Meet Brad  Brad has been supporting and improving the lives of those around him for over four decades. He has brought perspective and context into every role he has had. Having been in manufacturing for most of his adult career, he has forged relationships by learning what matters to the people. In doing so, Brad was able to master the art of change management. Working with family-owned blue-collar businesses as a customer and supplier, Brad understands both sides of the industry creating growth and wealth.  In your line of work, you do a lot with regard to accountability and setting expectations. Can you speak to our listeners a little bit about why it's so important to have set expectations and accountability? It's important for multiple reasons. When you look at it from a business owner’s perspective, it's important to know what your team is going to accomplish, not so much the tasks that they need to do, but what are the results that you're looking for? And clearly communicating that expectation because as humans, we really don't want to disappoint people that are really not in most people's natures are disappointed or upset. So when we have clear expectations, we know what we're working towards on a regular basis. So we're clear on what we need to achieve, we know what others are expecting from us and it makes life just so much easier to know. If you knew what you were expecting for dinner every night, if it was planned out every night, for the rest of your life, that conversation that happens of what's for dinner and that whole big mess that happens in many, many households just don’t happen because you know you have a plan, you know what the expectations are. And it just makes life a little bit easier when you know what the expectations are. On the accountability side, it is important to allow us to know as employees and or as owners, what you're accountable to do, what that result really means. So if you're accountable to make sure that the driveway gets poured, and it's finished the customer satisfaction if you're a concrete guy, you now know what you're accountable for and what that responsibility looks like and you're given the authority along with that accountability to make sure that you can deliver those results. That's where a lot of disconnect ends up happening is we tend to give the accountability without necessarily the authority to make those decisions or use the resources appropriately to allow the result to happen. What is the turnaround when you see business owners start enacting expectations and accountability as far as the challenges that they're experiencing with their business? The first challenge is to get the owners to understand what the expectations are from a results perspective. Most are so task-focused, I want you to make 30 calls a day, I want you to see 10 customers, I want you to pick 15 lines of orders every hour. So we're so focused on the task that we lose focus on what the result is. That's where we start stemming the creativity problem to allow people to be creative solution problem solvers. So the first step is to get the owner to think about the results. Once they define the results and they get them documented and we get the position agreement and alignment and have the employee-employer conversation, there's this big weight lifted off of people's shoulders, because they now know what's expected. They come into work and they do that thing to focus on those results and the noise and the garbage that everybody goes and works on every day goes away. It doesn't actually go away, it just gets refocused into more positive energy because we're not focusing on the minutia, we're focusing on the bigger picture. Instead of the did you make the 25 phone calls? No, I made 15 phone calls, but I got $300,000 worth of proposals written with those 15 phone calls. So the number of phone calls didn't matter, the proposal writing was what mattered. There's this major challenge that's...