And like this new guy came in and said, oh my gosh, this is fantastic. You guys just make decisions and move. And I think it's because of horse shoe decision making.

So Pat, can I make a comment about that? That I think it works for us because we are a group of discerners. We have a lot of discerners in our office. So what is your advice? We talk about working genius all the time. I apologize for that. We're going to do it again here. But once you're advice to teams that don't have a lot of discerners on there, represent it, what do they

do? Well, I think you're right to a certain extent, Tracy. That's true. But what's interesting is when I think about the people, even when you get input from people that aren't discerners, it's pretty darn close. Now I agree. Like if you had a team, there was no discernment there. What would probably happen in that case is they'd be so all over the map. And what I love and Karen wrote me a great note just now too. I like to say that because I'm like, oh, that's great. There's sometimes people in the office who don't like to play. They're like, I don't know enough about that market. I don't know enough about that. And I'm saying, that's okay. Just please give me your uninformed guests. And they're shocked at how close they are to everyone else's. I think we edit ourselves too much. We question our own intuition and judgment. And as a result, we don't benefit from it. Now, does having discernment maybe help with that? Yes, it could. But Bo doesn't have discernment as a genius. And he's usually right there in the mix with us. So I think it's more about everybody putting their ideas out there and not editing themselves. I love that.

Yeah, you know, I think there's another thing that happens, Pat, because I don't think it's just about, you know, statistical analysis of our guesses. What tends to happen in those meetings when we're guessing the price or how many people is we end up explaining our answer a little bit, which once you've thrown a number out there, and then you're given an opportunity to sort of explain your answer, not as like, always trying to win the game or be more accurate. But let's say in a pricing conversation, it actually brings people into it's almost the why you said it, why you said your number is just as important as the number. And then it helps us navigate that conversation and land the plane in a more precise

way. And other people will go, Oh, yeah, yeah, yeah, yeah. What you just said, I'm just in my answer down. In other words, it's like that old game on the price is right, like higher, lower, higher lower. And you end up getting there. And then you look at it and go, we could have done six weeks of fricking analysis and data gathering. And maybe it would be $2 more or $2 less or 100 people. And it's like, would that be worth it? No.