Speaker 1: relating it back to sport. You bring in, if a team mid-season fires their coach, and the new coach comes in, and comes in screaming and changing 20 things, they're gonna lose the team, right? No one's gonna buy into it. So the parallels that I've resisted bringing in are just so true, right? You gotta come in, and you gotta prove yourself, and you gotta show you care, and you gotta show you're invested, and same thing with a coach, same thing coming into a business, and that's the process that I usually like to lead by. And again, it's different every time. The conversations are different every time, the priorities are different every time. So it's really a very human-centric approach.

Speaker 2: I see. Just to rephrase what I understand from it, basically, once you look at the financials, you might see that we have some unnecessary things in operations, the expenses are too high, or we have, basically, the company's bleeding. So instead of just pointing out things, maybe to the leadership you will in certain areas, but when you want that buy-in, you're, through questioning, making people realize like they came up with this solution on their own, in reality, you led them to it. Because once they come up with the idea, and then brainstorming what would be the solution, even though you already know the solution, you're guiding them to that, they would not look at you as a threat, know-it-all guy. The more of them, basically, nobody argues with their own data, right? If I came to that realization, and I understand what needs to happen, and I know that I can do it, then just prioritizing what should be first, should be second, the buy-in happens much easier.

Speaker 1: Yeah, exactly. I think you summed that up nicely. And the other thing is, too, coming in, whatever role you're in, right? You're not the smartest person in every area, right? There's a CMO that's been there that probably knows more than you do when it comes to marketing. You have a great idea about concepts at work, and theories, and how that translates at the end of the day to an ROI. But a lot of times, the decision-making has become disconnected over time for whatever reason, right? A lot of small companies just like duct tape and bubble gum solutions on top of each other to get by, because suddenly things gotten too big. So again, I'm coming in as a consultant. I'm facilitating those conversations and asking those questions to help, to pull everyone else's knowledge together, to pull towards a solution. So yeah, sometimes I have an idea of what needs to change, but that can change based on information I get. But I always see our role as consultants, our facilitators.

Speaker 2: Yes, makes sense, totally. And I like the idea where it's not, let me just tell you what to do, just do it. And next thing you know, you do not know how we came to that realization, how that exactly, and why this exactly, this solution, right? So helping them, and again, I'm going back to that original issue that I strongly believe, and we mentioned this multiple times already on various podcasts and conversations. The school system is conditioning everybody just to be followers. And critical creative thinking is not necessarily there. So for someone like yourself to come in and start to stimulate someone's brain and making them go deep and create that tension of digging deeper to find out what the root cause of the issue helps them to do it again in the future when they come across something else. They're like, oh, I remember Scott was asking me about this and that's how he was going deep enough to create that gap and then come up with a solution to close the gap. So we're kind of teaching them on how to solve it on their own in the future.

Speaker 1: Yeah, no, that's a great point. And obviously school systems and how things are taught, that's a whole different topic, but I think it holds true even in your working career, right? I think when you get your first handful of jobs, the experience that most people have is the manager just tells you everything to do, right? And like you said, with school systems, you're a follower and you're still a follower. And even a lot of people that have progressed their career still follow that same methodology, right? They're following the people above them and they're teaching the people below them to follow. That's a great point that you guys have discussed a few times and I think it takes a lot of courage to back away from that method because you don't wanna be, there's such a preconceived notion of needing to be, especially in a consultant role, needing to be the most intelligent person in the room, right? But you don't need to be, you need to be the person that can connect the dots and that's that forward thinking. And again, I think it takes courage to lead in with that because you could, some people may view it as less knowledgeable if you don't have all the answers, but those are also the close-minded people that haven't changed. So it's something that hopefully as time goes on, we can change that as a group.

Speaker 2: And going back to, again, listening, understanding, looking at the financials.