The Courage to Fight for Clarity

If you've ever caught yourself saying, "I thought we talked about this and all agreed...," when working through a misunderstanding, this episode is for you. Eric and Dale real-world examples of how the lack of clarity is impacting so many organizations and what you, as a leader, can do to fight for clarity. 

Transcript

Dale:
the courage to fight for clarity to unleash your best in life and work. Welcome to the game changers podcast. I'm your host Dale Dixon. I help leaders be their best on stage and in front of the camera and I'm the chief innovation officer for a better business bureau. Eric Bowles coaches trains and inspires leaders to unleash their potential and the potential of those around them. These are our conversations when Eric's not on the road. So We haven't been weekly, I guess we need to apologize to the audience that we're not dropping these every single week. And we'll ask for a little bit of grace because your travel schedule, how many countries in the last couple of weeks? How many?

Eric Boles:
Yeah. Yeah. It's been several countries, several, I wish I could, there was another level above the frequent flyer miles I'm on. But yeah, I've seen a lot of places. More importantly, I've seen a lot of hotels. Yeah.

Dale:
There is another level, Eric, you don't know about it. It's called a private jet, but

Eric Boles:
Yeah,

Dale:
anyway.

Eric Boles:
yeah, yeah, yeah, yeah. That has not, that's not the case, but I used to have a different opinion about that than I do now. Like, it used to look like pure luxury, but the more you spend time, and I know I'm talking to some of you listening out there right now, some of our audience who's also puts their time out in the skies. It would be nice that the plane left when you arrived and left when you were ready versus the opposite, but no complaints at all. It's the places I've been and the people I've gotten to spend time with have just been amazing. So, you know, it's my job to make sure I get this energy back. I think the courage to fight for clarity before I hit the record button, he told me the story of being once agreed to

Dale:
our topic the courage to fight for clarity.

Eric Boles:
be set.

Dale:
Before I hit the record button, you told me the story of being with a group of executives, and they see their sole

Eric Boles:
and

Dale:
role in the organization as fighting for clarity,

Eric Boles:
they see their soul

Dale:
deep into

Eric Boles:
in the

Dale:
the

Eric Boles:
organization

Dale:
organization,

Eric Boles:
as

Dale:
tell

Eric Boles:
fighting

Dale:
us that story,

Eric Boles:
for

Dale:
the

Eric Boles:
clarity.

Dale:
impact it had on you listening to them and working through it

Eric Boles:
Yeah.

Dale:
and then relate that

Eric Boles:
Deep

Dale:
to what you're seeing in other

Eric Boles:
in

Dale:
companies.

Eric Boles:
the organization. Tell us that story, the impact of what you're seeing from working through it, and then relate that to what you're seeing in other companies. Yeah, yeah, so for everyone, you know, everyone listening, no matter, even those who I coach right now who are even listening to this podcast, everyone knows how much I, you know. to the top of my lungs, speak about clarity as much as possible. Clarity, focus, execution. Organizations think we have an execution problem. No, you don't. You have a focus problem. The reason you have a focus problem is because you have a clarity problem. Because clarity leads to focus, which is identifying those high-leverage activities that make a really big difference when you're executing. And so anyhow, There was one particular group I was working with not too long ago back on the East Coast, group of executives, just an amazing meeting that we had. One of those sessions where they got to talk about the business, they got a chance to talk to each other, really great communication, but they were in the room and it was so great. They were fighting for clarity. When I say fighting for clarity, it doesn't mean they were fighting each other. They were fighting against confusion. points while it was happening, I would articulate to the group that it's okay for sparks to fly. It's okay for just don't stop in the middle of gaining clarity because you got uncomfortable with the difficulty of it. And so they stayed in the dialogue and once they finished, it was such an aha moment to watch. And one of their leaders, she was unbelievable and she said out loud, I realize our primary job is to create as much clarity as possible. Now there is no question you got to know your finance, you got to know your, all the various disciplines and competencies that go along with the business, but let's be honest, all those things are, that's the price of admission, right? That's, if I use the football example, hopefully you know how to block, tackle and run. I mean that's a given, right? If you're in the NFL, we assume you know how to play football. If you're an executive, we assume those basics you got, but understanding how important clarity is, is huge. And usually the aha moment comes in when you start measuring the cost of confusion. Like how expensive confusion is, how expensive distraction is. Not only to the bottom line, but I'm talking about the greatest waste, which is the waste of people's energy. Think about spending weeks on something that you were just a little bit off. but enough off not to be as effective as possible. I heard from one leader who was a mentor of mine, he goes, I mean, so many people confuse themselves, especially in leaders where you think, is this the right thing or the wrong thing? At certain levels, it's not whether it's right or wrong. You can be just slightly right or almost right, and that can really cost you, right? Like just being off a little bit can really, really cost you. And usually when that cost hits you, it's because you weren't really clear in the first place. So when we had this conversation, Dale, it was amazing. One example they gave was where this group worked with such urgency, such angst. I mean, they got it done, it was a grind, but then they had to go through just a couple approval processes, and the leaders who had to approve it moved at a slow pace. Like, The urgency that was there, they didn't have. And so you had this whole, basically function, get this unbelievable project done at the sense of urgency at the time it does. And you got one or two people who were involved in the project who held up the whole thing. Now, if they held it up for a good reason, that's one thing. No, they held it up because they were never completely clear themselves on what the cost of an action was. And so, There was a group who was actually upset with the two individuals who didn't understand how important that cost of inaction was. When they asked me what was the problem, I said, I understand, but they're functioning off of bad information, and our actions and decisions are only as wise as the information they're based on. So,

Dale:
And the

Eric Boles:
who's

Dale:
they

Eric Boles:
job?

Dale:
were operating off bad information. Is that the leaders at the top who had to make the decision? Or are you talking about the people who had been doing the work and were waiting

Eric Boles:
No,

Dale:
for the approval?

Eric Boles:
I am literally talking about the leaders in the top who weren't moving fast enough. And

Dale:
Okay.

Eric Boles:
so the assumption was those leaders were slowing the process down. My question was whose responsibility was to get aligned with them in the first place? And because clarity again is knowing what, why, how, benefits and cost of inaction. If everybody's not aware of the cost of inaction, then we're going to have different urgencies. And if we have different urgencies, unfortunately, we're not going to execute to the... to the level that we need at the speed that we need. And so when we talk about the fight for clarity, the fight is this, and this is where those listening, sorry for being so, you know, making this so long-winded, but ultimately where the fight kicks in is for not for those who get determined what we're doing. It's for those who have to execute. They have to be willing to fight for clarity. That means they have to speak up. They gotta speak out. They gotta challenge their own leaders. They gotta challenge those assumptions that are made sometimes. Like, look, it sounds like I'm not on board, but I am. I'm using myself as an example, if I was in one of those teams. I was like, I'm sorry. When you say this, is that what you mean? OK, why do we need to do that again? OK, this is how we're seeing it. How are you seeing it? OK, what's the cost if we do it right now? What if we don't do it? What if we get it to later on? It seems like those questions would drive somebody crazy. But the reality is, it saves so much time. If you're willing to do that upfront and you're willing to lean into it, what you gain in the end is just speed, right? What you gain in the end is momentum. But in the absence of that is just loss. And I'm extremely passionate about it right now, but I've watched the cost to those who I've even who I've been coaching with, who's carrying burdens sometimes that they're carrying because They're not sharing, they're not creating enough clarity with those who they're working with, who they're leading. I mean, they're not even getting clarity about how significant a problem is, or they're not getting clarity about how significant, if we don't do this by this time, this is what's gonna happen. They know it, but they're not sharing it with anybody else. I mean, there's leaders I'm working with who are losing sleep, but everybody on their team is sleeping like babies. Something about that is off, right? I know I'm using these different examples, but it's just so important. that we all share the responsibility.

Dale:
If we

Eric Boles:
If

Dale:
dissect

Eric Boles:
we dissect

Dale:
this

Eric Boles:
this

Dale:
and look

Eric Boles:
and look

Dale:
at

Eric Boles:
at

Dale:
the

Eric Boles:
the

Dale:
parts

Eric Boles:
parts

Dale:
and pieces

Eric Boles:
and pieces

Dale:
and where

Eric Boles:
and where

Dale:
it starts,

Eric Boles:
it starts,

Dale:
does

Eric Boles:
does

Dale:
assumption

Eric Boles:
assumption

Dale:
play

Eric Boles:
play

Dale:
in

Eric Boles:
in?

Dale:
so

Eric Boles:
So

Dale:
we have

Eric Boles:
we have

Dale:
leaders

Eric Boles:
leaders

Dale:
making

Eric Boles:
making

Dale:
assumptions

Eric Boles:
assumptions

Dale:
that

Eric Boles:
that

Dale:
the people

Eric Boles:
the people

Dale:
throughout

Eric Boles:
throughout

Dale:
the organization

Eric Boles:
the organization

Dale:
are clear

Eric Boles:
are clear

Dale:
because

Eric Boles:
because

Dale:
the what

Eric Boles:
the

Dale:
and

Eric Boles:
what

Dale:
the why

Eric Boles:
and the why

Dale:
were explained

Eric Boles:
were explained

Dale:
at one

Eric Boles:
at

Dale:
point

Eric Boles:
one point

Dale:
during an

Eric Boles:
during

Dale:
all

Eric Boles:
an

Dale:
staff

Eric Boles:
all.

Dale:
meeting and documented somewhere and put on a shelf and sent in an email once. And so we've told everybody so I'm assuming that everybody knows because we spoke at once.

Eric Boles:
Yeah, and that, what you just emphasized right there is big. I say this often to the leaders. I'm not saying you haven't made it clear. All I'm saying is, you've made it clear, but that don't mean it's clear to everybody else. It's just clear to you, okay? And what you don't always realize, and this is just a human dynamic we all face, we say a lot of stuff. So we assume, because we said this, that when we said everything else, that came secondary to this. No, we... Everything else, everything we said sounded important, right? And so if you combine all that important stuff together, we can't differentiate. And so this is why it's so important where I say to leaders, look, you know, if you're going to say a lot of stuff, if you're going to say something a lot, say the same thing a lot, right? Don't say a whole lot of different things because the more things you say to me, I, you're now assuming I can discern or differentiate between what's most significant to you. No. I don't need to be a mind reader. I don't want to be a mind reader. And you don't put your people in position to be a mind reader. Now, I'm emphasizing this to leaders and that assumption you are right, that assumption kicks in. But this doesn't absolve those you're communicating on your team from responsibility as well. Gaining clarity is a shared responsibility. We all own it. So that means it's very important that we need to have. members of our teams willing to push until they get clarity as well. That we're all walking away because as leaders we all have blind spots. All of us have blind spots. But in the absence of good information we fill in the gaps. That's where we get into trouble. Because we are filling the gaps with our assumptions. You may hear my little niece in the background. She just had a disappointing moment. I think my wife did, clarity. Ha ha ha ha ha ha. Ha ha ha ha ha. Ha ha ha ha ha. Ha ha ha ha ha. Ha ha ha ha ha. Ha ha ha ha

Dale:
Oh, a disappointing moment. That is,

Eric Boles:
ha.

Dale:
that's a kind way to put it.

Eric Boles:
Ha.

Dale:
So that was that was that was too precious.

Eric Boles:
Hmm. Ha

Dale:
Let me

Eric Boles:
ha.

Dale:
regain my composure.

Eric Boles:
Ha ha ha.

Dale:
So there there is this opportunity for leaders to step outside of their his or her collective box to think beyond the it's clear to me, I need to check for clarity throughout the organization. Now, this is going to sound like a very basic, dumb question. But I've got a feeling it goes deeper than just the surface. But how What are some of the most effective ways for leaders to check for clarity, to make sure that people are hearing the messages beyond the obvious of walking up and saying, so what's your job and how does it help us achieve the goal?

Eric Boles:
Yeah, yeah. Well, there's a couple things. One is, I'm always asking leaders to not only, just because you said something, I think Ronald Reagan, it was a quote, it was at least coined to him, which was trust and verify. Trust and verify. Like, I trust you, but what I'm verifying is that the message by which is going forward. we're on the same page. I always say to leaders, what you say is not as important as what the person understands. And so what you're verifying is the level of understanding. You're not questioning, you're trusting their competency, but you wanna trust that their competency is being applied in the right spot. And so in sports, we do this so aggressively so we don't have wasted motion. So again, I've said it, I keep saying a million times. super talented individuals with all the talent in the world, but that talent used in the wrong spots, directed at the wrong thing, you know, is actually wasted. We wanna be as efficient with it as possible. In our organizations, we have a limited amount of energy. We only have so much energy to invest. And any of it gets wasted. We can't just duplicate it. And so what helps a leader create a... an urgency to make sure there's alignment and there's clarity is when you start to imagine in I actually have leaders, you know monetize it in their mind if energy was if you can find a way to monetize it if you could Imagine the cost if there was checks that had to be written for every time energy was expended Only to find out that the energy was expended a whole lot of different places just because we didn't take an extra few minutes to ask clarifying or getting clarifying questions, to leave a meeting and not ask one additional question which is, hey, before we get out here, tell me what you heard, tell me what you heard. So then when they tell you what they heard and what you said, then at that moment, you can make sure we get aligned. Like I say often, our frustration is a result, or what frustration is, is frustration is just a result of unmet expectations. But usually it's expectations that were never clarified strong enough in the first place. And so that's why leaders have to have the courage to speak in specifics. So I know it's at times very uncomfortable. It is uncomfortable to say, okay, okay, we're gonna make sure we get this done, yeah? Okay, great, great, all right guys, I trust you. No, okay, hey guys, we're gonna get this done. Okay, by when? When should we hear something back? Okay, you go through those. Those are deadlines. Now, I trust you to get it done by the deadline you just told me. That's great. Now, that's a different, that's trust with some guy rails. And it's not because, but clarity, gaining clarity, sometimes can feel uncomfortable because it almost feels like you're being challenged. You know, there's one leader I work with, I love him. He's a phenomenal leader, and I know Mike has a tendency to listen to this, which is great. but he speaks very methodically and very clear and but he asked for timelines and he asked for that and If you're not careful when it comes like that, it feels like you're being hollered at right simply because he's asking for so much clarity and but the reason why it's Valuable and the reasons necessary that it's hard to accomplish great goals that are vague. It is hard Right? Like even for the person getting the assignment, man, when there's some, you know, imminent deadlines, when there's some, hey, you will have this by next week or this will be done by here. What's nice is when next week shows up, you don't have to ask, did you do it? That's not even a question. You get to the next week and you're like, oh, thank you for providing, oh, you haven't provided it yet. Like it even, I say that often when there's clarity in the room, you know, the people in the room feel They start coming to meetings with a different energy. They start coming to sessions with a different expectation. Why? Because we're not just getting together to hang out. It's like going to the gym and having a workout partner. And you have what you're gonna do that day in built out, in the timeline you're gonna do it. It just increases the significance of that workout because there's a plan to it. Everything we should be going for, especially from a business standpoint. should always have some real clarity found in it.

Dale:
As I'm working with clients, I lead them through something early on in the process called the ebbing house forgetting curve. So

Eric Boles:
Mmm.

Dale:
this it's goes back research years and years ago, where they give people a set of three letter words, and then they time how long they can remember the words.

Eric Boles:
Wow. Wow.

Dale:
And it is a reverse hockey stick. So you know, retention is pretty good for about 20 minutes. And then within two to three days,

Eric Boles:
I'm sorry.

Dale:
it completely falls off and we forget 90% of what we hear within two to three days.

Eric Boles:
Ugh.

Dale:
So you're talking about checking for clarity in the moment I'd like to now let's spread that timeline

Eric Boles:
That's

Dale:
out.

Eric Boles:
right.

Dale:
And let's

Eric Boles:
Yeah.

Dale:
talk about checking for clarity down the road to make sure that that message we gave four days ago or at last week's all staff meeting has sunk in and somebody can repeat back to me what we talked about. revisit the timelines, all of those things. But let's, yes, spread that timeline out for us.

Eric Boles:
Okay, one of the things that is, and this is where I believe football's helped so much in my coaching time, in business, everything, but it was this reason. No matter what the goal or the plan is or what we wanna accomplish, at some point, whatever we're going after will be expressed in what we call everyday drills in the corporate environment. it means it will be expressed in your calendar. Because clarity, the purpose of clarity, is to create the right focus. Because, and the focus is, we're gonna focus on the vital few things, the high leverage activities, that get us to whatever what is. Like, whatever we had to get clear about the what and the why, you know, what we're going after. We have to have enough focus now on the activities. that lead there. Okay? That is critical. And that shows up in your calendar. Right? So we can have a great, we've all had unbelievable meeting. What we're about to do, everybody's on an in line. We are completely in agreement about what needs to get done. The problem though is, what we're not in agreement is. how it's gonna get done, who's gonna do it, when are we gonna report out, how to, and so if it doesn't translate to the calendar, it hasn't happened. This is one of the things I learned for the number of years I get to work with some, and still do, but the amazing leaders who I was working with all those years at Starbucks. Because one of the things that they made sure that happened consistently was, Every time there was a strategic planning, calendaring was a part of it. They never allow strategic planning to take place without the calendar being planned. If I can't see it stretched out on the calendar and aligned with what we just said, it didn't happen. That is so simple, yet so easy not to do. Because we, you know, we like to live off of intentions, and that's the thing where leaders have to be so careful for. And especially for leaders, because I emphasize this with leaders, we don't want to micromanage. Don't get me wrong, we're not trying to create where, hey, show me your, that's not what I'm talking about. But there should be a question that every leader should already have answered. They should know that whatever we just finished talking about, I know what's gonna be acted upon because it's showing up on somebody's calendar as an action item. Now here's what's important about that. The reason we have to have clarity, and the reason we have to focus is, if we start adding action items, It can't just, the action items can't just be added to our existing action items. Like, you know, one leader told me, it was like, well, what if my plate's already full? There was like, I had a leader who once said, hey, if your plate's already full, get a bigger plate. That's a bad answer, okay? But we do, this does help us understand what's vital versus what's trivial. There were some things that were vital before we got new information, might be adjustment. That is no longer as vital as this is. but we even got clarity about what goes off the plate and what's being done now. This is another great place of a pushback why I challenge when I say fighting for clarity or we have to have courage to get clarity. There are those who are getting assigned the task of executing, who keep getting assigned the task of executing along with what the other tasks they've already had and nothing went off the plate, but they don't say anything to those who are adding to the plate. They just talk to their friends about how difficult it is. That's not acceptable. Everybody has to, but you have to push back. You have to challenge back. You have to demand that those who are assigning you more also understand the amount of clarity they must have. And so look, my challenge to leaders is this, hey, if you're a leader, there's one executive VP I work with and I never forget when their COO assigned them something else and they were like, and then I mean, they were frustrated with me. They were like, hey. Eric, I got more than I can handle. I said, I love the fact that you're telling me that, but why haven't you had the conversation with your COO? Not having a conversation is un-overwhelming. No, a very direct conversation. What goes off of this that was a priority that this is now replacing? Because we don't have, goal's not unrealistic, but the timeline is. That what you're going after does not align with the resources we have available to make that happen. So if that's the case, something has to be removed or we have to change our expectation and end. Do you know how real, that's a real conversation and a healthy conversation. But those conversations rarely happening with the people who are getting to decide what gets done. This is why I tell teams when this is happening in a really healthy way, this isn't just a moment of clarity. You want a culture of clarity. Like you want. There's this to be a pattern by which you practice as an organization. And people don't just, hey, ideas are great. But everybody loves ideation, not everybody loves concentration. Concentration is the elimination of ideas,

Eric Boles:
right? Everybody likes to come up with them, right? Nobody likes to get rid of them. But this is where it allows everybody to be on the same page making that happen.

Dale:
So you've touched on it. But the top of the focus of this this conversation, we're calling it the courage to fight for clarity. Thinking about people who everybody in an organization leads from every level. And you've got frontline folks. And there are probably some frontline folks that are listening to this today saying, Yeah, but you just don't understand my leader, I will get my head bit off, I will lose my job if I have the courage to fight for clarity. So what are some of the tools that we can use from the middle of the organization to the frontline

Eric Boles:
Yeah.

Dale:
to help folks truly have the courage, you

Eric Boles:
Yeah,

Dale:
know,

Eric Boles:
to do

Dale:
give

Eric Boles:
it.

Dale:
give him the shot of of the jolt to straighten the spine and send them into battle to fight for clarity.

Eric Boles:
Yeah, well, there's two things I'm gonna say right from the beginning. One thing is courage isn't the absence of fear. Courage is being afraid and doing it anyways. And what usually motivates us to do it anyways is we truly evaluate the cost that comes with not having clarity. Like, not only the cost that you're paying, but the cost of the people around you pay as well. Somebody has to be willing to go first. Now, you know, there's no leader I ever worked with or any leader I've ever coached who said, well, you know what, I can't have that conversation or they're gonna bite my head off. And I was like, hey, we're gonna find out whether that's true or not, because you do realize that 95% of the things we're most afraid of has never happened to us. Okay, so we're gonna make sure we're gonna validate that fear as being real. And if it does happen, there's a way you're gonna have to manage that. I say all the time, just like my grandma once said, and I don't play this down, but sometimes you gotta train people how to treat you. It is not okay for even your leader to come dropping off assignments to you with no clarity and expecting you just to do it. This is a, there's a respect that. It has to exist and it has to work from the inside out. So this isn't one of those things where we're going to, let's figure out how you can avoid having a difficult conversation and make it easier on you. No, you're going to have to step up. This is why we say you're going to have to fight for it. What you're actually doing again is training people how to treat you. I worked with one particular leader and I never forget, now she's running the whole organization, but I never forget what she said to me. She goes, well, that's just not what they do. Like, I asked that question and they just don't make it clear to everybody. I said, Oh no, they just, they make it clear to others. They just don't make it clear to you. I promise you, they don't treat everybody that way. So the main thing is we just want to make sure they don't treat you that way. So we're talking about what you must do to get yourself clarity. How he's how that person do with everybody else is between them and them. But for you, you're going to have to have this moment and everybody who's had that moment has never regretted going through it.

Dale:
What did your grandma say one more time?

Eric Boles:
praying people how to treat you. That's

Dale:
That's it.

Eric Boles:
it. That's

Dale:
I

Eric Boles:
it.

Dale:
think

Eric Boles:
Okay,

Dale:
we got. That's a, that's a, okay. That's the next, that's the next episode we're going

Eric Boles:
that's

Dale:
to,

Eric Boles:
the

Dale:
we're

Eric Boles:
next episode.

Dale:
going to,

Eric Boles:
Yeah,

Dale:
we're

Eric Boles:
we're

Dale:
going

Eric Boles:
going

Dale:
to

Eric Boles:
to

Dale:
do a.

Eric Boles:
lean into that one. We're going to lean into that one,

Dale:
Yes.

Eric Boles:
man.

Dale:
Awesome.

Eric Boles:
And when we talk on the next episode, I'm going to make sure I say it just like she did. Awesome, my

Dale:
the

Eric Boles:
brother. This has been great. Alright, Isaac, we're going to go through the spectrum and purge

Dale:
All

Eric Boles:
your...

Dale:
right, I think we've we have covered the spectrum and heard your passion around this concept that we've got to fight for clarity.

Eric Boles:
that

Dale:
And the reason why we're talking about it is because we're you're seeing it over and over again, it's just not happening inside organizations.

Eric Boles:
we've got to fight for clarity. And the reason why we're talking about it is because you're seeing it over and over again. It's just not happening inside organizations. That's it, my friend. And I'm seeing the price that people are paying is emotional, man. It's not just wasted time. No, man, people are hurting. They're exhausted. They're, you know... Because when you work hard on something that either shouldn't have been done in the first place or are even worse, okay, you worked hard on it, but it wasn't the right thing. Now, there's a part of us that still wants a little credit for the effort that we put in. And unfortunately, it just doesn't work like that. We still gotta do it. And so to not... to not fight for it upfront simply because we're afraid is unacceptable. Like I always say like the cost of confusion is way more expensive than the discomfort you experienced in that small moment getting clarity, right? Like I'm telling you that time will pass, but working hard for a period of time without clarity, oh man, that's... That's an expense as hard to get a return on. I mean, that's a real cost. That's painful and you paid interest on top of it. That's the worst.

Dale:
ouch. Okay.

Eric Boles:
Ouch.

Dale:
We are launched to go out and fight for clarity in our organizations for this week. So thank you for that conversation. We appreciate it. We're gonna take this moment to remind our listeners, just pay it forward. We would

Eric Boles:
Mm.

Dale:
really appreciate if you haven't done so already. Subscribe to this podcast, you can do it in your favorite podcast playing app. Also rate and review this while you're there in that app. your five star rating a quick sentence on how this makes a difference for you and your organization is really helpful. And then we would always love to hear from you. We're both on LinkedIn and active they're watching those messages come in. And you can reach me through daldicksonmedia.com. You can reach Eric through the game changers inc.com the website where you can find him and learn more about having him work with your company. And with that, Eric, you have yourself a fantastic week.

Eric Boles:
You too,

Dale:
And

Eric Boles:
my friend.

Dale:
thanks. Thanks to our listeners for investing this time with us.

Eric Boles:
Awesome.