But there's, it just gets forgotten, doesn't it?

And I think one of the biggest things I see in our industry is when somebody's promoted up into a leadership role, then they're expected to still do what they did before, so all of their property management portfolio plus do the leadership.

And then there's no clear distinction on how much of my time am I meant to be spending on team, because we, we all know that as the team grows, that's where your focus needs to be.

Your team is your biggest asset in your business.

So if we're promoting people into roles saying, "Look after the team, but then also have a perfect portfolio and still do everything as fabulous as you did before and do this just as great as well", it's not gonna work.

We, my recommendation is when you can get to the level of a department head is they should not be managing their own portfolio.

Now that's going to, you know, I'm probably gonna have a lot of people arguing with me on that one, because w- people believe that they still need to have their finger in the pot of property management and they still need to be, you know, on the front line doing it themselves to know what needs to be going on.

I'm glad, I'm glad you're supporting them, that's for sure.