So I'm interested in some of the things you feel have been really impactful in allowing your team to embrace change so regularly.

The older I get in business, the more I'm realizing that 99% of the work happens in the interview and the induction, and all of the challenges we face as clinic owners could have been solved if our, if we were clearer in our interview and our induction.

Rebooking sta- Introducing new rebooking standards to a fifth-year clinician is impossible.

But if you've, if you've said, "This is how we do it" from the interview to the induction, the resistance melts away 'cause you've been clear with your standards.

And most of the time when our team's resistant, it's because we've moved the goalposts as owners.

We've gone to the CM Summit and seen how good Marcio is, [chuckles] and then we come back to our clinics and we're like, "Cool, we're gonna do it this way now." And our team's like, "What just happened?" That's really hard for any human to change behavior mid-tenure.

So the admin pre-framing and constant change is in our interview and our induction.

Very different, right? Mick, when you think about the clinics that you coach around their admin burden, how do you nuance some of those leadership conversations?