Let's talk a little bit about what does that look like in practice and why, in your experience, is that so difficult for most lawyers to do?

Well, let me add this.

I think business owners in general, it's hard to delegate.

It's hard to release the reins a little bit, especially when you add a layer of, Well, if you release the reins incorrectly in this type of role, and this isn't meant to create more fear, but if you release the reins incorrectly in this role, you've got actual ramifications because non-attorney salespeople can't give legal advice.

They can't even toe that line, and it puts you know it puts a little bit of exposure risk there for the firm and so i think for a lot of attorneys that control and delegating that really important part of their law firm is a bit nerve-wracking and understandably so but i break it into two categories so when it comes to releasing that control and being willing and open to the idea whether it's an attorney or non-attorney salesperson which i'm happy to touch on but replacing yourself as the owner in the consultation and sales rep there's two brackets there's bracket a which is the keep it small keep it all law firms which by the way there's nothing wrong with that those are firms that usually want to grow to the one 1.5 range they're content right there they're happy to do that year over year and hopefully they're maximizing profitability in which case they're not super motivated to grow in those scenarios logistically you you really don't need to replace yourself in the sales role if you don't want to from that perspective right if you're in that keep it small keep it all bracket you can stay there you can run the number of consults you can run on a weekly basis you can fulfill the work and you can replace yourself in some of the roles that you'd like to delegate out but you don't need to now Let's assume we're talking to player B or firm B that does want to grow and does want to scale.

Well, once you hit that range of the one 1.5 range, you start to encounter problems.

capacity crunch because if you're the one still running consultations that now means you're the owner you're the manager you're running consultations you've got to do the legal work you've got to focus on the business development you've got all the other hats that you're wearing and so if you want to scale past that range at some point something's got to give and the reason we recommend consultations as one of the first things to give is because well when you put an on attorney sales person or an attorney uh you instantly open up 50 consultation slots a week on the calendar that is dedicated and the reason we like an on attorney sales person that's a dedicated specialist in that role that's there for one function and one function only to take prospects that show up to their consultation and turn them into clients of the firm that now offers a really high level of scalability for you as the owner because you've now removed yourself from that process and sure the next thing is the legal work and building the capacity in there but there is no building capacity in the legal work if we don't solve the sales process first And so that's the way I like to look at this when you break it into the two categories of different law firm types.

And what I mean by that is it's laid out.

Yeah.

Hey, but you know, they one thing I can always say is they've always been extremely supportive and always continued to contribute and help out, which I appreciated.

But yeah, I did.

And YouTube presented an incredible opportunity.

But.

As I got ready to kind of wind down and graduate college, one thing was very apparent to me, which was as much as I loved creating content for YouTube and I loved the sales process for selling web development, I did not love web development.

Like, I didn't love the deliverable.

What are two or three universal principles that apply across all these practice areas?