Shelley on Your Shoulder
Hosted by Shelley Saeger, founder of Seven Big Coaching & Consulting, Shelley on Your Shoulder is the leadership podcast that delivers practical tips, empowering affirmations, and real-world advice to help you lead with clarity, confidence, and purpose, because leadership is a choice, and how you choose to show up matters.
Shelley on Your Shoulder
Ep. 7 - Setting Clear Expectations Isn't Micromanaging
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In this episode of Shelley on Your Shoulder, host Shelley Saeger breaks down why unclear expectations quietly drain performance, create frustration, and cost organizations time and trust. As a leadership coach at Seven Big Coaching & Consulting, Shelley shares a simple, repeatable framework leaders can use to set clear, confident expectations—without sliding into micromanagement.
You’ll learn how to spot misalignment early, communicate outcomes with clarity, and confirm shared understanding so your team can move forward with ownership and confidence.
Key Takeaways
- The real cost of vague direction—for leaders, teams, and results
- How misalignment shows up in behavior, body language, and outcomes
- Three common barriers to clarity: time pressure, fear of micromanaging, and assumptions
- A simple leadership loop: Get Clear → Communicate → Confirm
- Using What, Why, and How to define outcomes and guardrails
- Setting non-negotiables while still empowering ownership
- Stronger check-back questions that prevent rework
- How to build the “clarity muscle” through consistent practice
This episode lays the groundwork for high-performance teaming by helping leaders replace ambiguity with alignment—so expectations drive results instead of confusion.
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Today's topic - Setting Clear Expectations
SPEAKER_00Hi, Drew. How are you? Hey, Shelly, how are you? I'm great. I'm super excited because today we're talking about something that I love to talk about, and that is setting clear expectations. And I don't know about you, but for as long as I can remember, I have struggled with people telling me what to do. I don't like being told what to do. And so I've also struggled with for a long time telling other people what to do. And I'm curious, where are you with being told what to do and telling people what to do?
SPEAKER_01Yes. I'm in the same spot you are. I think I in a manager position.
SPEAKER_00Yeah.
SPEAKER_01You're thinking about in a lot of cases, you're thinking about a lot more things than the people who are working for you are thinking about, and you got a lot more things to get done just because the higher up in the organization you are, the more you're responsible for. And so I've found myself getting bit by telling people what to do and getting pushback, or things don't get done the way I'm expecting them to, or how I want them to be happening, and what the communication looks like and all that kind of stuff. Shelly, we got to do this by now, and here's what you got to do, and do A, B, C, and D, and then call me when you're ready. And there's a lot of assumption in that. And I think that's where I trip. Likewise, I feel all that assumption when I get told what to do, because I'm like, why? Why do you want it done that way? I know a better way. Or maybe I don't. You want it done that way. I don't know how to do it that way. So I think I trip a lot with this one.
The concept of clear expectations
SPEAKER_00So, Drew, I'm gonna ask for a gut check. When people tell you what to do, how do you react? What do you feel?
SPEAKER_01I think as I've gotten older, it's a little easier. But when I was younger, it made me tense, made me stressed out.
SPEAKER_00Yeah.
SPEAKER_01Yeah. I've it's all those assumptions that I talked about. Why, when, who, what.
SPEAKER_00Okay. I'm trying to get to like a faster when you think about. So let me ask you this, Drew. When you think about today, somebody coming to you and telling you what to do, what's your reaction to that?
SPEAKER_02My first thing is probably why. I want to know why. I probably have questions. Okay. Do you like being told what to do? No.
SPEAKER_01I don't. I don't.
SPEAKER_02Okay. Yeah.
Why it matters
SPEAKER_01I I don't know anybody who really does. Well, want to do things our way or at least get an idea of what it's all about that we're being asked to do.
SPEAKER_00Yeah. I you and I are not alone in that. What I find in my experience with leaders, working with leaders, and my life experience, just talking to people in general. Most of us, like you and me, don't like being told what to do. But what's interesting is most people want to help. And if asked or positioned in the right way, people can get really excited and engaged. So what I wanted to talk about today was this concept of setting really clear expectations, right? So what I find is leaders really struggle with setting clear expectations. And many employees at all levels struggle with not understanding what the expectations are. And that can be a really big problem. I did a little research because, you know, that's what I do. I like digging into things and found that Gallup, who I think does a great job with research, did a recent research, released some recent information, and they found that less than half of US employees don't actually know what's expected of them. And only 30% of employees actually feel connected to their organization's vision, mission, purpose. And so I found throughout my career that this topic, this topic keeps coming up in teaching and in coaching, and there's this overarching need for setting clear expectations. It's not easy, and it took me a long time to get really comfortable with this. And so today I want to talk about helping leaders figure out how to get better at setting clear expectations.
SPEAKER_01Okay. So why does setting expectations clearly, why does that matter? It seems like a logical question, and we could all come up with an answer to it. But what's the downside for business and the impact on leadership, business, the business, bottom line, all that kind of stuff?
How to know you have an issue with setting clear expectations
SPEAKER_00Yeah. There's three perspectives that I want to touch on. Because it's not such a simple answer. It seems like such a simple concept, but it's not. From an employee's perspective, not having clarity about expectations increases stress, fuels burnout, increases anxiety. And it all of that erodes people's sense of confidence and their sense of engagement with the organization. So if you imagine from an employee's perspective, you and I can both remember this time when somebody asks you to do something and you really don't understand, you don't know where the bounds are. You're trying to do the work. And on top of doing the work, you're carrying this load of am I doing it right? Am I moving in the right direction? Am I going to be, am I going to get dinged on my performance evaluation at the end of the year? So all of that is like double work for employees. From a leader's perspective, if you don't do a good job setting expectations, your team can't deliver. Your team is stressed, your team is under additional pressure. You run into risks with getting work done and getting quality work. And then you sometimes face that sense of lack of confidence. From a business perspective, this is where it gets really scary. But Gallup, I think it was Gallup, re released some research that they estimate it costs US businesses about$1.9 trillion a year in lost productivity and rework. That's pretty significant.
SPEAKER_01That's not nothing.
SPEAKER_00$1.9 trillion.
SPEAKER_01Yeah.
SPEAKER_00So when I think about those, when I think about those perspectives, I think it's really important to set clear expectations for all of those reasons. It builds engagement, it builds confidence, it helps businesses be financially in a great financial spot. And for leaders, it helps build productivity, results, impact, engagement, all of that. So what I want to talk about today is this topic and create a really simple framework that leaders can follow when they're setting expectations. And when they're setting expectations to do it in a way that builds clarity, confidence, and forward movement.
3 common barriers
SPEAKER_01Okay. So as a leader then, how I can guess a lot of things having been in that position, but if I'm listening to this and I'm relatively new to leadership, how do I know that I have an issue around setting these kind of clear expectations?
SPEAKER_00Yeah. Drew, I'm curious. I'm gonna I'm gonna shift it and throw a little curveball at you. But you've been a leader. Yeah. Has there been a time when you set an expectation and you went, ooh, that didn't land right?
SPEAKER_01More than once.
SPEAKER_00And how did you know it didn't land?
SPEAKER_01If after you've been doing things for a while, you can read body language, expressions, you can feel tension, if not just flat out whoever the engagement, the encounter was with, giving you, I don't understand what you're asking. Why do we have to do this? What is this all about? And there's a pushback to it.
SPEAKER_00Yeah. So their body language tells you something's not quite right. You're getting pushback, you're not seeing the results that you would expect. Yeah. Yeah. So that's what I would say as a new leader. You have to trust your gut. When your gut tells you that something feels off, when you watch what somebody's doing and they're not doing what you would expect, that should be a clear indicator, however, that expectation was set wasn't quite right. And there's a lot of reasons why this happens, and we'll get into that. But I think one of my biggest pain points is when a leader comes to me to say, I've got a low performer, I've got this person, and they just they don't want to listen to me. They're digging in. And as we get into the conversation, it's clear they just didn't know what was expected of them. So anytime you're not seeing what you would expect, that should be a sign. Go back and think about the expectation you set.
How to set better expectations
SPEAKER_01In our conversations, we've talked about leadership and the fact that it's not for everybody because it's hard, right? Because I think a big part of that is a lot of people maybe aren't comfortable with giving direction and trying to get people to do a job together or individually. And so why is this such a challenge? It seems simple to say, this is what I want you to do, and here's why, and what we need to make happen here. So what makes that so challenging?
SPEAKER_00I've actually found three barriers. There's three common reasons that I see why leaders aren't effective at setting expectations. The first one is that they're so busy, they don't have time to really think about what they're expecting and what good looks like.
SPEAKER_02Time out, time out. Can you hear me? You cut out I can't, I don't have your audio.
SPEAKER_01Say something.
SPEAKER_02Okay.
SPEAKER_01Okay, you're back. So start that response again right after the three just the three common. You're no m I can't hear you again. Can you hear me?
SPEAKER_02I can hear you.
SPEAKER_01Okay. I can hear you now. Keep talking.
SPEAKER_02Now I do.
SPEAKER_01You're cutting in and out.
SPEAKER_02Am I cutting in and out? No.
SPEAKER_00Just gotta notice that my internet is unstable.
SPEAKER_02Okay. Stabilize it. You didn't give it clear expectations. I don't know what to do.
unknownOkay.
SPEAKER_00Is it still cutting in and out?
SPEAKER_01No. Let's just yeah, let it have a beat. Maybe it was just a momentary hiccup. So start that response again, the three common barriers.
SPEAKER_00So in my experience.
SPEAKER_01You cut out again. Question. Do you have any other apps open on your desktop? Outlook, a web browser, anything.
SPEAKER_02I think I just closed them all. Okay.
SPEAKER_01Because I've Outlook can be a hog on bandwidth. So if the only thing open now is Zoom, let's try again from three common barriers.
SPEAKER_02Okay. In my experience, Drew, I have found that there's three You cut out again.
SPEAKER_01You cut out again. Okay, you don't have any control over that situation other than the shut down things. Let's take a beat.
SPEAKER_00Make sure there isn't somebody else.
SPEAKER_02Okay, or maybe you need to reboot. What do you need to maybe reboot your router?
SPEAKER_01Clear the cash out of it.
SPEAKER_00I don't know.
SPEAKER_01Maybe. Okay, let's try one more time. And if this happens again, then that might be the thing. And I'd also recommend. Are you using Spectrum's routers and their equipment?
SPEAKER_00No, I've already upgraded my router and I have a Wi-Fi booster on my Okay.
SPEAKER_01What is your router?
SPEAKER_00It's I think the one that you sent me last time.
SPEAKER_01The Euro? Yeah. Interesting. Okay. Take it from the three items, and if it happens again, then go unplug and re-plug your modem. The not the router, the modem. And it might clear the cash out and we might be in better shape. We're going to drop off, but I'll just hang for you. Okay? So from three common barriers.
SPEAKER_00So, Drew, there's three common barriers that I see as reasons why leaders struggle with setting really clear expectations. The first is that they're busy. Leaders are juggling so much today, they don't have the time or don't make the time to really think about what they're asking people to do and what success is going to look like. The second barrier is that leaders don't want to be seen as micromanagers. There's this belief or feeling that if I tell people too much or give too many details, I'm going to be a micromanager and I don't want to be a micromanager. So they stop giving details that are really important. And the third is that they just assume that everybody's going to see the worlds that they do. There's an assumption that people will perform at the level I do. They have the same context and the same insights that I do. And those assumptions prevent them from checking and confirming understandings. And so we need to work with leaders to overcome those three common barriers.
SPEAKER_01Okay. So break it down for me then. How, if I'm a leader, how do I set better expectations?
SPEAKER_00It's actually a really simple process, but it requires repetition and practice and doing it. So again, three, because I like threes. So three steps. First one is you got to get it out of your head. Get very clear in your head. The second is communicate effectively. And the third is to clarify for understanding. And so I'll go through each of them in a little bit more detail.
SPEAKER_01Okay.
SPEAKER_00So the first one, get clear in your own head. You need to understand what it is that you're asking other people to do. What is the expectation and what does success look like? And so you have to sit with it for a little bit. And sometimes just doing a visualization activity really helps. What am I asking? What does this look like? How is this expectation going to fit in the rest of people's work? How will I know? Sometimes leaders will say to me, I'll know it when I see it. Knowing it when you see it is a recipe for disaster. And so if that's your instinct, just pause. Do a couple minutes. It doesn't even have to be a long experiment, but really think about what it looks like. And so I'm going to give you an example.
SPEAKER_01Okay.
SPEAKER_00I use this example all the time. A couple of years ago, I had this team. We were busy. It was right around COVID time. And I was feeling completely stretched. And team meetings, I don't know about you, Drew, but team meetings have been such a stressor for me most of my career because you want them to be engaging, informative. You want people to show up, all the things, but you're so busy as a leader. And so I went to my team at one point and I was so excited. I had this brainstorm, right? I came to them and said, I want you all to feel empowered. And so I'm going to ask you all to help plan team meetings. And I felt great. And so one of my team members came to me and was like, can we just talk about this for a minute? And she really challenged my thinking. And that changed my approach. But I didn't really know exactly what success was going to look like. I knew, like a hot potato, I needed to get this off my plate and get other people to help. So first one is get clear.
The takeaway
SPEAKER_01Yeah. So what now you gave me that part of the story? I want to know the end of it. What did she say to you about that interaction?
SPEAKER_00Yeah. And this is actually going to feed into the second piece. But her question to me, because, first of all, because we had a great relationship and she felt comfortable pushing back and giving me feedback, she came to me and said, So you want us to feel empowered and you want us to lead the team meetings? And I said, Yes. She said, leading a team meeting is never going to make me feel empowered. And it was one of those moments, like a jaw draw, like what? Yeah. And that started the conversation. And her question to me, what is it that you need? Got me really thinking. And so now, Drew, in a similar situation, I'm going to use that example again. Yeah. I had to sit with it and get clear. What I needed was help. And so a better way to communicate once you know what it is you're looking for. So get clear in your head and then communicate. And the framework I use to communicate is what, why, how? What do you need? Why? And how is going to get into any of the expectations on how it needs to be carried out? And this is where you can help fall, you can help yourself prevent falling into the micromanagement trap. But what are you looking for? What is the thing that needs to be done? So in my case, what I needed done was I needed help managing the team meetings. Why? Because my genuinely my team feeling engaged, empowered, excited, informed, I wanted them to feel like it was a good use of their time to come to our team meetings because I respected them. I wanted them to be engaged, and I knew there was information they needed. So the what was I needed help creating better team meetings. The why was because it's better for everybody and builds engagement. But a really important why in that was also I didn't have the time. I didn't have the bandwidth. And that was a big piece of my asking for help. The how is getting into the details. So I often set this up. If there's a box that this expectation needs to sit within, what are the barriers? What are the parameters of that box? If I was micromanaging, I would say to my team, I need you, I need two people to step up who are going to lead the team meetings because I want you all to feel engaged and empowered. And how I expect you to do this, I want you to meet on Tuesday afternoon at this time, record your notes in a Word document. I expect you to include this aspect and this aspect. And a micromanager tells people exactly step by step how to do things. That's not what I'm talking about. When I talk about the how it is using this example, like what are the parameters? Here's what I would say I need help managing the team meetings because I'm stretched. And it's important to me that you feel like this is a really good. Use of time. Let's talk through the how. I don't need to have final say and approval about how we do the team meetings. What I do need, I need two of the team members to do some brainstorming and come up with some ideas. I would love if the whole team had some input. So if you tell me when you think you'd be ready to have a conversation and how you want to get the team's input, I can set up some time for you to do that. So I'm setting up some of the how. What's important is I still think we need to meet at least twice a month. So you tell me if that's more or if you feel like we need more. I'm not committed to a 60-minute time meeting. So you tell me in your process how much time you think. What I need at a minimum in team meetings moving forward is 15 minutes to give you an update on what's going on in the broader department. So that would be the how.
SPEAKER_02So the what, why, how. Okay.
SPEAKER_01And you get those people to now they have a better understanding of what you're looking for. And then you just say go forth and conquer, or what happens after that?
SPEAKER_00And that's part of the how. So as part of those net, what are the next steps? What do you need from me? I've told you what I need from you. What do you need from me? How do we want to follow up on this? Again, first step is get clear. I got clear in my head what I needed. Second step is to communicate the expectation. The third step is to clarify understanding. And that's, I think, this part, your question. So we have the conversation. I present this to my team. We talk about it. My check back to them is going to be detailed, some detailed thought-provoking questions. Give me a sense. I've just shared with you this opportunity, this need. What are you thinking? What excites you about this opportunity? What concerns? What didn't I answer? What else do you need to know? And how are you feeling about moving forward? Those would be some great examples of clarifying that we're both on the same page. Sometimes I'll even ask, tell me what you think your next couple of steps are. Okay. What do you think success looks like at the end of this particular piece of work? And those are all great. Where leaders struggle in this last step in the clarifying understanding is the it's I call this a classic, right? This is like dinner with your teenager. How is school today? Okay. You get the one-word answer, right? Fine.
SPEAKER_01Yeah.
SPEAKER_00But what leaders will say at this point, after we build the clear, we feel like we've got the clarity. We had this great conversation. We've talked about the what, why, how. And then they say, Any questions? Are you good? Yeah, I'm good. I think I'm good. And then we part ways without a plan on how we're going to connect. And I assume that we're on the same page. And they probably assume that we're on the same page, but we haven't actually checked for understanding.
SPEAKER_02Yeah.
SPEAKER_00So that's a really key step as you're setting expectations to confirm that you have that understanding.
SPEAKER_01Yeah. That's when we started this conversation and you asked me about it, that's that assume thing. That bites you all the time when you're a leader.
SPEAKER_00It does. And that's one of the barriers we assume. We assume the world thinks like us because that's just how we're designed. But and it's okay because remember, asking questions to build understanding removes the stress and the anxiety that staff and employees and peers feel because they're swirling when they're uncertain as well. So it's worth the extra two to three minutes to ask a couple of key questions.
SPEAKER_01Right. And fine is a four-letter word for a reason.
SPEAKER_02Yeah, say more.
SPEAKER_01That's just as I think about it in a lot of different ways. I as a person who does professional services and consulting, the worst thing anybody could tell me is fine. Because fine is better than a fork in the eye. But it's not, this is great. I understand this is perfect. This is exactly what I wanted.
SPEAKER_00Yeah. Yeah. I mean, that the point, again, those three obstacles. You're not taking the time. Leaders don't take the time. They're afraid of micromanaging and they're making assumptions. So there's a real skill in here that comes with practice in getting comfortable asking questions and providing details. And that just comes with experience.
SPEAKER_02Yeah.
SPEAKER_00And setting expectations for your team, right? Like setting the context. If this is a new process for you, if you've not really dug into the details of setting expectations for other people, then there's an true opportunity with your team to say, I'm going to try something new. It's really important to me that we are aligned and on the same page because I don't want you to feel stress that we're not on the same page. So bear with me. We're going to work through this and experiment in this process together. And at the end, I want to check in and make sure that we're on the same page. So your team is going to go through this process with you. And that's okay. That's great.
SPEAKER_01Okay. So you talked us through the common barriers and three steps to creating a really clear path for understanding and expectations. So roll it all together. What's our takeaway here?
SPEAKER_00Ah takeaway is it's worth the extra couple minutes investment to do a really good job setting expectations and to let go of fear that giving more detail is micromanaging because your goal at the end is clarity. So get clear in your head. What are you asking people to do? Why? And what are the barriers, not barriers, but what are the boundaries, right? So get clear in your head, frame it up in a what, why, how, and ask some really good, thoughtful questions at the end to confirm that you're on the same page. It will be worth it for you in the long run.
SPEAKER_01Okay. Are you wanting to go through any of your thoughts in the close that you wrote?
SPEAKER_00Yeah, I do. So if I talk through those things, Drew, we keep bringing this up in all of our calls. Leadership is hard. Leadership takes practice. If you listen to Simon Sineg talk about leadership, he talks about leadership is communication. It's a mindset. Others will say leadership is practice. And so if you think about, I've recently heard Simon talk about this, that the role of leader, leader is not the person who gets the work done, who does the results. A leader is the person who works through others to get results. If you want to do that, if you want to do that effectively and efficiently, getting clear, getting efficient and effective at setting expectations that build understanding and engagement is one of the best strategies to being that version of a leader who effectively gets things done through others. So you have to get just practice it. You have to build the muscle of setting good, clear expectations.
SPEAKER_02Yeah. Okay.
SPEAKER_01Shelly, this was really awesome. It really breaks it down into simple, understandable points that before you get into an interaction, you can just the power of the pause, take the beat, and think it through about what you're asking for and the why and the how and the when and all that sort of thing. So I think it just makes it really easy to understand.
SPEAKER_00So I feel like you just summarized my summary, and I think what we needed to do, what I was thinking, I don't have this in here. Drew, what I love at the end of all of our prior is you like your energy and your question of what's next.
SPEAKER_02Yeah. Yeah, uh the next episode, right? Yes. Yeah. Shelly, what's what are we talking about next?
SPEAKER_00True. I'm so excited. You and I have had lots of conversations about where we could go next. And I'm super excited about this series that we're going to be working on together around one of my all-time favorite topics, teaming. And so in this series, we're going to talk about creating teams, setting teams up for success, inspiring, unleashing your teams, unlocking accountability in teams, and creating environments where teams can really thrive. So we'll be kicking off that series next.
SPEAKER_01Okay. And I'm asking this offline.
SPEAKER_00Yeah.
SPEAKER_01Do we want to talk about because do we know how many installments that'll be? So we'll just kind of say wrap it up. Okay, so I'm looking forward to the next several episodes. Does that make sense?
SPEAKER_00Yes.
SPEAKER_01Okay.
SPEAKER_00And then does that feel like the first step is getting clear in your own head and spending that time. The second step is communicating. And this is where it goes off the rails oftentimes. Okay. I tend to make a great plan.
SPEAKER_01And I mentioned hot potato at it. If you're listening to this, you finally feel like I've got this thing. I know who I'm going to ask. I'm going to set some expectations. And we launch it forward to that.
SPEAKER_00Put it together without really breaking it down. Thanks for your time and your partnership. And so if one of your barriers is feeling like you're micromanaging or feeling like you just need to take a deep breath and get through a clear perspective on how to set the expectation on what to say, that's where the what, why, how framework comes in. The what is really about what the expectation is, why is about why it's important and how is getting into some of the most important details about how the work needs to be done. And I want to be really clear. That's not micromanaging. That's helping people understand if there are specific criteria about what success looks like, you're including them in that spot.
SPEAKER_02Okay.
SPEAKER_00So combined this what, why, how, it doesn't have to be a 20-minute monologue, but it's really a simple framework. So from my example, the what, the what the expectation was, what I needed, what I was asking my team to do was to help me come up with a better way to manage our team meetings. That's my what. Why? Because their time is important to me. I want them to feel engaged, connected, informed so that they're better able to show up, do the work, and not swirl with things that aren't important to them, right? So my what, my why, and the how. So when I communicate to my team about what I'm asking them to do, I set the expectation. I need your help. Why? Because these meetings are really important to me, that you feel like they're really good use of time. And I'm struggling to do that with the time that I have right now. I need your help. The how in this case, I'm just gonna tell them what's top of mind and what's important, right? So, what I'm looking for is at least two team members to come together and brainstorm. Here's what's not important to me. It's not important to me how much time we spend. It's not important to me that top I'm gonna backtrack. Right. So when I talk about the how, what I want them to understand is what's most important to me in carrying out this work. What's most important to me is that they tell me what would be a good use of time for them. I wanted my team to tell me how much time they thought the meetings should be, when we should have the meetings. So for them to tell me what days of the week are most important, how often, what's the flow, what kind of pre-work? Do we do an icebreaker? Do we not do an icebreaker? All things that are on the table for them to decide, not for me. What I did have to tell them though, I need at least 10 minutes in every call, in every team meeting to give you an update on what's happening in the rest of the organization. And Mondays are my heaviest day. So my only ask is as you think about this, could we not do them on Mondays? So the how is like framing out the box around the expectations so people don't have to guess. And it's your sense of what success looks like and the constraints, the parameters around the expectation. So it's really those three things communicated in a way that builds understanding.
SPEAKER_01Okay. And let's talk about the understanding because it's like public speaking. Yeah. Tell them what you're gonna tell them, tell them what you told them. But in this case, there's also how do you get a uh feedback that they understand clearly?
SPEAKER_00Interesting perspective. But yeah, last piece, you need to confirm that people understand. And that's probably the step where most leaders drop the ball. Because again, the hot potato concept. I got it, I'm gonna throw it. Now I know and I've got this framework, I'm gonna communicate. And then there's no follow-up to say, do we still have the same understanding? And then I'm pausing because I'm wondering if we go in to just use the other thing for that. Yeah. Okay.
SPEAKER_02Okay.
SPEAKER_00Was that from your perspective, Drew?
SPEAKER_01Did that feel second take's always better, I think. Okay. Oftentimes. Not always. But I think that moved more smoothly than your first run at it.
SPEAKER_02Okay.
SPEAKER_01Okay.
SPEAKER_02Got it. I think I'm gonna stop this recording right now.