Yeah, it's interesting because, you know, I'm the boss in my company.

Yeah.

And I do have relational equity with a lot of the employees because, you know, we're friends

outside of work.

We go to church together.

You know, our wives are friends.

You know, we do life together.

And so, you know, we've had to have lots of difficult conversations, too, because also,

too, at the end of the day, I'm in control of their pay as well sure and so there's like all these layers of complexity

and and having a difficult conversation but what i have found is you know for most of them

it's a lot easier to even have those conversations yeah um because of of that, even if it affects pay or time or like there's just all these layers.

Absolutely.

You know, I think part of this is how you frame the people that you work with.

The perspective that you have on these individuals is everything. I grew up

thinking first impressions for everything. This is like, man, you got to make a really good first

impression. And sometimes that first impression is the last impression. It was that bad. You know what I mean?

It's like that person, how I met them, that's who they are. And that's just who they're going to be in my mind for the next 10 years. But I don't think that that's fair. Yeah. I was working with an NBA team and I was at training camp and I was talking with the coach about different players on the roster.

And, you know, one guy kept dribbling by and the coach kept grumbling. Like, ah, you know, I'm like, man, what's up with you? And this guy goes that I can't stand that guy. And I'm like, oh, man, that's not good, you know, because he's one of your best players. And then I was hanging out with him a couple of months later. And I said, hey, how are you in the sky?

And he goes, he's my favorite player.

And I said hanging out with him a couple of months later, and I said, hey, how are you in the sky?

And he goes, he's my favorite player.

And I said, what changed?

...