How do you finally kind of break from that, right? Like, how do you just step away, you know, I mean, to think, do you kind of have to let things go a little bit wrong in order for that to happen?

Yes.

Uh, it, it's kind of the analogy, I used to use this with my managers.

'Cause, like, every September at least one of my managers would call me, like- ... crying.

I, yeah, anyway.

So, like, because there's usually some staff turnover in September because people are going back to school.

Like, there's some different stuff that's happening in that time, so we're trying to hire, hire.

Right

How do you finally kind of break from that, right? Like, how do you just step away? I mean, just think, do you kind of have to let things go a little bit wrong in order for that to happen?

Yes.

It's kind of the analogy.

I used to use this with my managers because like every September, at least one of my managers would call me like crying.

So like because there's usually some staff turnover in September because people are going back to school.

Like there's some different stuff that's happening in that time.

So we're trying to hire.

so what about you we're talking a lot about food costs but you know obviously seven chips your labor costs curious your your take on that side of the coin and you know i guess one how do you one what do you typically do what do you typically see and what are you going to fix initially and then also like how do you enforce labor percentage right without kind of diminishing morale cutting staff you know affecting people's lives