You know? When you have only that afternoon, you know, what do you cut? What do you refuse to cut and, you know, no matter what is happening, how much time you have, it's like, we need to talk about these few points.

So I hate that companies don't prioritize and value training for their team.

Once you get on site, your staff is your representation.

It doesn't matter what else you did before that, they're the ones who are going to dictate your reputation and results.

And so they deserve your attention in order to help them do their best work.

That's a non-negotiable for me overall, like we make time for training.

But given the circumstances you've provided and in the spirit of helping anyone who may be in this situation that is beyond their control, I would cut the logistics reminders.

You just got this one out.

Nope, nope, they never do.

No.

And so I feel like in a trade show booth, it's kind of like that, where someone will walk up, they'll start this conversation with your team, they'll tell them everything because they really do want whatever it is you're selling, and they're interested to learn more about it, but then the person who welcomed them is not the person who can be the best helper to them.

And so that staffer introduces them to someone else on your team, often to someone like you as a leader, who is expecting the person to retell their whole life story so you can be helpful to them.

It is so much worse to have that experience in person in a trade show booth than you would even on your phone, even after you've been transferred for an hour talking to all of these customer support people.

So in your booth, I use the in-booth introduction period, which happens right after qualifying, to be able to make those connections more seamless.

So whoever met the booth visitor is going to be responsible for them until they are settled into their next conversation.

And if you've got something just as a, as a little reminder for you to do that, what a great place to start.

What inspired you to write this book?

So I gave you the positive side of what I love about the industry with the ripples and how it can be, like, a really great thing for people, but what I didn't give you was the negative side, and that's why I wrote this book.

I wanna prevent the opposite effect.

So take that same small company who shows up at a trade show with a great idea, but they didn't get any of this training.

They don't know what they're doing.

They're not equipped to do a good job.

It's only, like, 30% of trade show organizers according to the Center for Exhibition Industry Research that offer exhibitor success programming of any format, not just the strategic stuff that I do, but any sort of training.

What would you say are your three biggest takeaways from your book that trade show professionals need to know, like, that you specifically put in because you're like, "You have to walk away knowing these three things"?