We want to be creative. You know, our first core values are driven by the craft and we need to look at screen printing as somewhat of a craft. It's a trade, you know, we need to be proud of the stuff that we do, and being driven by that is exciting. So hiring people that want to work hard, but also want to have fun. What we are creating is the most important thing that is going to help all of our customers be better companies and better organizations by what we create. So, we kind of put all those words into this melting pot, and came out with our core values, and decided that any person that we hire from that point on had to align with these core values and whether they understood it at the time or not. We were looking for that type of person in the interview. Being able to hire friends is great, except you get into those sticky situations where you don't want to damage your friendship by having to have a boss or an employee kind of relationship. And so being able to establish like, “Hey, these are the rules of our company, and if at some point you're violating this rule, or at some point, it seems like this core value is not important to you any more than then; this is the time that we're going to go ahead and part ways. And it's not because I don't like you as a person. It's because that doesn't fit into the culture of our company anymore.” And so, we were able to kind of establish all of that and then hire people. And we hired people that fit into our core values. And as we grew, we made sure that everyone that worked for us fit into these values. So, as we go from 5 people to 10 people, suddenly it becomes easy and it feels like a cohesive group. As we go from 10 to 20 people, it feels like a cohesive group because everyone still aligns with those values. And every once in a while, it doesn't mean that someone doesn't get into the fold and they don't align with those values. But typically when that happens, it is really easy to notice that one person feels uncomfortable and the other people all around kind of raise the flag of like, I don't think this person is a good fit for us. And then we just have the conversation with the person that says, “Hey, you know, I don't think this job is a perfect fit for you. I think that you'd be happier and more successful at a different job.” And it doesn't have to be this. Like, letting someone go doesn't have to be this terrible experience. Like, we're not beholden to them, they're not beholden to us. And if someone is feeling uncomfortable and not being able to be successful at the job that they're in, they're probably going home unhappy. And the best thing that we can do for that employee is to release them so that they can go find a job that makes them feel more comfortable and more successful. That's a long phrase to say, this is how we've kind of developed a little bit of our culture and how I think that's translated over to how your customers see you because they're interacting with your employees and doing things right. Yeah, man -- it's so important. I think the hardest thing that a lot of employers do is let go of the reins. And I think that has crippled a lot of businesses. What has kept a lot of businesses from growing is not being able to kind of let go and give your employees autonomy.
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