Right.

No, no, we're not.

We spend a lot of the money that we make on having a staff and paying for really cool tools and traveling.

And yeah, we live in a... kind of month to month world.

Um, and sometimes there's feast and sometimes there's famine, you know, our sales cycle is really cyclical.

Um, we don't always, we don't have a consistent buy.

Um, for instance, this year, January through March was incredible.

We want to have you there.

Right.

No, no, we're not.

We spend a lot of the money that we make on having a staff and paying for really cool tools and traveling.

And yeah, we live in a... kind of month to month world.

Um, and sometimes there's feast and sometimes there's famine, you know, our sales cycle is really cyclical.

Um, we don't always, we don't have a consistent buy.

Um, for instance, this year, January through March was incredible.

We want to have you there.

[laughs]

[laughs] But I do think that they realized that if we don't do a better job of taking care of our leaders, it's gonna be detrimental for us, because, one, we don't have a lot of people jumping jobs anymore like we used to or, or we have people that are jumping jobs when we're not able to meet their individual needs, and so we're constantly refilling positions, um, and paying all of this money to orient and onboard, and then they may only give you a year.

We did feel that that investment was very important for our leaders because we did see that if we don't support them, then who else is gonna support them? If we didn't feel that this was the best initiative for our money spent, then what else are we spending on that's gonna give us more bang for our buck? And then, you know, I think the feedback from...

Because we, we s- we surveyed our staff prior to, our leaders prior to starting and then after.

Like, what were some of their perspectives? What were they expecting from it? And then we did it afterward.

And I was blown away from a lot of the comments from the leaders just as we really didn't recognize that we weren't taking as well, um, we weren't taking care of ourselves as well as we thought we were until it was truly highlighted and we started talking about it, and talking through some of our challenges.

And, you know, it's still, even though they've completed that portion of the program, it hasn't stopped.

But from an institutional standpoint, why is enforcing, you know, rest, shift limits, et cetera, you know, a matter of patient safety really versus just the employee preference? If that makes sense.

Mean to me.

His nineteen seventy-nine film, Return of the Secaucus 7, is the story of a reunion of sixties anti-war activists hanging out, playing their old songs, and realizing the gulf between the progressives and the blue collar townies.

That film inspired The Big Chill and made for about forty thousand dollars.

It launched the American independent film movement.

And John Sayles made a film every year after that through the eighties.

Baby It's You, The Brother from Another Planet, then Matewan, the fictional telling of the real life bloody confrontation in Matewan, West Virginia, between coal miners and cruel company owners who hired Black and Italian workers as scabs.

Chris Cooper plays a union organizer trying to convince the white workers that a Black coal miner they're holding at gunpoint isn't their enemy.

They don't.