Change Your Brain with Dave Goodall

00:02 - Speaker 1

Hey everyone, welcome back to Blue Collar BS Today. Mr Doyle is experiencing some technical difficulties and I expect him to join our show here shortly. I'm Brad and I am here with an awesome guest that I was able to meet through some mutual connections, mr Dave Goodall. He and his organization actually take science and big words like neuro-lingig-lu-lingig, jesus Christ linguine, oh my God. Neuro-sciences takes neuro-sciences in common sense to help folks in the blue collar world to understand that people are important and it's not just swinging the hammer, it's about doing all the other shit to get people motivated to swing the hammers, etc. So, dave, welcome back, and I blew that up tremendously, it's linguistics, language patterns.

00:53 - Speaker 2

That's okay Now. Thank you for having me today. I'm excited to be here.

00:58 - Speaker 1

I am super excited to talk with you as well, because we met pre-show for kind of a one-on-one a while ago and you got some really cool stuff going on. But in order to keep the tone of the show here, I'm going to ask Steve's first question. The question is what generation are you part of and do you most identify with? And they could be the same, they might be different, don't know.

01:23 - Speaker 2

Generation X, man Latchkey, at four or five years old, walk to school by myself All by yourself Up hill both ways in the snow, right? No, it's funny. I mapped it out this week. I had another client and they were going 4K and I was like I was four years old when I started kindergarten. I met two girls across the street and we walked 0.9 miles to the elementary school when I was four years old and I was like who would let someone do that? Today, nobody.

01:49 - Speaker 1

True, and that's part of why we have what we have today. Right, we reap what we sow. Mr Doyle, are you there? No, he is not. Oh, you are there. All right, he's all right. Well, there you go, perfect. So Mr Goodall has already identified with Gen X, upon which you are not part of, even though you say you are. But that's okay. So, dave, how did you get into this? The neuroscience and language, programming and words matter and all those fun things, how did that come across your life?

02:31 - Speaker 2

Yeah, so I've got an electrical engineering degree. So I spent 22 years in IT engineering, computer science, with voiceover, ip. I built multi-million dollar service contracts and a lot of consulting. And when I was 33 years old I was fat, miserable, in a marriage with two daughters. My oldest daughter was late diagnosed with autism at the age of nine, and I realized that even though I grew up dyslexic, so I was neurodiverse, whatever the hell that means.

03:01

I started down this path of how do we fix our brain and I stumbled across neuroscience and neuroplasticity and thoughts, feelings, actions, and I learned that all my misery was because of my best thinking that I had acquired at the age of 33. And then when someone kind of showed me that hey, there's this path you can adjust your thinking, which will adjust your emotions, will adjust the actions you take or no longer take, that you can create an amazing life. So I went down the path and getting certified in neurolinguistics and hypnosis and I've leveraged it with my children, with myself, my family, and now I leverage on these blue collar amazing business owners that have this craft and this gift but sometimes get in their own thoughts patterns that block them from the successes that they deserve.

03:45 - Speaker 1

Yeah, we all have our own head trash and somehow you got to figure out how to take that shit out and throw it by the wayside. Yeah, and what's the shitty part is too often we recycle, yeah Right. So how do you keep your clients from recycling and just throw it away and get rid of it?

04:03 - Speaker 2

Well, there's a. I went and got certified with Dr Matt James, who was the son of Tad James and Tad James was the right hand man to Tony Robbins through all that development. So Dr Matt went back to the university of Indiana and got his PhD in psychology. For the process he called mental emotional release, otherwise known as MER. So a lot of my clients will do an MER process. Basically stir the pot, stir all the garbage and you're a good pot stirrer, aren't you?

04:29

And we just poke buttons and stir the pot and then just really get to the truth of what the you know the truth, what it's funny, I call it truths. We all have truths. Right, there's this and there's an S at the end of that and basically what that means is there's this foundation of truth, what is really true, and that S is that bullshit story we added to make it fit our narrative, right, right. So I spent time poking the bear, poking holes in their S, to realize that that shit that they attached to what's real is no longer serving them. And then we just go through processes and then, as we stay in the consulting role and we go through and we start rolling out processes and integrating systems in their business, if it pops its head, we circle right back to where it was and give them the opportunity to change it.

05:11 - Speaker 1

So it's repetition. You basically just play whack-a-mole.

05:17 - Speaker 2

Yeah, yeah. It's like, hey, I need to go to my son's soccer game tonight, but I got to do this, this and this. I'm like, hey, don't you have three foremen? Can't you create a process? But you know it takes so much time. I'm like, okay, well then what you're telling me is it's more important to hold it in your head than get to your son's soccer game. So if that's your story, then live that story, and when your wife's bitching at you tonight, that's on you. Okay, but that's the game we play, right.

05:46 - Speaker 1

That is Are you there, dorel? How much lag you got going on. Okay, you can go now. Your question, sir. Yeah, yes, so ask your question.

06:29 - Speaker 2

That is free. Yeah Well, a lot of it is just clarity and communication, right? One of the things I do with my business owners is we sit down and we identify their values as the owner right, the one that's going to be doing the hiring and delegating. What I find most owners are in conflict is when they hire people outside of their value realm and they stomp the hell out of the values and they're always pissed off. So, as an owner, once you know your values and you can sit down and communicate to the teams, and then you can figure out what motivates these team members right, what do they need to stay in the game and motivate it?

07:34

We did a role with a client a few weeks ago and I think I share this with you, brad. We had I have an office manager oh no, business owner, multi-million dollar business owner and he's got two of them in the office, kind of one does the estimating and office management and two of them in the office. They were butt heads and bitching up at him nonstop and I said hey, bro, why don't we pull them into a room together and go to the whiteboard and have them list out their top five deliverables that they're required to do every week and, if you know, go as long as they want and then negotiate. And so he just sat back and allowed them to negotiate some roles and responsibilities and it's like, well, I hate doing this, well, I'll do that for you. And then, all of a sudden, they started negotiating on who would handle that what, and now we've got productivity increase. So a long answer to your question is when you're bringing these Gen Zs, millennials, when they're coming in, if you're specific and clear on what tasks you need them to complete and they can tell you what they love to do, what they hate to do, maybe you can reallocate some of their hate tasks off to someone else and vice versa.

08:32

It's just delegating and realigning those roles and responsibilities. But at the end of the day, there's a bare minimum, and I've seen this along a lot of the clients I've worked with. Here's the bare minimum deliverables. If you can't show up at 730am and be ready for the morning huddle, you don't work here, you know. And the third time the guy showed up it's like you're no longer working here. If you don't seem important to not waste everybody's time, that's a deliverable. We can't not function without it. Goodbye, go home.

08:58 - Speaker 1

Right, that is, yeah, that that same minimum expectations for results are very, very key, and that's a lot of the some of the emis stuff and things like that. I guess I want to go back to your statement, dave, on values as the business owner. So when you're working with your clients, have you? How do you go through when the business owners values are one thing but the organizational values, because of the culture that the team members have created, are different? How do you work with them to get those things in alignment or get them realigned, to eliminate that conflict intention?

09:41 - Speaker 2

Yeah, it's funny, it's stair steps, right. So the business owner depending on how big your company is, right, the business owner would usually have three people in his inner circle, right? Whatever, that is three to five people. So typically the leader would have a value system and in the inner circle, would understand what his or her values are. So they know how to respect and fulfill what he needs.

10:01

Now you're going to have other, you know deliverable deliverables on the outskirts of people that are swinging hammers and cutting saws and welding and pay whatever, right. As long as whoever's leading that team, as long as that leader is able to express his values to that team and vice versa, then there can be a gentleman's agreement of recording according to how we're going to get the job done. So it's like the owner's values don't need to. They kind of need to seep down all the way into the trenches, but not to a point where you know if Bob's showing up at 745 and he's supposed to be there at 730, but the foreman manager doesn't care because Bob stays late every day, then that's between them. As long as the job's getting done and I can send my invoices and collect my payment, I'm okay as a business, right. So it's just it's got a filter down that communication's got to be consistent, the bare minimum deliverables need to be discussed and fulfilled, and if not, there's got to be consequences.

10:55 - Speaker 1

Okay, and how? I guess one of the things I would ask here as well is what do you find to be the as you work with different leaders across the generations, as we try to identify different things here, do you see a consistency across the generations of issues, or are each generation kind of dealing with different shit along the way, that has to create some different activities just because of life in general? Right, our different experiences, our different narratives, our different opportunities, like you said before, right, you were walking 9 tenths of a mile at five years old with two girls in hand, you dog, you, right, whereas everybody else is catered to school, they take Uber, they get dropped off or whatever it might be. Are you seeing differences?

11:55 - Speaker 2

Not really. You know, again, usually when I go into a business a blue collar business and we work with the owner, we really understand that they're usually passionate about something Right. And usually when we quickly identify people that aren't contributing to meet his or her passion, we start putting accountability measures. And what I've learned? It's natural, human nature to want to be a part of a tribe, right, we want to contribute and we want to be rewarded for our contribution, right, correct? So I mean, across the generations, the different reward types could be different.

12:28

You know, I'm dealing with a sales team where I've got a guy on a sales team doesn't care about the money, so we have to find the reward system. I mean, everybody cares about money, but that's not his motivator, right, it's their means of motivation. So I think once you put the accountability measures in and they know how they win and then they get rewarded on their win whether it's verbal accolades in front of the tribe or whatever it is I'm finding those people will either step up or step out. You know, you either have those people that want to contribute, want to participate, or people that want to hide, and what we've done is put accountability measures so the hiders find a way to leave, which is good.

13:04 - Speaker 1

That self-selection process makes life very easy for everybody.

13:08 - Speaker 2

And it's funny because a lot of my business owners are like oh, I don't want to hurt anybody's feelings, I don't want to fire anybody. Great, let's get a top 10 list of accountability measures and when they feel that it's too hard, they're going to leave themselves, and that way you don't have to fire them. Either they step up and they perform and they get what they wanted, or they step out.

13:23 - Speaker 1

Right, and that's a step in or step out piece, is what's important along the way, because that is the critical opportunity that often the owners fear. Losing people, right? Oh, I'm afraid. I'm afraid because we can't find good people. We can't find anybody who wants to work, and John shows up, you know, three days a week, and that's better than no days a week.

13:50 - Speaker 2

So but yeah, here we are and you're complaining about it again, week after week after week. How much time are we wasting on this dude? You know what I mean? How much of that do you take it home to your wife and kids? Pissed off, right?

14:01 - Speaker 1

You know Over and, over and over again and it's like what do you?

14:05 - Speaker 2

come on, man, it's not that hard, let's just and it's funny I can't tell you how many situations where we've kind of pushed someone out. He's that the owner here. She has taken those deliverables, reallocated across the team with a little bump and pay, and now it's getting done. The team members are happy, can. Now they're making a little extra coin and now we're not talking about this crap on a weekly basis.

14:27 - Speaker 1

Right and it's not an issue for everybody else. I had a networking partner that had a cancer you know cancer employee and listened to him for years and years and years. I'm like, dude, just you got to pull the trigger, you got to go have the things happen. You just need to go create that stuff and they finally pulled the trigger and they go. Yeah, I should have done this three years ago when we talked about it. Yes, you should have, and you would have had a much. You would have been that much further along. And not that you want to get rid of people that's not the intent of a business. But when things aren't aligned, the results aren't being delivered. You need to do what's best for both parties Because you as a leader recognizing you're not doing that person any justice at all by walking on shells or treating them differently because they're not doing the same work or level of expectations. You're not serving them at all.

15:18 - Speaker 2

No, you're not, and actually I saw a TikTok the other day. It's like if a true friend is a friend, we'll call you out on your bullshit. The friend that will just celebrate your continued bullshit is not a true friend, because they're not holding you accountable, correct, right. And at the end of the day, when I work with these business owners, I'm like are you in the business of making money and not why we're here? And when we start going over P&O analysis and we're looking at revenue generated and cost analysis and profit margin per job, and I'm like that guy took him six hours and the guy next to him took him two hours. If you're looking at capacity and cost per job, you still want to make money and you want to have good margins. And I've got business owners that are settling for 6% and 7% margins and we should be doing 12% to 18%. I'm like you're trying to create generational wealth, you're the one taking the risks and you're letting one guy influence six other guys.

16:18 - Speaker 1

Yes, and that's awesome that you're making those, helping them understand that there's a reason that you're in business. It's not to do the thing that you, it's not to go build the house or drain the pipes or do those things. It's to put money in your pocket at the end of the day. And making that connection and doing those industry comparisons are massively important and I have one client who is in a business small manufacturing, doing countertop working, things like that. We compare to the industry. The industry's got this hot pod just off. The industry average is like six percent Net and site. No, she's like that's wrong, like no, no, that's. That's a hot pod of a lot of things because it's a very niche market. We don't have data, but in general, this is where people are at and you're double that, triple that You're gonna be in a great spot. Controlling your overhead, doing those things and getting your employees motivated are massively important and she's an amazing leader. I'm so grateful that what she's going to accomplish gonna be amazing.

17:24 - Speaker 2

Yeah, it's a circle back to that. To talk about the neuroplasticity in the neuroscience is we all have money stories, you know, and it's funny kind of what you said. You know when I try to remind our business owners that's the way in the business of making money. Building homes are building signs, are laying concrete or interior walls. That might be the way with which we make it, but the end of the day that might be stuff you enjoy the creativity and you work with your hands and that's just your passion. But we also need to be aware of you're not only feeding your family, but if you got a team of twenty, you're feeding their families.

17:57 - Speaker 1

So you're feeding the families of all your suppliers yourself exactly will affect that ripple effect of that one business having that much impact is. It's massively important and the better you treat yourself, the better you treat your employees. The better you treat your customers, better your suppliers, the better it's all going to be for everybody, because your customers are gonna feel loved and satisfied and it's an evolution and you create this self fulfilling prophecy of goodness.

18:26 - Speaker 2

But it's funny, I can't tell you how many owners that have these money stories were money. Money's a negative thing, like I'm not here to just make money. I'm like I get that but we are, and a lot of the beginning is that head trash you're talking about. Is that money story of here, mom and dad? Well, money doesn't run trees, especially the gen Xers. We got hand me down, everything right.

18:45 - Speaker 1

I probably got hand me down underwear I don't know, but I remember my tough, my tough skin jeans from sears right right Day one school. You're out in the asphalt parking lot, you're playing kickball, you slide the second base so you didn't get hit by the ball or not miss it or whatever, and Come on with a hole in your pants like what did you do? In comes this? You know the that, this iron on patch over the, over the knee holes like oh man.

19:12 - Speaker 2

What I love is when you start a relationship with a client and they're making like two million, like yeah, I'm not worried about growing, I just need to get everything kind of clean and organized and we start building up the infrastructure, setting up deliverables, and then your two years down the road, like, did we're gonna do six point two million dollars this year? How the hell do we do? Right, like, you just built an infrastructure, you built the system. She got the crap off your plate. You found out what you wanted to do, what you love to do.

19:38

You know I got some of these guys that are owners and they still love to hand paint, do all the cool stuff. I'm like, yes, make great your business so you can, when those projects come in, you can do that. Right. But a lot of them have this guilt and shame around money in the story and it's like, well, I have to be the boss in the leader, in the bad guy. And it's like not stop what's back up, get that head trash out and just really figure out what it is you love about your business, what you want to do. Let's get the rest of crap off your plate.

20:04 - Speaker 1

Yeah, that is so important to find out those passions, find out the. What are you really excellent at? Let's focus on your excellence and figure out the things you're not good at and find the other people that can Do those things. You don't learn how to do them. Let's find the who to do them right. That's why the who, not how book is so important to have and everybody's bookshelf Right. Right, it's. Everybody should read that book the who, who, not how, because it's it changes that mindset and puts that in perspective of yeah, I don't have to do everything I don't know, you don't.

20:39 - Speaker 2

It's funny. I spent twenty two years no it world and all that. So everything was email. I was when email was invented. I hate email the passion. So I tell all my clients here's my cell phone text me. I don't read email. The emails to me are important. If it's important, you'll text me and the people that have my phone number important to me. So emails to me are not important to you. Dave, yeah, I think you do have my phone. I think you do have my cell phone, but you know what I'm saying. Right, it's just one of those things that I've just created. I just have this communication. I spent twenty two years buried an email. I hate it. If it's important, text me and what on a call, nothing generational acts. Right, it's like Did coming up text back and forth for twenty minutes because, first of all, I can't see the damn keyboard anymore. My typing is horrendous and we can wrap this up in a two minute conversation.

21:25 - Speaker 1

Exactly. I've got a client but it's like text after text. Can you just pick up the god damn phone? Just pick up the phone. It's not that hard, right, it's funny.

21:36 - Speaker 2

I, my daughter, plays fast pitch travel softball, so we're not. We're often on a three hour drive somewhere across the states. I don't have a client text me and I'm just and I just we text back maybe once or twice and then I call. But you're calling me and I'm like, yeah, I'm in a car for three hours. I got nothing better to do. What do you want, what do you need to know? And we'll just will solve it in ten minutes. You know it's like I can't do this while texting in the car doesn't work.

21:57 - Speaker 1

No, the most most highway patrol. Don't like that. I tend not to like that. That's a very bad example for your daughter, right? Yeah, exactly, exactly. Matter how much talk to text gets, the talk to text still doesn't Doesn't do shit properly either. So so the narrow linguistics I got at this time you got, and the science part of it and all those things what do you get most geeked out about when it works?

22:26 - Speaker 2

Yeah. So if you break it down, neuro is the brain, the neuro neurology right. Linguistics is language and neuro linguistic programming is what is? Our language patterns dictate our thoughts in our brain. So Every time we speak a word, it triggers an emotion which triggers an action. So a lot of times I've just been trained to listen to people's language patterns so I can regurgitate it back like hey, when you say this, this and this, this is what these words mean. What do you think your unconscious is feeling right now when you're speaking that way? So they could be a happy as a jaybird, but their language pattern shows a lot of anger or frustration or victim hood. So what I learned on my journey is our conscious mind, which is only five percent of our daily functionalities, are goal setter, right unconscious are internal programming is the goal getter. So if it's like I'm gonna chase this fifty thousand dollar job, but internally you've already told yourself you only work thirty five, there's a conflict between here and the heart right, the brain and the heart, I hate writing proposals.

23:26 - Speaker 1

Sometimes I hate writing proposals, you know, but it took a long time going to be able to put those numbers on a piece of paper and say, okay, that's.

23:33 - Speaker 2

It is a journey, it is a struggle and people need to understand I get geeked out, like I said, I had a client that's like, hey, we're making two million, we're good, it's not about money, I don't care about money. And then he's like, holy crap, what did we do? We're on run rate of probably 5.8 this year. Like, yeah, I said, but money didn't matter, but that was your unconscious programming from three years ago and through conversations and systems integrations, now you're coming to me going how soon can we get to 10? What infrastructure do we need to put in place to make that happen? Right, it's just that shift. Once you believe. And it's just like what you said. You know I was selling 18 and $20 million service contracts and then going on my own. I'm like you know that first $60,000 contract. You're like am I worth that? Like that's our head trash, right, right.

24:20 - Speaker 1

Exactly.

24:20 - Speaker 2

So once you break the mold, then you're like okay, then that becomes a new normal, right. And that's kind of I think the question you're asking is getting those owners through their head trash to create a new normal. Once the new normal, you rep that a couple of times, you're like oh, I can raise the bar again. I can raise the bar again, right.

24:38 - Speaker 1

Small, that 1% improvement over time. Over time. Maybe you take a jump and you go 15% improvement, whatever it is, but that, just that continuous movement forward is so critical to the long term.

24:48 - Speaker 2

It's funny because I work with a lot of endurance athletes too. I do with some psychology, some anchoring and hypnosis through that stuff. But what's neat is my business owners are no different than high performance athletes. You know they're the ones taking the risk, they're the ones doing the training. You know I've got clients getting up at 4.30 in the morning. They might take a nap at 11 am for 30 minutes but they're up at 4.30 doing work, run home, come back Like it's. They're just these endurance athletes and how they approach life and looking for that coaching and that improvement and how to get better and then how to delegate that out to their teams.

25:22 - Speaker 1

So for our listening audience out there right now, that's typically gonna be our audience, typically millennial audience, 50, 50 mixed male, female, likely in some sort of blue collar work. What would be the two or three things that you would want to let them know? These are the things they could start now to create a difference.

25:45 - Speaker 2

Awesome, yeah. So I think the number one foundation of anxiety, overwhelming stress, is being incomplete. It's really hard for us Gen Xers because we were born in a generation without phones, you know email and stuff. That's always incomplete. But whenever I do a workshop, the first thing we do is we pull out a Google Sheet and we just personal life, business life and we list out all the crap that's up in our brain that we haven't put down on paper, like cutting the grass, washing the car, painting the room, finishing the backport, like putting in a new roof, on whatever crap at home that you haven't gotten to and you're just ignoring it, pushing it in the corner.

26:27

Get it down on paper and when you're done with that, do the same thing in your business. It's like, well, I haven't followed up on that marketing guy, or I haven't pushed this campaign out, or I hadn't paid. Get all the stuff down. If there's a problem or a virus person in your business, list out all these deliverables, to-dos that you haven't put down on paper. Because what's happening is it's turning in the conscious, unconscious and it feels heavy, but and then you come in with overwhelm but you don't even know what it's attached to.

26:55

So if I tell everyone, get it down on paper. Step two is circle the top three that you can make a positive impact on within the next five days and then go do it. The big thing is is people don't use pen to paper. I mean, actually, pen to paper is the best I've got a client I can't tell you. I mean yellow legal pads. I mean the millennials. It's hard for them to pull out a piece of paper and write with a pen, but there's something about that kinesthetic tactile that leaves a message of creating those lists and figuring out how to do it. So that's the-.

27:25

Go ahead.

27:26 - Speaker 1

Vastly important that that PK side of it is really really important.

27:30 - Speaker 2

Yeah, but that right there is, cause, you know. It allows you to see what the problems are, where that overwhelm is, and it kind of helps you get to a point where you can see a path of getting clear and getting complete right. So that's step one. And then just recognizing, you know, when there's a problem, you know I'll get biblical real quick. You know if you ask God for strength He'll hand you problems, what most of our generation is. When there's a problem, then we make an unconscious decision that well, it's not in the cards for me. No, you asked for an outcome. Here's the problem for you to get through, to get to the other side, to get what you want, you don't have the muscles to accept what you're asking for yet. So step two would be start to look at the problems you're experiencing and how many of them are you repeating, cause you're not learning the lesson Again, we don't take the time and write out the problems we're experiencing and what would be the simple solution to those problems.

28:23 - Speaker 1

I love. I love that not learning the lesson. Repeat the problem because you're not learning the lesson.

28:28 - Speaker 2

How often do you like, again, again?

28:32 - Speaker 1

Yeah, so I do a lot on my golfer right. So we our statement that we use within our four zones. You can't fix stupid Right. We do the same shit over and, over and over again. It's not. The ball just sits there, does nothing, it's not moving anywhere. How can this be that hard?

28:47 - Speaker 2

But yeah and then step three is I always break everything down into energy. So there's two basic types of energy, which is Anabolic, or creative or growth oriented type energy, and that's created through our thoughts, feelings and emotions. And then there's a catabolic, fight or flight energy, fighter, flight here's a gotcha that none of us are taught. When we're in a fight or flight state, we lose 85% of our IQ, we get stupid. So and then start to keep a journal of we asked.

29:18 - Speaker 1

I bet you, if we asked police officers that they would agree with that Wholeheartedly stupid, stupid, like.

29:23 - Speaker 2

I mean how many times have been late for something and you can't find your car keys and you're running out of the house and they're on the counter the whole time but I can't find my keys and you're getting more and more pissed off and like and they're right there the whole time. You know it's just when we get in that fight or flight state. And this is one of the reasons. If you look at the Navy SEAL training and the Army Rangers, you know they put in sleep, deprivation, deprivation. They shoot rubber bullets over their head. They're, they're getting them in those fighter flight states so they can normalize it, so they can problem solve and develop solutions while under stress. A lot of us, you know the helicopter generations. The parents never allowed the kids to develop the muscles to think through stressful environments. So right, step three is is start to witness and recognize when you're in those fighter flight states and what's the trigger up. If you can get the trigger, then you can find what the the growth opportunity is and get out on the other side.

30:16

Okay that was three quick ones. I hope that wasn't too much.

30:18 - Speaker 1

But no, no, those are, those are fantastic and those are great bits to understand because there's there's a lot to unpack there. So, yeah, if somebody wants to get a hold of you and hear more or engage more or find out how to maybe Get you and their team in a workshop or wherever it might be, where do people find you? Because obviously we all don't have your cell phone number text you. That's the mode of operation. I don't know that. We want to put that out there and as a general.

30:48 - Speaker 2

Well, next to my name down there is tap mentalio. That is my website. We do have a click button on the website which does book calls with members of our team. Most of the time you'll probably get me on a zoom call, but we'll spend 30 minutes together If you're gonna know who you are, what's going on and see if there's a way that we can help. And if not, we've got tons of resources across the industry that we point you to someone to get you the exact help you need.

31:12 - Speaker 1

That is spectacular. Dave, thank you so much for being on today, sharing some great tips and insight and just being an awesome human being. Thank you for supporting an industry that needs that support to be better, be better leaders to attract and retain younger talent. So thank you so much for what you do.

31:30 - Speaker 2

Thank you for having me. It's a. The need for these, these businesses, is Astronomical. So we have to find a way to keep our grassroots Alive, because, I mean, we need these businesses desperately. Yep, we do.

31:44 - Speaker 1

Thank you again. So much, dave, thank you, brad.

31:46 - Speaker 2

Thanks to you, yep. Thank you much you.