Right.

Start, stop...

Keep raise- raising that bar.

As they're building trust in that leadership model and, and, and, um, becoming a leader, they're gonna start making better and better decisions, and then mentor them or find them a mentor, someone that's already walked that path that they could talk to.

And I usually recommend find someone.

Like in the franchise system, it's great.

I could go, I have a manager, a new manager, a new assistant manager.

Right

Yeah.

Yeah, that's the big one.

So I have a process around that.

I call it your ascent protocol because you are going to ascend, ascend, ascend.

And it goes something like this.

I really ought to write this down.

See, I don't even follow my own advice.

Hmm.

[laughs]

So, uh, the three...

Like, there's, there's thousands of labels for business leaders.

You know, you have your charismatic leader and your dynamic leader and your bureaucratic leader, and, like, there's just, it goes on forever.

But all of them in business fall into three categories, including the aesthetics business, and those are your GSD, your get stuff done leader, your architect, and your hunter.

And your GSD leader is just what it sounds like.

They are used to getting stuff done.

Yeah.

And that's when this whole operator trap closes that you talk about, right? How do you coach somebody to figure out which one they are? And then what is the order of hires that has to follow from that answer?

I'm going to back up just a little bit and say that most Most operators or owners of businesses, even though you own it, it doesn't mean you're an owner.

You have an owner's mindset.

You could own the business and have an operator mindset.

I'd say 80 to 90% of the people I interact with are the GSD.

They were really good at doing a task somewhere.

And they're like, I'm going to do this tasks for myself.

everyone.