Get, get him to do some coaching.

So I mean, that doesn't mean that like it, that's gonna be applicable for everybody, but notice that like I'm, I am very intentional about tracking those things and some of, some of the metrics are qualitative, some of them are quantitative.

But that's one way of tracking it because what this person wanted to experience more of those days where decisions were really obvious and really clear and movement was really happening, and they noticed that like 90% of the big things that occurred over the year happened in, in that context.

And I was like, "Okay, so how do we get you more of those days?" And that was a thing that happened over the course of just six months, and we're still working together.

I mean, most of my clients, they, they, uh, they sign up and just start working and we keep working for, you know, years and years.

The, s- so to your point of like, how do you justify the metric or, or how do you justify what it is, some of that comes back to what is the really clear goal or set of things that you want to accomplish? Now, can, like, can you justify a coach based on some revenue goals? There's some possibility.

Like I said, I had a client who, whose they want, what they want is probably to double or, or two and a half X their business.

Going back, I mean, related to that, like going back to sort of the question we started this sort of section off with, it's like, so how do I think under pressure? Like, what i- what is the solution to thinking under pressure? Is it just basically like reframing essentially and saying like, "This is the first time that I'm ever gonna see it," or is there anything else I should do as a founder?