Well, you've been a fantastic guest as always. I learned so much. We've got some Q&A. We've got at least one questions. The one we had waiting in the queue was around, how do you handle retraining the candidates who are leaving in the Great Recession only to get bigger paychecks? And the management doesn't approve to give them a raise. It's disheartening to see people learning and switching just when they are exactly ready and trained. Yeah.

This is a tough one. If your workforce is optimizing for salary when they're making a choice of where to work, there's not much you can do because someone is going to come along and offer them a bigger paycheck and they're going to leave. But if you're in a position where pay isn't always going to be the first thing, what you can do is try to emphasize the other benefits that your company might offer. It could be things like working on a certain technology, working remotely, flexible time, four-day work week, those kinds of things. It can also be just a difference in what that person is looking for in their career. Some people don't want to work for a big company. Some people want to work for a small company. So it's all about finding that value proposition, that what can that person get from your team that they can't get anywhere else if you're not able to compete on salary? And quite honestly, if you can't compete on salary, you should expect that some people are going to leave. It's just kind of unfortunate truth. Yeah.

It is weird though that someone would go through. You would think it's weird that someone would go through an end doc if they didn't like the salary to begin with. But sometimes it might just be that they applied to 20 jobs or 50 and you got them first, but then another one finally came through. One experience I've had because I've worked on multiple levels of government and government is known for not paying the best. But I had a great experience with another great manager for a couple of years where he knew that he couldn't pay the top dollar that consulting companies would and other non-government is too. So he would use his power and one of the things he controlled was our time off. So quite often, if he knew you really pushed through something last week, he would just say, just take the rest of the day off to there, take a half day off tomorrow. Or he would let you work from home even though there was not a corporate policy yet, this was a long time ago, to work from home. He would let you do it on occasion and he would volunteer this stuff to you because it was within his power to give you that better experience. He also made sure that everyone was gone at five. He would walk around the office at five, fifteen. He's like, why are you still here? Get out. He was very much focused on the other things he could control because he couldn't change the HR policy around what we were getting paid. And I love that because he kept a lot of people there a long time because he made it wonderful to work there. Maybe not the best paying job, but it was hard to imagine going to a place where we were all going to have to work ten hour days, had very few days off and he was just handing out, oh, you just finished that email migration. Well, take Friday off and he would just sort of forget to put in the HR request that you sent him and he would often just come back to you with your little slip. This is back in the paper days. He would hand it to you and just say, hey, that two days you took off last week, you can have it back or whatever. So he did a lot of cool stuff like that. I think it kept us a lot of us around a lot longer than we would have been if it was just focused on money.

Yeah, that's a great example of using whatever lever that you have to kind of make it a team that people want to stay working

for.