And so how has that focus on employee engagement worked on your retention levels? Because I know that's a big challenge for a lot of practices today.

Yeah, so we do lots of engagement strategies, but about every other year we do a major employee engagement initiative where I challenge my team to earn points based on a lot of different things, community involvement, personal involvement, like I mentioned, if they coach a kid's soccer team or a dance team, or maybe they volunteer at their church, along with pushing them out of their comfort zone clinically or on the professional side, maybe go give a seminar, talk in front of a sports group, which they might, oh, I don't want to talk in front of people.

But try and engage them in that.

So we run that over a course of about five to six months.

They earn points.

And then we typically take an amazing trip with our team.

We let them bring a spouse, a significant other, a friend, and we go away for four days, three nights and just have a great out of the office experience.

And so like what worked for one location and how that's had to modify as you've changed to multiple locations.

How do you expand that engagement within the general community and then even connected to the profession as a whole with your teams?

Yeah, so same thing.

When we do an engagement strategy, I task my staff to try and get involved and work we can talk about it, you know, both professionally and personally and how they can grow as a person, which has become so important.

But I've always, since we started our practice in 2000, it's always been a side mission of ours to give back to our community, get involved in our community.

We're fortunate.

We're in a middle upper class, you know, probably suburb of Philadelphia, but there's still a lot of need.

There's still a lot of, you know, just people that are struggling.

Talk to us about your performance reviews and how you engage in performance reviews in your practice.