they think I'm doing what I'm doing. Trust but verify, right? We have a pool of resources around us. A lot of ways that I gain feedback on our team is I ask the team members that they're serving, the immediate groups within the design teams that they're there to lead, and then also the clients and their peer groups. How are these individuals they interact with, how are they leading the change? Are we doing the things we're setting out to do because if we don't trust but verify. It's that close coaching and and mentorship approach with each of those team members to get the gaps minimized of where we want to head. So the accountability to the process and what you're setting out to do, making sure you're trusting and verifying that people are leading through the change is another huge portion of it. And those that don't, we got to make decisions. Justin Smith: So what I think there's a lot of people in the audience likely that might see their firm family like. A desire to take care of everybody, a desire to believe that they've done great work for us for a long time, and so we owe them this duty. And it can be tough when you ruthlessly prioritize to find that these people who have gotten you to where you are may not have a seat on the bus. If you redesign the bus. Brian Sielaff: Yes. Justin Smith: And that can be frustrating and difficult and emotional and bring tremendous amounts of turmoil. Now, you all are up here as industry experts because you're figuring this out, and I'm sure the audience is dying to hear. You know, surely they haven't gotten it right every step of the way. Right. So what are some missteps along the way here that you've experienced? Because it sounds like you've got it all together really polished up here to share the message. But surely it hasn't all been perfect every step of the way. So what are some missteps that you've made along the way? What did you learn from those? Brian Sielaff: About some specific ones. But there's probably a lot. But I think in business, there's a lot of highs, there's a lot of lows, there's a lot of successes and failures. That's life. And I think that's how we all have to go through those and experience those times to get bette because the end of the day, when I get better, you know, to have the right people in the right seat on the bus, I mean, there's someone in the audience here that's a great mentor of mine that is often referred to as the godfather of engineering. But one thing that he said to me many years ago, and it stuck with me, is you always have to do what's right for the business. And, whether that's a tough decision, that's awkwardness, that's having to let someone go. To, your point, Justin, it may be Someone who got you from point A to point B, but from point B to C, that's just not working out for the business. So you have to make some of those hard decisions. But I think ultimately that's what carries the business forward. Of just being transparent with yourself about some of the decisions that you have to make in life.
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