 -> 00:19:42)

And it's interesting too, because you, you talk about sort of capacity versus competency, right? You know, think about, we were talking earlier about a salesperson. So let's just say you have someone whose job is predominantly to be out there interacting with humans. That means you like doing that. So you're probably more of an E than an I. Um, and your job entails a lot of ambiguity, and your job entails, you know, a lot of failure, right? So, you know, in that situation, we have two tools, right? We talk about like our, our, our, our Yung Meyers tool, which is type coach, right? So introvert versus extrovert, right? And then you have Kolby, which has to helps us understand levels of how one's comfort with ambiguity and risk, right? So if you have an introvert who's extraordinarily uncomfortable with ambiguity and risk putting them into a seat, a sales organization seat specific, specifically one that's like, oh, let's, let's out there running around. 'cause we could even go to the fourth element of kolby, which is, um, which is implementer, right? Um, so whether you would like to be more physically or intellectually active, right? And so let's just say that person, you know, just wants to sit in a chair, right? All day long, they're an introvert and they're uncomfortable with risk. That's not gonna work

Cole Abbott (00:19:42 -> 00:20:19)

With the sales thing, right? We're kind of profiling a, the classic entrepreneur, right? Where it's like you have to go do things, you're uncomfortable with risk. Yeah. Take all that. And I know you love the Colby stuff. I always go back to big five. Yeah. Right? In terms of you wanna be extroverted, you want, you wanna be open to experience, you wanna be, and then probably low on neuroticism because stuff's gonna happen and you don't really wanna take that personally. Yeah. Yeah. And then it's like, we're conscientious is usually a huge factor in the business world. It's like, it's not that much here. It's like as long as you have enough to just get some pep in your step and keep moving forward, it's like that's, you're good. Yeah. Just keep taking the punches and, and move forward. Yeah.

Mark Abbott (00:20:20 -> 00:20:41)

One of the things that I love about the age we're in right now, and one of the areas where I'm, I'm, I'm super optimistic with regard to, you know, what I'll call useful intelligence versus artificial intelligence. Right? W with regard to ai right. Is just becoming better and better at helping people understand who they are and putting them in positions where they can thrive. Yeah. You know,

Cole Abbott (00:20:41 -> 00:22:01)

It's, it's having that data, having that context. Yeah. And that's right. We talked about this before this, uh, but right. Knowing where you are, where you've been and in the past, the best path to move forward. Yeah. Right. And all of that helps you inform what that path is going to be. Yeah. And right. Because you learn from your past experiences and then how that interacts with who you are, where you are. Or historically, people kind of do this intuitively and you do a good job with it 'cause you life's hard. Yeah. Right. It makes you more welcoming, open to the ways of the world, and then informs who you are and then how you act in certain situations so that you can move forward and be comfortable with that and be comfortable with that ambiguity. Yeah. And also subconsciously know where you want to go and let that take you. But with all the stimulus to all this, everything that's going on in the modern age Yeah. It's a lot harder to have that level of introspection Yeah. And figure those things out because Right. You can be comfortable if you really wanna be comfortable and you can just not really pay attention to that stuff and, and live outside of yourself, but also not really live that much at all kind of a thing. Right. And so, given that that's sort of the way things are Yeah. It's really, really helpful to have these more objective, uh, correctives and figure that out and bring people back into themselves and ground them so that we can move forward and

Mark Abbott (00:22:01 -> 00:23:21)

Frameworks for helping people understand themselves. Yes. Right. And, and not just helping people understand themselves, but helping their team leaders understand them, right. So that they can help the, their team members, you know, understand who they are, put them in positions where they can be highly successful, where they can be, develop the confidence. That's, that's so super helpful when you're, you know, when you're on any journey. Right. And then ultimately so that, you know, they, they are not only confident with regard to who they are and what they're good at and what they like doing. Right. But then also, hey, given what, given this, right, I can go this, this direction with confidence, right? I can, I can pursue this path or this path or this path career wise because I understand who I am. And those paths are all viable paths for me, paths for me. Right. This is an area where I think, you know, we're just beginning to become really, really good. And it's exciting to me personally and, you know, we've been working on understanding this stuff for years and years and years, but we've only, you know, this is one of those areas I like to say we're only this far along, but the direction we're going, I think is gonna be super huge and helpful.

Cole Abbott (00:23:21 -> 00:23:52)

The direction is very positive. Yeah. And there's momentum there too. Yeah. And AI is quite helping when we use it as a tool Yes. As it's supposed to be used. Yes. Uh right. It's very powerful when we know what to do with it. Yes. And one of the, the biggest things to me is when you have a team, right? And you have people advancing themselves and advancing these things, right. That has effects on the people around them, right. Where you're showing how things can work Yeah. Good behavior, and then Right. Also helping others that ladder. And that's, that's huge.

Mark Abbott (00:23:52 -> 00:24:00)

Yeah. And you, you look around and people are climbing the ladder and they're, and they're doing it with confidence and Right. Yeah. And they're cheering one another on it's Yeah. You

Cole Abbott (00:24:00 -> 00:24:04)

Don't have the, uh, what the, the Travis in a bucket thing. Right. We don't, we don't have that. Yeah.

Mark Abbott (00:24:05 -> 00:24:06)

I don't know what that one is, but it's

Cole Abbott (00:24:06 -> 00:24:25)

Like you have crabs in a bucket. Yeah. And then one of the crabs tries to climb outta the bucket, then our crabs will pull that crab down. Yeah. And that comes back to culture. Yes. Right? When you have a strong, supportive culture within your organization, within your team. Yes. Right. The growth there becomes exponential. Yeah. When you have all of these things firing,

Mark Abbott (00:24:25 -> 00:25:10)

It's all those who are sort of in that con, conventional right stage, stage four, where, you know, this is where they're comfortable and people leaving, it makes them feel uncomfortable because they don't want to do that. Right. They're not willing to sort of take on the challenges associated with going from conforming to non-conforming. And part of it is their own fears for themselves. They transpose those on those other people too. So it's not just that they're being selfish, it's that they're afraid of it and they think that this person doesn't understand the risks associated with exiting the bucket. Yeah. Right? I mean, we can go down huge rabbit holes on this

Cole Abbott (00:25:10 -> 00:25:37)

Way on, right? Yeah. You could justify it in a pessimistic sense or, or the optimistic sense like, hey, you don't, don't be stupid. Yeah. Right. And then we go in a whole thing of what personality traits will make you sort of act that way, right? Yeah. If you're agreeable, but also more, uh, neurotic. Yeah. Right. You're gonna be like, ah, don't do that. Yes. I'm scared for you. Yeah. Versus if you're disagreeable and Right. Competitive. Yes. And right.

Mark Abbott (00:25:37 -> 00:25:38)

You can't

Cole Abbott (00:25:38 -> 00:25:41)

Get outta here. I'm not letting do that. I'm right. We're not you're not doing that. Yeah.

Mark Abbott (00:25:41 -> 00:27:31)

Lots, lots we can talk about, but, but I, I, but I am very, you know, I do think like these, these, these frameworks, right? Like c, CC are extraordinarily useful. They're not perfect. They're all heuristics. Lots of people like to make fun of, of heuristics, but you know, just because the map is not the territory does not mean the map does not have utility. Yeah. And, um, and our CCC, we think it's great. Um, we know it's not perfect. Uh, other, you know, operating systems like EOS talks about get it, want it capacity so they have their own version of this thing. But, um, you know, the point is ultimately I think all organizations would benefit significantly from having decent frameworks that help them help people understand where they are, what their potential is, and what the associated paths forward look like. Because yeah, that just makes it that much better to be a part of that organization. 'cause you just, you feel like you not only matter, but you can continue to matter and you have excitement about where you're going. I know I've shared a few times, but the simplest definition of happiness is someone to love, something to do and something to look forward to. Right. Love what you're doing. Do work that matters and be excited about the future. You get those three things, you know, pretty strong inside of you and you know, you know, there will be crappy days, but generally speaking, you know, our wish is 90% of the time you go home at night and you're like, uh, you know, I love or like what I'm doing. I really do. I do. Good. I think it's a great place to end it. Alright, thank you.