Stages of Development: Stage 3

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

Stage three.

Mark Abbott (00:00:10 -> 00:00:11)

Stage Three.

Cole Abbott (00:00:11 -> 00:00:14)

It was an armor. I guess this is, this is the halfway mark in the stages.

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

In theory.

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

In, in theory

Mark Abbott (00:00:18 -> 00:00:20)

First five. Remember there, you can go beyond five stages.

Cole Abbott (00:00:21 -> 00:00:41)

I mean, halfway of the series of stages that we are covering in this series. <laugh>, it sounded awful. <laugh>. Um, yeah. So stage three, yeah. Definitely not halfway in terms of company growth, right? Right. And right before this, we were talking about, uh, another way of looking at the stages. Yes.

Mark Abbott (00:00:41 -> 00:00:42)

Uh, that you

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

Were sort of

Mark Abbott (00:00:43 -> 00:00:44)

Experimenting, experimenting

Cole Abbott (00:00:44 -> 00:00:47)

With this morning. Yeah. So you'd like to start there. Yeah.

Mark Abbott (00:00:48 -> 00:03:34)

Fresh baked. So, you know, with things fresh baked, I always reserve the right to tweak and, you know, or throw away the entire cake, if you will, to sort of go with that metaphor. But, you know, if you think about, um, I've got five categories, I think that'll help you understand where the stage you're in. Number one, it's revenues, right? So what are your revenues gonna be in 90 days? What are they gonna look like, you know, for in a year from now? What are they gonna look like in two years from now? What are they gonna look like in five years from now? What are they gonna look like in 10 years from now? Um, do you have a sense for those things that'll tell you, right? If you're like, no, I have no clue, well, guess what, you're in stage one. Then, even if you do have a sense for your revenues, 'cause any of us can create a set of projections, um, what's your level of confidence that you're gonna be able to hit those? Um, so what's your level of confidence in your 90 day, in your one year and your two year, in your five year, in your 10 year? And if you haven't figured it out, those are the stages, right? Um, 90 days, one year, two years, five years, 10 years in terms of your confidence that you can get a bunch of stuff done. So what's your level of confidence in your revenues? Um, then what's your level? What, what's your clarity around the goals you need to do in order to get to 90 days out in order to get to a year out, in order to get to two years out in order to get to five years out in order to get to 10 years out? On a scale of one to 10, how confident, right? If you're saying, well, you know, I'm not really confident, I can even, Nope. My goals need to be for the next year. Well, guess what? Then you're somewhere between stage one and stage two, if not stage one as an example. But if you're pretty confident about your goals for the next 90 days, if you're pretty confident on your one year goals, if you're pretty confident on whether you call it your two or your three year goals, this gives you a sense. But then now let's get into the harder thing. Like, can your current leadership team get you to hit at least 80% of these goals that you're, that you have a lot of, uh, confidence on? And if the answer is no, then wherever that is, that's the stage. Um, and then finally, are you dependent upon the visionary? So I'm not, I'm dependent on the visionary for 90 days, right? Or I'm not for 90 days, but I am for one year. Then that tells you that you're at stage two. If I am for up to two years, that tells you you're probably at stage three if I am, you know, if I don't need to depend on the next visionary for the next five years, right? You're probably stage four. And then if I literally don't need the visionary at all to get to my 10 year, I could bring in a new visionary, right? You're probably at stage, stage five. So five different dimensions through which to think about where you are. I think it works, but we're gonna work on it.

Cole Abbott (00:03:36 -> 00:03:46)

I, I feel like it's a more concise and, and better distilled framework Yeah. For looking at it, or at least it's on the path to being that Yes. Which is important, right? Because it's, we wanna make everything

Mark Abbott (00:03:46 -> 00:03:47)

As simple as we can,

Cole Abbott (00:03:48 -> 00:03:49)

Cohesive and resonant. Yep.

Mark Abbott (00:03:49 -> 00:04:01)

Less is more until it's not. But, you know, does that work? And I think it gives you a pretty darn good sense for where you are. And then in that, now, if you know where you are now, it's, okay, so now what are the things I need to be working on?

Cole Abbott (00:04:02 -> 00:04:08)

Right? Because you're properly dissecting what the issue is, and then you can actually figure out an actual actionable path forward.

Mark Abbott (00:04:09 -> 00:05:30)

Yeah. Because as we talk about in stage, in stage three, you know, the founder's focus should have it be extended to really helping the organization have a lot of confidence that where it, it knows where it's gonna be at, you know, at the end of two years from now, right? Um, so we have sort of the time span of the founder's focus is one to two years, typically in stage three, you know, the goals in stage three or at least 90 days, if not, you know, one year you tend to have a number of three to five leaders overseeing your core departments, right? You know, you've got an organizational structure now where the seats are defined by function. Um, you've got customer facing and operations. Uh, in terms of core centers of excellence, you typically have at least, uh, four layers of complexity. So you got the, the founder and department heads and team leaders under the, in each of the departments, and then individuals obviously doing the day-to-day, um, week to week. Uh, you're still founder dependent for sure. Um, your value proposition is becoming clear. You're still an invest a, a risky investment, but you may be able to go out and, and, and raise capital. It's, you know, risk reward. It's not gonna be cheap. You're gonna have to probably give up equity. Um, and your focus is now as a founder is really helping the organization scale.

Cole Abbott (00:05:30 -> 00:05:39)

And do you think that that focus is a shift from helping it helping the organization scale? Are we, are, is it a breaking point or is it just a progression?

Mark Abbott (00:05:39 -> 00:06:34)

Well, if you remember in, in the beginning, your, your focus is survival, right? And then the next one is the sustain. So now that we've got product market fit, and as we talked about in prior episodes, product market fit can either be revenues or ability to raise capital, right? But one way or another, you're, you, you're, you know, you're, you're now got product market fit. You're now trying to continue to sustain the momentum that whatever you're doing seems to be worth continuing to invest in, um, in, in, in, in stage three. Now it's, okay. So we know what we're doing now, we need to be able to scale it, right? It either scale it product wise, scale it revenue wise, scale it operationally, but just prove that we can continue to do this and that we can continue to grow. Does that make sense? Yeah. It's

Cole Abbott (00:06:34 -> 00:06:45)

Like you, you've built the car and right now you're trying to build that momentum with it. Yeah. You have that vehicle, you have that, that fire. Right Now it's like, okay, it works. This is viable, right? And now I'm trying to feed the flames.

Mark Abbott (00:06:45 -> 00:07:28)

Yeah. And then, and then you're scaling across all these different centers of excellence, right? You're scaling in terms of marketing, you're scaling in terms of product, you're scaling in terms of engineering, you're scaling in terms of your ability to acquire and understand and act on the data that you're generating, right? Um, you're obviously, uh, scaling in terms of your ability to attract and retain and develop people. So, you know, you just go through each of your core centers of excellence. And now are we scaling? Do we have people at the various stratums who are capable of doing, meeting the objectives associated with their, with their seats, given their stratum?

Cole Abbott (00:07:28 -> 00:07:41)

And it's a different game in terms of complexities, because you really want to focus on or prioritize where we're scaling, where we're expanding things, and yeah. Make sure that something doesn't just completely go out of proportion. Something

Mark Abbott (00:07:41 -> 00:08:27)

That's really important, right? Yeah. So it's sometimes, you know, it's, you're still at the stage, stage where product and engineering scaling that is hypercritical. Whereas like with us, you know, um, it's an interesting conversation. You know, I mean, we weren't scaling marketing. We're still on, still not doing a great job of scaling marketing at this point in time, right? For a whole host of reasons. But, you know, that has not been, and we have no sales organization, so we're not scaling sales at all. And, you know, someday we may or may not have a sales organization. Most people know I'd rather not. It's, it's like, where is it hypercritical for you to be not just good, but be scaling and growing? Yeah.

Cole Abbott (00:08:27 -> 00:08:33)

Like, okay, you've hit the mark, like, right, this works. You're good enough right Now, it's time to be better.

Mark Abbott (00:08:33 -> 00:09:41)

Yeah. And then, you know, one of the expressions we use all the time is less is more until it's not. So, you know, you can't, you know, it's just like when you think about, as the organization scales, as the organization evolves for each of the stages, it's not like every single department is at the same stage of development, right? And so that's a thing people need to understand. You may have a department that's literally at stage three, whereas many of the other departments are at stage four, it's okay. Right? Because you don't, it's not essential that you do that. You know, one of the things, frameworks, guiding principles that I always have in the back of my head is, if you look at so many living things, it's all about necessity. Right? What's absolutely essential that we need to do at this moment in time. And, uh, and necessity's gonna drive it, right? If it's absolutely essential that you need to do it, that's where you, that you have to be focusing. And if it's not essential, you know, maybe you shouldn't be throwing resources at it because, you know, as I say, none of this is that complicated, but it is hard. And you have, be willing

Cole Abbott (00:09:41 -> 00:09:51)

To go on that journey and acknowledge and look in the places where you don't wanna look, because there's gonna be a lot of things that you are excited about. But that doesn't mean that those are the things that you should prioritize,

Mark Abbott (00:09:52 -> 00:10:25)

Right? Which is, which is a whole nother conversation around the importance of your, so the senior leadership team, because, you know, founders tend to be optimists, entrepreneurs tend to be optimists, right? And a sister of that is confidence founders tend to be overconfident, right? And so, where are we being, you know, overconfident and, and what are the implications, right? So it's like, Hey, you know, I think we can do 20 things. No, we can't do 20 things. Right? Especially

Cole Abbott (00:10:25 -> 00:10:31)

Right off the bat, if you haven't done 15 things Yeah. It's like, oh, let's do, no, that's not gonna, that's not how it works. <laugh>. No.

Mark Abbott (00:10:31 -> 00:12:51)

And, and that's why you need the diversity at the, you know, o over time, you know, as I always say, you need to have the thinkers, the feelers, the doers and the guardians, or the critics, or the protectors, whatever you wanna call it, the sjs, to help us make sure that, you know, we're being really, really thoughtful about the moment we're in. And we're not biting off too much. We want to, you know, we, yeah, we'd love to be aggressive and, and accomplish all these things, but we're only humans and we are where we are stage wise. And so what's essential for us to focus on at this moment in time, and when I say at this moment in time, I'm, you know, almost always talking about this next quarter, right? We're in a quarter, then we finish the quarter, and then we decide, okay, so now what do we need to really prioritize for this next quarter? So it's, you know, that's one of the reasons why we called 90, right? Getting everybody marching 90 days at a time, hitting. We'd like to see people hit 90% of the things that really matter. Those are the goals we were talking about earlier. And it's just Right. Just getting really super clear about what really matters. Let's hit it, move to the next quarter, get really clear what matters now, hit it, move to the next quarter. All of this being guided by, you know, our one year goals, being guided by our two or our three year goals. And then ultimately being guided by, you know, what starts off as a big picture, compelling target, which could be 10 years out, but, you know, ours is 2030. And so now, you know, our 20, in 2020, we put a 2030 in place, and it's now 2024. And so we're still marching forward at 2030. We will, in the next year or two, revise our 2030 to, you know, a 2035. Um, and I was thinking just this morning about, you know, how much confidence I have in our 2030 and, uh, and, and, and, and how much detail do you know is in my head versus the rest of the senior leadership teams head. And I think at our next quarterly, we're gonna talk a lot, we're gonna spend a lot of time talking about 2030, all right, what's the world gonna look like in 20, at 2030? What do we need to look like? And now what are the implications for what we need to look like in three years and two years in one year? And what are we gonna focus on over the next 90 days? So I'm really looking forward to our offsite for the next quarter. Um, 'cause 2030 feels far away, but

Cole Abbott (00:12:51 -> 00:12:52)

Doesn't feel that far to me.

Mark Abbott (00:12:52 -> 00:13:09)

<laugh> Yeah, it does to me. I mean, if you, if you, if you, if you, if you take on an exercise right now and really think about what the world's gonna look like in 2030, right? If you have, you know, a senior leadership team or six or seven people, I think that's probably a really fascinating conversation, especially right now,

Cole Abbott (00:13:11 -> 00:13:21)

I think. I think so. Yeah. I I also think that I am probably biased towards thinking that's a really fun conversation Yeah. That a lot of other people probably wouldn't enjoy to the same extent. Yeah. Well,

Mark Abbott (00:13:22 -> 00:13:53)

You know, I I I'm of the same mindset. I think it's fascinating. Well, and, and it gets back to, um, 'cause I've been thinking a lot about this lately. It gets back to, you know, I believe there's extraordinarily high squared, high r squared between a visionary slash founder slash CEO and being optimistic. I mean, if you're not optimistic about where the world's ultimately going, then how can you lead? Right? The world's going to hell in a hand basket. Let's create a 10 year vision <laugh>.

Cole Abbott (00:13:53 -> 00:14:15)

Well, it's either, it's either the world's getting better or it's my job to make the world better. But in either way, you believe that the world will be better. Yeah. Right? Yeah. It's, uh, it's our job. It's our, yeah. It's most of the time for most of these visionaries and CEOs, it's like they do accept that burden to be put on themselves. Right. They're not entitled to like, oh, the world's gonna be better and I'm gonna take advantage of that. You're right. Right. I'm gonna split

Mark Abbott (00:14:15 -> 00:14:15)

That. Not the good ones.

Cole Abbott (00:14:16 -> 00:14:20)

You right. Yeah. That's why <laugh>, like, if you're actually in that position Yeah. And you're succeeding Yeah.

Mark Abbott (00:14:21 -> 00:14:21)

That

Cole Abbott (00:14:21 -> 00:14:32)

Is gonna be a very antagonistic mindset for success. Yeah. And for actually helping that be the case, right. Because if the world's gonna be better, you're gonna exploit it, then you're making the world worse. Right?

Mark Abbott (00:14:32 -> 00:14:33)

Right.

Cole Abbott (00:14:33 -> 00:15:18)

Than it could be. It's like, in your mind, how's this gonna work over the long run? Yeah. Yeah. That's a Elon Musk quote that I like. Uh, if you wake up every day and think the world is gonna be better, it's a bright day, otherwise it's not. Yeah. Right. And that's just a glimpse into Right. And I think that that kind of perspective applies there in terms of that's the kind of of optimism. It is. Yeah. Now you think it's a lot of the times, given that you are taking on the burden as a CEO and visionary, that it's a, it's a practiced mindset. It's a discipline. Mm-Hmm. <affirmative>, it's, it's a lot of the things, like you're seeing all the chaos of everything, right? And you are having to take your perspective and narrow it to that which you can control that of your realm, your kingdom, right. And then make the most that you can out of that situation. Yeah.

Mark Abbott (00:15:18 -> 00:15:58)

Yeah. I was with, um, had the really good fortune of being able to hang out with John Maxwell, uh, earlier this week. And he had a, there was, you know, he's written 90 books all about leadership, right? And his, his, his, his thing and his whole organization thing is, is helping leaders create leaders. Therefore, you're multiplying your impact on the world, as opposed, if you're just, you're a leader who acquires followers, all you're doing is adding Right. Um, people to behind you, so you're not multiplying, you're just doing addition, which is nowhere near as fun. And so someone was asking about whether or not, you know, leaders are born, um, or not. And he said, well, of course they are.

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

Which

Mark Abbott (00:16:01 -> 00:17:06)

I thought was pretty funny. And everybody out the audience thought it's pretty funny. Right? Of course. They're, um, by definition, every one of us is born. Um, so to point the obvious. Uh, but, you know, one of the things he said is, you know, and I, I will paraphrase it, but, you know, great leaders know more and they tend to know it before, so they know more about right. Where they're going and why they're doing all the things they do. And you need to con convey this and help people understand it. And you need to be able to give it to them so that they're like, yes, I get it. I understand what we're doing and why we're doing it, and I'm excited about that. So they've got the vision, which is they know more. And then the before is obviously, um, if, you know, you say, well, the world's going this way, and it's like, duh. Everybody knows that, right? So you need it be before your competition if you wanna look at it through the commercial space. And if you have, if you know more and you know it before, then you're in a great position to be creating something that's providing unique and sort of, um, um, yeah. Ongoing value. Does that make some sense?

Cole Abbott (00:17:07 -> 00:17:55)

Yeah. And I, I think that there's a right, there's a bunch of ways to provide the value there, right? You have a unique perspective on something that is Right. One of a kind Yeah. Where it's before Yeah. Or is willing to do the hard work that no one else is willing to do kind of a thing. Right? Yeah. I I think that that's a, like right, the whole point of dirty jobs, like Mike, that was his whole thing. That which I thought was, was fun. Yeah. Um, but Right. It's like, how do you do that? And especially when it comes to, uh, like knowledge work, right? Yeah. You need to be, have a uniquely valuable position on something and be able to communicate it, right? There's all these layers that you need to master Yeah. In order to do it well and do it sustainably. Yeah. Because if you're just a great communicator Yeah. So you can sell some Yeah. Whatever, yeah. Pretty well for a little bit. Yeah. But especially in today's age, it's gonna be hard to do that for a long time. Yeah.

Mark Abbott (00:17:55 -> 00:18:47)

Well, and because potentially you're just a con person, right? Exactly. You're just a great communicator without substance. But I think the concept of let, let's go to, to roars point, right? The know more is I, what, what you know more about is this is hard and lots of people aren't gonna be doing this. So if we just do this well, right. Do it better than, and, and, and, and the well may be it's just, we just do this well like this, or we do this well, and we continue to evolve how we do it like this, then you can continue to provide unique value, right? You can provide really good value versus anybody else in the marketplace. So I think the knowing more is not just about the nature of where the world's going, but it's about where we are as well and what the world needs more of, because people aren't doing it particularly well.

Cole Abbott (00:18:48 -> 00:18:54)

And the better you can see where you are as well as where we're going. Yes. Right?

Mark Abbott (00:18:54 -> 00:18:55)

The

Cole Abbott (00:18:55 -> 00:18:57)

More favorable your chances are Yeah.

Mark Abbott (00:18:57 -> 00:19:48)

The better a leader you are. Yeah. Right? Yeah. And so the, you know, so this goes back to once again, you know, if you think through the stages, the stages is very much based upon the confidence the organization has in its ability to see and execute against a specific timeframe. Right? You get super confident that I, that we can execute against a 10 year timeframe, and that we've got all the people we need, we understand the goals, we're gonna hit 'em. 90% of the time we're all aligned and someone else can come. And we're no longer dependent upon the visionary day-to-day, week to week, month to month, year to year, you know, and someone, and it's easy to raise capital and or sell the business. Congratulations. You've built a stage five company

Cole Abbott (00:19:49 -> 00:20:23)

And everyone, I think there's a big misconception in the, the general public about you get to stage five Yeah. And it's just like, oh, it's, it's easy. It's great. Right? And that's the whole thing. It's like, but it hooks so much to get to that, and then it's also being at that level. Yeah. Right? It's so fragile and it's a big thing when you look at, uh, like Starbucks or Amazon or whatever, right. In Bezos and, and, and Schultz, they'll say that when you get to that point, it's easy to become hubristic where it's like, oh, we're big. What could go wrong? Right. Everything's fine. Yeah. And it's like, it's so easy to just slip.

Mark Abbott (00:20:24 -> 00:21:19)

Well, that's what we talk about. It's an infinite game, right? It this, this, looking at where you are through the lenses of a stage of the stages of development is a forever game. Five, 10 years from now, do we still feel confident that we know where the world's, what the world's gonna look like in five to 10 years from then? And do we have, and do we have, and do we have, right. Um, we haven't gotten into this, this, and, you know, my, my buddy Chris, our buddy Chris Snyder, our Chief Revenue officer, he's like, you know, we need to start focusing on helping people understand when they're starting to devolve. And I'm like, look, dude, first things first, you know, let's focus on helping people understand how to take an idea and, and, and turn it into a stage five company. We'll do a whole series someday on what happens when you hit a ceiling, right. And you start to regress or, you know, digress. And, um, and what do you need to start focusing on? Right. You know, and that's a whole nother rabbit hole we're not gonna get into here in this series,

Cole Abbott (00:21:19 -> 00:21:28)

Which would be very interesting. That's going to be most of the same principles. Mm-Hmm. <affirmative> as growth. Yeah. Right. It's just, you're gonna have to lean into someone's harder than others.

Mark Abbott (00:21:29 -> 00:22:30)

Something, something will be broken. Right. Something is gone. Right. Um, you know, it could be, as an example, uh, I believe it'd be interesting to do the research on this, that, uh, you know, I talk about how every company has a soul. A great company has a soul. It's the core values. It's their compelling why it's their ICP. It's their compelling value proposition. My instincts are, a lot of times it's because someone has gone off the ranch in terms of one of those four things that happens a lot. It could also be that, you know, things have gotten overly complex. You have too many products and they no longer are resonating. Right. Or it could be that we don't, you don't have the right people. And so you, you know, so now all of a sudden back to can our current leadership team get us to the place where we're confident it can hit 80% of our goals? It may be that the organization has evolved to the point where, um, you need to bring on new leaders who are more capable of executing against what's in front of you. And

Cole Abbott (00:22:30 -> 00:22:36)

If something's broken into soul, you can't really, you're not going to structure your way outta that

Mark Abbott (00:22:36 -> 00:23:15)

Era. No. You need to decide whether or not, you know, you're completely changing who you are. Right. You're revising your soul. Yeah. Or no, we need to just get back to, you know, who we really are at our core, which is what I, you know, jobs did when he took over Apple again. Right. He just made it, brought it back to its core focused. It went from God knows how many products down to three or five Right. Back then got everybody real on the same page, and then started marching forward again, started having success, and, and then all of a sudden, you know, it's, you can start to attract and retain even better talent. And, you know, success begets success until it doesn't. Yeah.

Cole Abbott (00:23:15 -> 00:23:23)

And I think the soul thing is just, it, if you lose that, it's like, all right. And, and then it can just fall apart. But if you retain the soul and you do everything else horribly wrong.

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

Yeah.

Cole Abbott (00:23:25 -> 00:23:31)

You right. You, that's, that's lb major strategy. It's like, let's find things with great souls, great histories, and that aren't being run particularly well, and Yeah.

Mark Abbott (00:23:32 -> 00:23:33)

They'll

Cole Abbott (00:23:33 -> 00:23:34)

Make it work. Yeah. Right.

Mark Abbott (00:23:34 -> 00:23:37)

Once again, you know, it's not that complicated.

Cole Abbott (00:23:37 -> 00:23:42)

Just hard, just hard. You need the resources and everything. Yeah. Right. If you want to rescue that quickly.

Mark Abbott (00:23:42 -> 00:24:40)

Right. And, and part of the hard is just being really honest about what's working and what's not working, which gets back to, you know, when, whether you look at a, at, at a company, some organ, you know, some group, some country. Right. Well, when you look at it, it's, uh, you know, I always say that, you know, at their core, there's always a, there's always a culture. And if it's been around for a long time, there was a good culture, wouldn't, wouldn't have been around for a long time. Right. Then there's a leader, and then there's the council. And sometimes the council's responsibility is to protect the company, the soul of the company from a leader, because some, every now and then, right. Leaders get overly egotistical, they get insecure, maybe, whatever it is, and all of a sudden they're doing things that aren't actually right for who that company is, where it's going. And, uh, and so the council's responsibility is to never forget that part of its job is to protect the company from the leader

Cole Abbott (00:24:40 -> 00:25:10)

In, in that example, my brain's going straight to gladiator with the senate, trying to console Right. Communists and then that whole thing 'cause Right. It's obviously, it's change in leadership. Yeah. But it is the insecurity, right. Where it's a mix of being weak and also tyrannical at the same time that that bipolar shadow element of the king. Yeah. Um, and so now I'm gonna try to bring it back <laugh> as we're going way off here. Yeah. Uh, so stage three, I guess just sum everything up right quickly. How do you know you're in stage three?

Mark Abbott (00:25:10 -> 00:26:48)

So once again, you know, we have it, you know, your, your time span of the founder's focus, right? Is it, is it basically you're really focused on the next one to two years? That's a huge one. You know, you're in stage three when the company's still dependent upon you, you know, you're in stage three when you're now really working on scaling. Um, you know, your value proposition's becoming clear. You're still in risky investment. Uh, you should be somewhere around, uh, four layers, meaning you got the, the, the, the, the visionary is sitting here working on the sort of the two to five years. The department heads are working on one to two. The team leaders are working on 90 days to, to, to, to one year out. And then you have, you know, uh, the individual contributors all, you know, sort of working on the, and week to week. So you're really in that, typically in that four layers. Now, obviously, you know what, you know, you're coming out of stage three when you got great people, you know, people who really deserve to be sitting in their seats. They have the competency, right? They're committed to growing with the company. As the company's growing, they have the capacity to sort of execute, uh, their roles, accountabilities, and responsibilities. And, you know, you got 90, 95% right people, right? Great core value fits sitting in the right seats, meaning they can hit the objectives associated with their seats. And you really do, you should have at least 90 day rocks, and you should really have one to, you know, at least one year goals, if not two year goals. If not a three year, three year goals. One and three year goals would be, would be perfect. You're not obviously in stage four, which is two to five. Uh, you're on the cusp.

Cole Abbott (00:26:49 -> 00:26:58)

All right. And we will link the guides and briefs in the description. Yep. So, yeah. Yep. Thank you. You're welcome.