I think all races like chicken wings, if theyre not vagant, met a meat eater. Tho don't like chicken wings, eh? Men. Im. And so i went on one of my occasions and ordered. And of course, it always takes 25 minutes, because they make your stuff to order. I get there, it's crowded. As i get there, and it's crowded in there. Whats your name? Sir mason. Yes. Your orders ready. Pull ot my order. I check everything, because lately i'm a lot of stuff has been wrong in my orders, so i don't trust nobody. If they stayed who didn't say, it's ready, we did it. I opened it. It was wrong. I said, my orders wrong. And sot the boss began, she took my order, and she said, you got it wrong. And threw it at em. And i was old. She threw it at er othe people. And then somebody a overdriver came in, and a grub her person came in, and a door dash persor came in, and they were trying to get their orders. And then purson was trying to order, andthen another person said their order wasn't right. It was chaos in there. But, but, but, but, but, the, but, the, the thing that was the reat chaos didn't really bother me. The thing that bothered me was the sculpture in the situation in the wainstop the, the, the, the, the manager in the wing, stop start cussing out all the workers. Now the workers had to be between eiht is 16 and 20. Redy were youngi cotme, she stopped, wa everybody stope. And she would stopked, lock the door o let nobody else and wenk, we can't afford to sin tem or. It was, i was like wild. And when i looked around, she would tell this person, when this order came and she would say, go fix his but that person was on the fry, so they warn't sopoed to fix the order. Then she would tell te when this ones b messeder, she would hand it to the cashier who seckond somebody out. Tell him, stop cashing tha person out. And go do this. And it was chaos. As i watched and looked around, i don't know anything about managing a wing stop, but one thing i do know about his leadership. And i could tell that this wasn't a franchise problem. It was a leadership problem. It wasn't a brand problem, because they had the product that a good product. But, but, but, but, but, but, it was a house problem, leadership problem. Because i if i were managing s a leadership thn, i'd have one person on the frying station. I would have one person on the saucing station. Youm stamd, when im say i would have one person on n the phone orders. I wud have another person on the orders that come in from the internet. I would have another person as casary. I would have another person as makeang shur the orders get out that are done, when they're finished. And i would have a quality check person to make sure that every order is quality listen, and has everything in it that's supposed to be in it based on the receipt. And i would have them physically check it all as they look at and see and make sure everything's in order. Leadership. But because there was ano, so somebody a atistis this is not, this not a problem. Wt. This nisss a leadership of it. Everybody was like, she was just cousin. We i got my food and left. I got out of it. But one of things i didn't understand is it reminds me of discipleship in the church. We have the best product the world could ever have to offer to itself, but we have the most chaotic, unclear philosophy and practice of discipleship.