Chad Clinehens: When do you know this is done? We can start the next initiative. Brian Sielaff: I'll let you know next year. Tierra Marcus: When it becomes inherent to just the way you do business. And it's not something you're constantly having to coach and remind Folks on, I think when it is, it becomes just the way you operate, and it's truly ingrained in the culture. It's not this, oh, by the way, I have to do this thing again. It's ingrained. It's part of how you execute, and it's just more organic. I would say it is a long haul. It is a long haul. But you also, have to celebrate those wins and affirm them. Like, yes, that's exactly what I need you to do in that client discovery meeting. That's the perfect way to put together a project schedule. Great job. Right. You're affirming. And then it just becomes the habit which everybody knows to be the good way to do it. Aaron Lauinger: Yeah. I would offer, you know when you say the initiative's done, so you've stopped the investment or the funding, your reinforcement training are complete, you're no longer putting it on the calendar. For me, I think it's gonna be that word cloud that we have achieved that. And when I'm out in the network, in the industry, at conferences, I'm, hearing things from our clients that are telling us those things. But to your point, is it ever done? It's continuously evolving. It's continuously getting better. It's continuously differentiating from everyone else in this room, which is very difficult in a very, very crowded industry. Justin Smith: I think there's a language component. When you see the language of the initiative becoming the language of the firm. We used to have to put a lot of energy into talking this way, thinking about these things. Now it's become who we are. And it's not so much that it goes away, it's that we can now shift our attention to the next thing. There's likely to be long-term reinforcement. But, I know firsthand, for example, with Aaron and Tierra, that the language has changed. Right. And it is recognizable. Some words are used that were not historically used that you can point to and say, it didn't used to be this way. And we know it's taking hold when we start to see that you bring new people in, and they don't even know that it was ever another way. They just know this is who we are. So it's maybe time at that point to start to put the brain power into the next thing. But it's certainly never done. Unfortunately, it's not a project that we can close the book on and not look at again. Aaron Lauinger: So we're in the business of selling hourly expertise. Right. So the tension between billable and non-billable hours. So One question. Do you start out the year with a certain dollar or percentage for non-billable work and what comes first? Do you first assign dollars and then find the initiative or start the initiative and find the dollars? I think you adequately plan the year ahead in your budgeting. Who are those individuals going to be that you're going to task with a certain amount of hours to
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