1054. Q&AF: Starting From Scratch, Leadership Communication & Team Building Tactics

Summary

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REAL AF with Andy Frisella – Episode 1054

Q&AF: Starting From Scratch, Leadership Communication & Team Building Tactics
Date: August 10, 2026
Host: Andy Frisella
Guests: Chris, Sal

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Episode Overview

In this episode of REAL AF, Andy Frisella and his co-hosts answer audience-submitted questions on business, leadership, and personal growth. They tackle practical entrepreneurship: how to start from scratch, evolve your leadership communication as your company scales, maintain ambition after finding some success, and build powerful teams with the right vision. The conversation is candid, high-energy, and unfiltered, packed with wisdom from Andy’s decades of experience building multiple brands. Expect direct advice, colorful stories, and the signature mix of frankness and encouragement.

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Key Discussion Points & Insights

1. Starting From Scratch – Building a Business with No Money or Audience

[04:52–11:34]

• Key Steps for the First 90 Days:

  • Decide what to build based on market demand and personal knowledge.
  • Prioritize passion initially, since “when no money’s coming in, passion is what keeps you moving.” (Chris, 06:16)
  • Use modern tools: "You could create a landing page, run cheap ads, and validate demand before even making the product." (Chris, 06:50)
  • Think long-term: "People get stuck thinking, 'How do I make $2k a month?' You really need to ask: 'Where is this business in five years, ten years?'" (Chris, 07:23)
  • Keep paying bills with your job while you validate your idea.

• Ease of Starting Today:

  • “It’s never been easier... With AI you can get a year’s worth of work done in a week.” (Chris, 08:28)
  • But: Scaling from side hustle to real, valuable company is the hard part.
  • Most wealth comes from building assets you can sell, not just cash flow.

• Memorable Quote:

  • “People don’t even understand how good they have it.” (Chris, 09:30)

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2. Evolving Leadership Communication While Scaling a Business

[11:44–23:25]

• Question:

  • Owner of a fast-growing plumbing company worries her direct communication style is perceived as micromanaging.

• Guidance on Transitioning Leadership Style:

  • Early on, directness is needed for survival and speed—but as you scale, you must develop people, not just direct them.
  • Directness handled poorly “handicaps your team from developing on their own, which is what you want.” (Chris, 12:53)
  • Don’t think of micromanagement as hovering—think of it as robbing your team of the satisfaction of contributing.

• Key Tactic: Ask More Questions Instead of Giving Orders

  • Use “What do you think?” to prompt their own solutions, which builds autonomy and confidence.
  • “When someone gives the right answer, let them go do it. When they’re wrong, guide them through questions so they learn, not just feel wrong.” (Chris, 17:43–18:40)
  • Mistakes are investments if you use them as development moments.

• Notable Quotes:

  • “More people leave a great company because they feel underutilized than because they feel micromanaged.” (Chris, 13:58)
  • “People believe their own solutions more than ones given to them. Guide them to the answer, don’t just hand it over.” (Chris, 22:57)

• Battlefield Analogy:

  • There are always a few critical moments when direct orders are needed. But if you’re 95% collaborative, people trust the urgent exceptions. (Andy & Chris, 20:15–21:07)

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3. Maintaining Ambition After Achieving Initial Success

[23:25–38:24]

• Question:

  • Listener feels aimless after reaching financial comfort for the first time.

• Advice:

  • “You haven’t done shit, you’re just getting by… The enemy of great is good.” (Chris, 24:00)
  • Most people forget to define what ‘winning’ really means for them—so their ambition fades.
  • Life is long, money devalues—your target should be 100x what you think you need.
  • Ambitious people set new goals before hitting old ones.

• How to Rekindle Drive:

  • Be honest: Comfort leads to stagnation. “If you just stay comfortable, in 5-10 years you’ll be slipping.” (Chris, 27:21)
  • Your current life is a result of effort from years ago. If you stop now, you’re killing off future results.

• Balance Between Gratitude & Drive:

  • Reflect on successes but stay focused forward.
  • “I only care what I did today and moving forward… but that’s not always healthy. Most people live too much in the past.” (Chris, 32:31)

• Sports Analogy:

  • Athletes either ruin themselves by living in the past or excel by focusing on new challenges ahead.

• Quotes:

  • “Most people ruin their lives because they’ve done one or two things, and then put their value in those wins.” (Chris, 29:35)
  • “Looking forward keeps you in the game; living in the past will ruin you.” (Chris, 38:20)

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4. Team Building: Mission, Vision, and People

[38:38–52:39]

• Question:

  • Should you find the right people first, or set the mission first when assembling a team?

• Answer: Mission Comes First

  • “It’s mission first, always outcome first… Vision casting: this is what we’re going to do, how we’ll do it.” (Chris, 39:28–39:54)
  • The right people will gravitate to your mission; others will self-select out.
  • Keep evolving team by bringing in new people who buy in, and phase out those who don’t.

• Ownership and Communication:

  • Tie the mission to what teammates gain personally, not just money but meaning and culture.
  • Big, inspiring missions get the best out of people.

• Self-Reflection Importance:

  • “You need to know the outcome before talking to your team. What is the mission? Don’t just have people punch numbers.” (Chris, 42:32–42:39)

• Dealing with People Who Don’t Buy In:

  • At first, it feels personal when someone leaves or doesn’t believe.
  • Over time, accept not everyone will care like you do. Focus on developing people, whether they stay or move on.

• Small Business Scenario—Vision When You Don’t Want to Scale:

  • For a business with no grand expansion plans, make the mission about excellence and experience.
  • “If you don’t meet with your team about quality and service, the business will fail. You have to stay intense about the basics.” (Chris, 51:08)

• Notable Quotes:

  • “Nobody wants to build a three-foot wall… but build a cathedral that lasts a thousand years, and people will travel to see it.” (Chris, 41:23)
  • “Not everyone is going to care about your thing… That’s okay. You don’t want to burn out by taking it personal.” (Chris, 46:51–47:50)

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Notable Quotes & Memorable Moments

| Timestamp | Quote / Moment | Speaker | |------------|--------------------------------------------------------------|----------------| | 06:16 | "On the fumes of passion… in the beginning, passion does matter when no money’s coming in." | Chris | | 09:30 | "It’s an embarrassment of riches in terms of the opportunity." | Chris | | 12:53 | "If you’re always direct, you actually handicap your team from developing on their own." | Chris | | 13:58 | "More people leave a great company because they feel underutilized than because they feel micromanaged." | Chris | | 18:40 | "Guide them into coming up with the answer. When they own the win, they build confidence." | Chris | | 22:57 | "People believe their own solutions and their own ideas more than someone who else who has the idea, right? So the key is to guide them…" | Chris | | 24:00 | "You haven’t done shit, okay? You’re just getting by. You’re comfortable—you’re not killing it." | Chris | | 29:35 | "Your past victories do not matter. More people ruin their lives because they’ve done one or two things, and then they put their value in those wins." | Chris | | 32:31 | "I never remember the shit that I’ve done… I only care about what I did today and what I’m doing moving forward." | Chris | | 39:54 | "Mission first, outcome first. Vision casting: this is what we’re going to do, how we’re going to do it… people will buy in or wash out." | Chris | | 41:23 | "Nobody wants to work for a stonemason building a wall—but a cathedral, people will come from a thousand miles." | Chris | | 46:51 | "That’s your ego… Not everyone cares about your thing the way you do. And that’s OK." | Chris | | 51:08 | "If you don’t meet with your team about quality and service, the restaurant will fail. You have to stay intense about the things you do well." | Chris |

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Important Timestamps for Segments

• [04:52] – Starting from scratch in business: new realities, first 90 days
• [11:44] – Empowering vs. micromanaging as a leader scaling up
• [23:25] – Ambition, comfort, and defining ‘the win’
• [38:38] – Mission/vision first or people first when building a team
• [51:08] – Vision for small/local businesses and relentless focus on operations

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Language & Tone

• Direct and Uncensored: Expect tough love, strong language, and brutal honesty.
• Encouraging but Realistic: The hosts motivate listeners but cut through excuses and rationalizations.
• Practical: All advice is rooted in lived business experience and tested tactics.

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Conclusion

The episode is a crash-course in practical entrepreneurship and real leadership—addressing how to start, scale, and sustain a company (and yourself), whether you’re just surviving or on the verge of thriving. If you want no-nonsense, actionable advice from people who have done it, this Q&AF gives you the blueprint.

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Transcript

[Andy Frisella]

Yeah went from sleeping on the floor

[Chris]

now my jury box froze up Pole

[Andy Frisella]

stove counted millions in a cold bad

[Chris]

bitch booted swole got her own bank roll can't fold just a no head shot case cloak, cloth cloak what is up guys? It's Andy Frisella and this is the show for the realists. Say goodbye to the lies, the fakeness and delusions of modern society and welcome to another week of progress and Tom foolery. Today we have Q and A. F. That's where you submit the questions and we give you answers. Dj, how can they submit their questions?

[Andy Frisella]

Yeah, guys, you can email your questions into askandyforcella.com you can also click the links in the description below and submit your questions either video form or just another write in or just drop them in the comment section of the Q and a videos on YouTube.

[Chris]

You're a new listener. We have shows within the show. Tomorrow you're going to hear cti. That stands for cruise the Internet. That's where we put topics on the screen. We talk about what's going on in the world. We do a lot of speculation and tell a lot of jokes that are very funny. And you better laugh. Then we have what the threat. I'm just saying you're tune in. You might as well laugh. Laugh at our jokes. Makes us feel good. Occasionally we're going to have real talk, that's five, 20 minutes and be giving you some real talk. And then we have what's called 75 hard verses and 75 hard verses where we bring people on the show, we talk about what's going on, how they transform their Life using the 75 Hard program. If you're unfamiliar with 75 Hard is the initial phase of the live hard program, which is the world's most famous mental transformation program in history. And it is free. You can get that at episode 208 on the audio feed. There's also a book called the Book on Mental Toughness. It is not free, but it's a tremendous book if I don't say so myself. You get [e-mail] it talks about the entire live hard program plus a whole bunch of chapters on mental toughness, how to cultivate it and use it to be the best version of yourself. Now we do have this thing on the show that a little bit different, okay? Instead of running ads, we are the biggest show in the world that doesn't run ads. We just ask that you help us grow the show, man. The show makes you think. If it makes you laugh, it gives you. New perspective. Something you think is worth hearing. Do us a favor and share that out. It's the only way we grow. So don't be a hoe.

[Andy Frisella]

Share the show.

[Chris]

All right. What's up, dude?

[Andy Frisella]

What's going on, brother? Question.

[Chris]

Yeah.

[Andy Frisella]

They were making a movie of your life. What actor's playing Andy, Man? I don't know.

[Chris]

You tell me.

[Andy Frisella]

I don't know. Batista, he'd probably be pretty decent.

[Chris]

Come on, dude. What, you're gonna do me like that? What's wrong with Batista? He's a great actor.

[Andy Frisella]

No, no.

[Chris]

Okay. I'm not a fan. I would say should be you.

[Andy Frisella]

He's. Yo.

[Chris]

I would say, yeah, it'd be me. There's only one of me.

[Andy Frisella]

Yeah. You know, like CGI you. If. Like, the younger days.

[Chris]

What are you talking about?

[Andy Frisella]

Okay.

[Chris]

Still young.

[Andy Frisella]

I feel like this went. This was. First of all, this is Dot's idea. Yeah. And I feel like this went south real quick.

[Chris]

I'll tell you who I think would be cool. I think if I were to choose, it would be Tom Hardy.

[Andy Frisella]

Okay. Oh, that's good.

[Chris]

Or Christian Bale.

[Andy Frisella]

I like those.

[Chris]

I like Christian Bale.

[Andy Frisella]

I like those.

[Sal]

He can definitely do it.

[Chris]

Yeah, he's awesome.

[Sal]

Yeah.

[Andy Frisella]

Yeah. All right.

[Chris]

So that's that.

[Andy Frisella]

I like it. No, that's sick, huh?

[Chris]

Terry Crews. Yeah, Terry Crews. Do me right now. I'm pretty tan.

[Andy Frisella]

Yeah. All right. I like it. I like it. Yeah. Those are solid options. I don't know.

[Chris]

What about you?

[Andy Frisella]

Samuel L. Jackson?

[Chris]

Yeah. Oh, yeah.

[Andy Frisella]

Yeah, for sure. For sure.

[Chris]

I think Samuel Jackson can do me. It could be one of them, like, Netflix movies. For sure.

[Andy Frisella]

That's what I'm saying. Yeah. They switch it up.

[Chris]

Yeah.

[Andy Frisella]

Samuel or Denzel. Denzel.

[Chris]

Yeah.

[Andy Frisella]

I'd be fine with Denzel. Yeah.

[Chris]

You're. You're. You're Ice Cube, bro.

[Andy Frisella]

I can see that, too. That's fine. That's fine.

[Chris]

O' Shea is a good actor, though. Yeah, o' Shea's good.

[Andy Frisella]

Yeah. That's not a hit, Joe.

[Chris]

No.

[Andy Frisella]

I feel like he was trying to throw a shot.

[Chris]

I think he said. I think he's underrated.

[Andy Frisella]

I agree. Yeah. I agree. I thought he was phenomenal in Den of Thieves.

[Chris]

Yeah.

[Andy Frisella]

Then Thieves 2. I mean, it's great actor. I don't know what other movies he's. I think that was it.

[Chris]

Not enough.

[Andy Frisella]

But. Yeah. Not enough. That's right. Yeah. We'll plug for O'. Shea. Yeah, man. Guys, it is Q&AF, which means it's time to make the people Better. All right, again, we got a little mix here of some write ins and some video suggestions, some video submissions. Let's get into it, man. Knock out this first one. Nice and easy, nice and quick.

[Chris]

Check this out and keep it quick. If you had to build something from nothing, starting today, with no money, no connections, no audience, what would your first 90 days look like? Well, clearly you have to decide what it is that you're going to build. Okay. I don't think that putting something on a time frame like 90 days is a realistic expectation. Right. Like very simply, you have to come up with a couple key elements. All right, what is it that I know about, what is it that the market demands and how can I create a product about that that I can then scale to the level of whatever that level is that you want it to scale to? Because not every business has the market capacity to go to, you know, 20, 30, $100 billion. Right. So, you know, you have to ask yourself, what are you interested in? What do you know? All right? And if you're passionate about it and you like it, it's better because it's something that you're interested in, which means you're going to have more knowledge. And it also means that during this time where you're not making any money, you're still going to enjoy doing the work.

[Andy Frisella]

Yeah.

[Chris]

All right, so the fumes of passion. Yeah, pretty much. Dude, A lot of people say, well, passion doesn't matter. No, it doesn't matter once you get established. Yeah, but it does matter. In the beginning phases, when no money's coming in, everything seems pretty dark. It's really, really hard. You have to still be interested in what it is that you're selling, because that enthusiasm around what you're selling is what's going to get you, your first few customers. You know, obviously coming up with the idea for a product. Nowadays we have, you know, a situation where we could create a landing page with digital, you know, a digital landing page, run ads for very inexpensive and test if there's a market for the product before we ever create the product. So you didn't used to be able to do that. What you used to do is you used to make a product and then do the whole thing and then see if it works. Now we have the ability to develop a concept, create a page, put the page out in public and then see if there's a demand for it, which I. That's the kind of testing that I would do over that 90 days. So that first 90 days would be the concept the idea, the development of, you know, what the business looks like at scale, not just what it looks like today. A lot of people, in the beginning, they focus on what they lack in income right now, like, I'm trying to make an extra $2,000 a month or $3,000 a month, and that's important. Okay. But the bigger thing that you really need to think about is where does it go in five years, where does it go in 10 years? And so I would spend the first 90 days working whatever job that it is that I work, okay. To pay the bills. And I would do all of those things over the 90 days. I would create an idea, I would create a concept, I'd create a brand, I would test it and then validate if there's a demand. And then, you know, we would move on from that point in time.

[Andy Frisella]

Let me ask you this, because I feel like a lot of people always, oh, you know, knowing what you know now. Right. Like, but even that aside, is it easier now in today's world to start a business and get one going?

[Chris]

It's never been easier.

[Andy Frisella]

In 99.

[Chris]

It's never been easier. Yeah, it's never been easier. Okay. Like I said a minute ago, you know, in 1999, for me to start a nutritional supplement vitamin store, I'm taking a big risk. Okay. So I'm looking at other companies and saying, okay, well, GNC does this, Vitamin Shop does this. I could do this. But I don't really know for sure how much interest there is in that. I'm counting on me being able to take market share from them, which, when you're a very small startup, that's unlikely because of the resource difference that you're going to have. So. And nowadays, you know, you have the ability as an individual, especially with AI, to do work that would take a year to get done and you could do that in a week. So, I mean, nowadays is much, much, much easier. It's so much easier that, like, people don't even understand how good they have it.

[Andy Frisella]

Yeah, right.

[Chris]

Like, it's, it's. It's a, it's a, an embarrassment of riches in terms of the opportunity.

[Andy Frisella]

Yeah.

[Chris]

And.

[Andy Frisella]

But what's the catch? You know, I'm saying, like. Like what? Like it's easier to start one, but what's the difference? What makes it harder, I guess now?

[Chris]

Well, breaking free from that first initial, you know, small digital company that's selling widgets or whatever it is, and then scaling that out into a real brand.

[Andy Frisella]

Yeah.

[Chris]

You know, we have a lot of cool Quote, unquote, experts online that will tell you how to create, you know, a page with, you know, a headline or a hook and, and how to convert it and all these things. But what they don't tell you is how to convert that into an actual company with enterprise value back end, which. That's how people get wealthy. Dude, people don't get wealthy. Very few people get wealthy from cash flow. Most people get wealthy from creating an asset that they can sell later on. And that's why the conversation needs to move, especially in the concept phase of, okay, am I making an extra $5,000 a month or $10,000 a month? And what's that look like in five years? Is it, is it, is it a real company that can be built and possibly exited to somebody else? Can it really disrupt an industry? Because, dude, the game of business now, unfortunately, and fortunately, unfortunately, because most of the big, the biggest companies in the world are gobbling up all the smallest companies with potential, and then they buy them and then they scale them. That makes it easier for people to get wealthy on the back side of their business. But the, the, the flip side of that is like, the same people own all the companies, right? Which nobody likes. So to answer your question, I mean, dude, it's infinitely easier now than it ever has been and you know, to say, what would my first 90 days look like? You know, what I just described, you could figure out you could literally do that in a week. So, you know, I would compress down that concept that I just explained for 90 days, and I think you could do that in a week or two and then make a decision about what it is you want to do from there.

[Andy Frisella]

Yeah. Hell yeah, man. Nice and easy to. Yeah, nice and easy to get going. Let's, let's hit our next one. Another video submission. Check this one out.

[Question Asker]

Hey, Andy. I co own a plumbing company with my husband. It's scaling fast. We went from 1.6 million in 23 to 3 million in 24 to 5 million and 25. And this year our targets are ranging between 8 and 10 million.

[Chris]

That's awesome.

[Question Asker]

Within the last year, we've built out a leadership team. My natural communication style is direct, and I tend to spot issues early. But now it's more often being perceived as micromanaging and I'm ruffling feathers. How do I adapt my leadership communication so that I'm more empowering my team and allowing them to own their own roles, but at the same time, without lowering my standards for excellence or letting mistakes become critical, I tend to be blunt and direct and pair that with the issues of finding or pair that with finding issues before anyone else. I'm frustrating my team. I'm really struggling to make that switch and involve my leadership with the growth of the company. And I just really wanted to know, what did you do to help with this transition in your first company as you were growing?

[Chris]

This is a great question. Great question. First of all, there's nothing wrong with ruffling feathers, okay? So we have to remove that as a concern. Especially in the critical early days of a business which you are in, there's going to be times where you have to make a call because no one else is catching up to speed, and you're going to say, hey, we're doing this, okay? And, yeah, there's going to be people who don't like that. It doesn't matter. We're not here to appease everybody's information, you know, their fucking feelings, all right? This isn't therapy. So there's nothing wrong with being direct, but the problem if you're always direct is that you actually handicap your team from developing on their own, which is what you're wanting them to do, right? You want your team to operate autonomously, to see things before they're happening, to address things before they come, become problems. And when you're overly direct and you answer all the problems, you're actually stunting their ability to learn and develop, which creates this cycle where a lot of entrepreneurs get in, right? They get into this cycle where things are scaling, and then they. They get so much on them that they can't fucking scale anymore, okay? It becomes overwhelming. And to compete at a level where you guys are at like, $10 million, that's a significant business, all right? You need the brain power and the development of your team. You need that autonomous thinking and action to happen without you having to micromanage, so to speak. And the reason that people don't like micromanaging is basically one of two reasons. Either one, they're being held accountable to actually do work, which, doing it correct, you don't want those people. Yeah, okay. Or two, and this is most people, they want to contribute, but they're not allowed to contribute. More people leave a great company because they feel underutilized than because they feel micromanaged. So let's. Let's. Let's think about micromanagement not as, like, what most people think, where they think, like, the boss is just hovering over, saying, do this, do this, do this. But let's think of it as, like, we're we're taking away their satisfaction that they would give for contributing. Okay. And that's. I can tell you from experience, that's the 80, right? It's always 80. 20. There's 20 that are lazy and don't want to do the work. 20%. There's 80% that want to contribute that you're not allowing to contribute because of the way that you're leading. So in the beginning, that leadership style of directness, and we got to do this, and I got to do this right now because there's urgency, because the business is in a more vulnerable state. Okay. It's easier for that business to fail or have a couple things that could happen and really hurt them. So to evolve from where you are to where you want to go, you have to shift your intent to go from. Okay, yes, my job is to make sure that we don't wreck the company.

[Andy Frisella]

All right?

[Chris]

But also my job is to develop these people.

[Andy Frisella]

All right?

[Chris]

And that's a. That's a fine line that you have to balance, because sometimes when you start to try to develop your people, you back off so much that they make big mistakes, and it ends up hurting you.

[Andy Frisella]

Yeah.

[Chris]

So you've got. It's kind of like you got to give them enough rope to where they can develop, but then watch them real close to make sure that they don't anything up majorly. How this looks like in tactical application is more questions being asked than direct orders being given. Okay. So I have this thing that I say all the time, and it's very simple. It's, what do you think? Okay. When someone comes to me off with an idea or a concern or a problem, the automatic response I have is, what do you think? Okay. And then they're gonna say, well, I think this and this and this and this is important because not only does it teach them how to think, but it teaches them that you value their thoughts. Okay? And if you value your thoughts, it gives them more confidence to take action. All right? Right now, they're gun shy. They don't want to make a mistake. They don't want to piss off the boss. All right? You have to empower them. That's your words. Empower them to. To have enough confidence to be able to act on things that they know need to be resolved or actions that need to be taken. And that really comes through the development process. So, like, when someone comes in and I say, what do you think? That, you know, sometimes they'll have the right answer. And I'm like, that's exactly right. Go do it.

[Andy Frisella]

Go do it.

[Chris]

Okay, now they know the next time that same thing happens, they already know, so they don't come to you. All right? Now you're building an autonomous acting member of your team. If they give the wrong answer, okay, I don't automatically go, well, that's stupid, or that's wrong. Now, when I was a terrible leader 15 years ago, that is what I did. And that made it worse because now those people don't want to say because I made them feel stupid. All right, so how do we come from that? Correct, correct. So you have to understand that even when they're wrong, this is a learning opportunity. It's a learning exercise. It's a development exercise. So they give the wrong answer. And I'll say, okay, well, have you thought about this? Okay, Like, I know the answer, right? Have you thought about this? Blah, blah, blah, blah, blah. No, I didn't think about that. Well, have you thought about this? Know anything about that? Well, what do you think? Knowing those things. Right, right. And you sort of guide them into them coming up with the answer. Because eventually you're going to ask them questions and they're going to say, well, you know, probably this and probably that. And whenever they come to the answer, you let them own that win. Okay? You don't take that win from them and be like, you know, oh, yeah, see, I helped. You know, look, dude, you knew the answer the whole time. You see what I'm saying? So you build their confidence to go do that thing, though. That simple switch will take your team from a team that is completely dependent on you, the founder, CEO, the owner, to a team that operates autonomously. And when you earn the trust of your team that you have the right intent for their development, there's like a magical thing that happens, and they start to take ownership of the company. Okay. And they start to, like, really care about doing the right things that are going to help the company win, which is what we want anyway. Okay? So this is a very simple perspective switch. You're not doing anything wrong because that part of leadership in the beginning is definitely required to get moving. But now we're moving into a different. Where you're going to go from 10 to 20 and 20 to 40, all right? That's going to require other people being great. And so you have to be willing to just take a little bit of extra time to help build their confidence by asking questions instead of dictating orders.

[Andy Frisella]

Yeah, I've heard you describe this as, like, you know, like how if you're on the battlefield, you know what I'm saying? Like, hey, you know, motherfucker, you gotta get over here or whatever. It sounds direct, but like, there will be times.

[Chris]

Yeah, there will be times. No matter if you're running a 10, 20, 200, $500 million company where you have to walk over to your team and say, hey, we need to do this right now. Yeah, okay. And I don't want to hear any, we're doing this, do that. There's going to be times. But those things do not frustrate the team. If 95% of the time you're allowing them to just do their thing.

[Andy Frisella]

Yeah, right.

[Chris]

Then they've earned the trust. They say, well, that must be important. Let me do that. And then the important thing is to follow that up. Okay, look, the reason I came in and I was this way is because we need to do this, this and this right now. That has to happen, and they're going to get it.

[Andy Frisella]

You know, the analogy you've always used when we talked about this situation is like, you know, you got the fucking ship. You're in the crow's nest watching out for the icebergs and shit, right? When it comes to allowing mistakes, you've called them investments, right? Is that dependent on how much time I guess you got from hitting that. That iceberg? You know what I'm saying? Like, if you can course correct it, will you allow that mistake to even

[Chris]

90%, 98% of the time it's not life or death, okay? So it might feel like it because we're urgent and we want to win, but it's just not. And when you get so wrapped up in the urgency that you think that everything's an emergency, then you cannot develop the team to actually know what the fuck to do, which creates a situation, like I said before, where it becomes impossible to scale because you don't have an actual team that contributes. You just have a bunch of people to do what you tell them. And those are two different things, okay? And when you have a team where it's just a bunch of people to do what you tell them, you're going to have high turnover because those people have ideas, they're talented, they're skilled at what they do, and they want to contribute, okay? And if you don't allow them to contribute, they're going to get frustrated and they're going to leave. So you got to find that sweet spot of making sure that, you know, and by the way, they're going to make mistakes. And when they make mistakes, you're going to handle it the same way. Hey, come here for a second. Why'd you do this? Well, blah, blah, blah. Knowing what you know now, would you have done that?

[Andy Frisella]

Yeah.

[Chris]

Well, no. What would you have done differently? I would have done this. Okay, well, are you going to do that next time? Yes. And there's.

[Andy Frisella]

That's.

[Chris]

That's the. That's the development.

[Andy Frisella]

Simple.

[Chris]

Yeah, it's very simple. Yeah, yeah, it's very simple. It's. It's shifting your. It's shifting from directing to asking questions. That very simple switch helps that because, dude, nobody. People believe their own solutions and their own ideas more than someone. Who else who has the idea, right? So the key is to guide them to where the answer comes from within them.

[Andy Frisella]

You see that, bro? That's powerful shit right there, man. I love it. I love it, man. We gotta. We gotta write in, dude. Let's. Yeah, let's get a write in question, Andy. I'm making more money than I ever thought I would. But for the first time in my life, I don't have a clear target. When I was broke, every extra dollar mattered. Every promotion mattered. Now I can pay my bills, I can invest, I can live comfortably, and I feel strangely aimless. How do you keep ambition alive after you've already accomplished the goals you thought would make you happy?

[Chris]

Well, you've got to be realistic, okay? You haven't done shit, okay? You're just getting by. You're comfortable. You're not killing it. Okay? So those are two different things. And there's a saying, you know, the enemy of great is good. And the reason that is is because when comfort infests itself into you, you can't become great because you don't have the ambition. You don't have the drive, you don't have the. The will that you had before. And the key to overcoming this is to continuously set bigger goals and bigger goals and bigger goals. Now, that comes with a caveat, okay? Most people do not ever define what the win actually is. Like, what is the win? Okay? And because they don't define what the win is, they never feel like they've actually won, all right? And they get caught up in the game for the sake of the game. Now there are people like me. Like, I love the game, okay? Like, I get this all the time. People are like, well, how. Why do you work so hard after all these years? Because, dude, I'm a different. I'm. I'm different. That's what I love the game. I love the game. I don't know, like, you might like to go play golf. I love the game.

[Andy Frisella]

That's right.

[Chris]

Okay.

[Andy Frisella]

I'm not up.

[Chris]

I don't know. Yeah, but see, because most people don't. They have a hard time understanding that, right? Like the date, like when I go home on the weekend and everybody's out of here and we're not fucking work. Like, dude, I hate it. It's my hardest time, though, with the weekends for most people are the favorite time. The weekends for me are the least favorite time because I'm wired for the game. I love the game. I actually love it. And I know that's hard for people to understand. There's people like that, okay? Most people are not like that. And what happens to most people is they fail to define what the win is, and then they mindlessly go down the path and they never feel like they're getting anywhere. Okay? So the key is, what is the win? Okay? The win is not for you to be comfortable. Oh, you know, I'm paying my bills. I got more money than I. Than anybody in my family. So what? You're still fucking broke, right? Okay, like, that's not the win. All right, and what's that? If you stay where you are right now, where are you going to be in five years? Where are you going to be in 10 years? Where are you going to BE in 30 years? You think that? Do you not understand that life is long? You're going to need a lot more money than you think you need, okay? When you combine with the time of life being long and then the fact that we have tyrants literally devaluing our money at light speed, you. You need to understand that whatever you think your financial goal is, you should, like, a hundred x that and then work towards that. Okay? But when we think about, like, how do we get that fire back or how do we get that? That's very simple. You set another goal, you set another place. But to do that and actually believe it, you have to acknowledge that you're really not anywhere yet. Okay? So, like, people like to say, well, I don't like to compare myself to anybody. Well, you should.

[Andy Frisella]

You have to.

[Chris]

You should. Okay, so admit to yourself that you're not really where you want to be. You're just in a middle phase where it's not as painful as it was. And if you refuse to continue to go, it's going to get painful again, okay, by default. And then decide where it is you really want to go. And don't just settle for what you have and go after it and that ambition and fire and drive will come back. Okay? Champion mentality. People set a new goal before the old goal is even reached. That is a big difference between people who get somewhere and then lose it and people who continuously win over the course of their life. People who get somewhere and then it fades out. They do exactly what this person's doing. They get to a point, they say, oh, I got it made, when they don't got it made. And then they stop working. Then they get out of the habits, they get out of the lifestyle. They start to get really comfortable. They get fat, they get lazy. And then by the time they realize they got to get going, they're so far out of the game, they've lost all the momentum. It's like starting over. So, you know, I think it's about being honest with yourself, dude. Like, real talk. I mean, I've seen a lot of people. I've seen a lot of people ruin their lives because they got to a point where they were better off than maybe, like, their parents or anybody they know in their family, and they stop. I've seen more people ruin their lives that way than people who just don't even try. Because, dude, what's worse than kind of staying where you are? Your whole life is getting better and then losing it, you know what I'm saying?

[Andy Frisella]

Fucking sucks.

[Chris]

Yeah.

[Andy Frisella]

I feel like the flip side, because it's funny because how you picked up on the language that he was using. Like, you know, you're not. You didn't describe himself as killing it. Right.

[Chris]

You're not killing it, but who the fuck are you? I don't know your name.

[Andy Frisella]

Right, that's right. That's right.

[Chris]

What do you say I make more

[Andy Frisella]

money than what that he ever had? Yeah.

[Chris]

You saw what.

[Andy Frisella]

Yeah, cool. Yeah, right?

[Chris]

You know what would have happened to me if I would have quit when I started making more money? I never. Like, my first year, I made real money. Quote, unquote, real money. I made 180 grand. You know where I would be if I would have quit then?

[Andy Frisella]

Killing it. Yeah, that's right. That's right. Well, I mean, I think there's links to what you're. What you're speaking on, and the fact that, like, you focus on the scoreboard, not the trophies, not what happened in the past. Goals that you. Listen, dude, you know what I'm saying?

[Chris]

That's a huge deal, okay? It does not matter. Your past victories do not matter. More people ruin their lives because they've done one or two things, and then they put their value in their identity, in those one or two wins. And then time keeps going and they don't keep going and it passes them by. It does not matter what you did yesterday. It does not matter what you did last year. It does not matter that you were the biggest deal ever five years ago or 10 years ago. What matters is, is what are you doing today? And if we're being honest, here's the reality. The life that you are living right now, and I'm talking to this dude, is built on the ambition and the hunger of that dude five years ago, right now. You are not that dude five years ago. You aren't even close. You're not even behaving. You're not taking any of the actions. You're not going hard. You're sitting with your feet up, disrespecting the effort of the old you. And you have to realize that if you continue where you are right now that that next 1,000 days, you're gonna lose everything you got, okay? Our lives that we live in today are the product of a past version of ourselves and the actions that that person took. We are living in a material reality that was created by the version of you that was three, four, five years ago, okay? If you're fat, you don't have to accept that you're fat. The reason you're fat is because that weak motherfucker that you used to be is what's created that outcome. And whatever you're taking actions today on is going to produce another result two, three years from now. What's that result going to be? Based upon the actions that you took today. And if we're being honest, your result is going to be fucking losing.

[Sal]

Do you also think that the problem lies with most people not being able to handle two sides perfectly? One of the sides is, oh, look how far I have come. Another side is how far I have to go. And most people kind of are weighing more on one side. Do you think that's also the problem?

[Chris]

Yeah, that's an awareness problem. You know, like. And there's pros and cons to both. Like, I err on the other side of this, okay? And you know this because you're one of the ones that reminds me of this, and you can vouch for this. Remember that meeting we had three weeks ago where I came in and I'm like, bro, I feel like a fucking failure, okay? And you're like, dude, what are you talking about? You did this, you did that, you did this. So I never remember the shit that I've done. And that's not bullshit I'm saying on the podcast. Is that true?

[Andy Frisella]

It's almost to a fault.

[Chris]

It is to a fault because it makes me very unhappy. Okay. Because I never acknowledge anything that I've done. I only care about what I did today and what I'm doing moving forward. And so that creates this feeling of I never accomplished anything. And people have a hard time when I say that I think I'm full of shit because they're like, holy shit, dude. What? Well, yeah, when I stop and I think about it, yeah, I've done a couple things, but I don't base my identity in that. I base my identity and what I'm doing moving forward. Okay? So I error more towards that way. Most people err more towards the other way, where it's like, okay, I won the high school football game. I was the valedictorian in my class. And they think that these. I built a business that did this or I did that, and they build their identity in that, which creates a scenario of stagnation where they're not improving to become the next version of themselves. And to answer your question, I think you need like, 80, 20. Okay, I'm 100% forward. I really am. Okay. And I'm gonna. I'm being real with you guys. It's not healthy. Okay? I'm 100% forward.

[Andy Frisella]

You're gonna have all people see it ain't healthy.

[Chris]

Yeah, but. But here's the thing. It keeps me young.

[Andy Frisella]

Yeah.

[Chris]

Okay. I'm the young. Yeah, dude, for real. Like, so there's benefits to it, there's pros to it.

[Andy Frisella]

But.

[Chris]

But when I'm frustrated and when I'm. When I'm in a bad get in a dark spot, it's always because I'm not having gratitude for where the fuck I. What I've done and where I've been. And I'm not seeing. I'm not seeing it in front of my face. I'm only seeing what hasn't happened yet. And so ideally, and this is something I'm trying to work on, let's keep it real with you guys. I don't have it all figured out. You know, What I'm trying to work on is to bring that 100% to maybe a 90% and give me 10% of like, okay, I can acknowledge that this and this and this is something that we did and was good, right? But I think most people are the inverse. You know, they have one or two good things, you know, like, they had a Big win or they did a big thing. And we see this a lot with pro athletes. Like, athletes will come out of. We see two scenarios coming out of pro sports, okay? There's only two. There's no middle. Either they create their entire identity on what they did in the past, and then they become basically a has been, and they don't really do anything. And then you see them, like when they're 60 years old, signing autographs at a baseball card show and nobody's really in line.

[Andy Frisella]

Right?

[Chris]

Or they come out and they're like, Peyton Manning, who becomes an entrepreneur. He takes his focus and his drive and his competitive nature, and he says, yeah, dude, I did that, but now I'm doing this. And he dedicates himself to that. That same thing that made him great over here. He's dedicating to this. And so, typically, out of pro sports, we're seeing two scenarios. They either lose real bad or they continue to win real big. And that comes from that balance that we're talking about. If you are looking at your life and you're consistently saying, this is what I did and I did this, or do you remember this or remember we did that? You're out of balance, okay? There's a time and a place to recognize those things. You might have some photographs or something. You walk by in your house, you say, oh, yeah, I remember that.

[Andy Frisella]

That's cool.

[Chris]

Right? But the focus has to be forward, okay? And so I think most people need to shift that 80% looking backwards to 80% looking forward. In my scenario, I need to do the opposite.

[Andy Frisella]

I love it, man.

[Chris]

Yeah, I think. I think that's a very important concept. Yeah. Because, you know, and this is not something I'm proud of, but, like, there's a lot of things that have happened in my life that were very good and very significant that I don't even remember. And like. Like, I have no memory of them because I'm so unfocused on the past. And that's not good. You know, like Chris and Sal and like, you. And you guys have to remind me of those things because, like, I really don't even fucking think of them. You know what I mean? And that creates a scenario which I think most super high drive, you know, I'm talking about, like, the. The. The 0.1% of the 1% they get in a scenario like that where they are just so focused on moving forward that, like, the past is completely irrelevant. And that's not good because you need to have memories and you need to acknowledge you Know the cool people and the cool things that happen and the events that came along the way. And, you know, that's. That's the. That's the crux I think of. Of being that kind of individual.

[Andy Frisella]

Yeah.

[Sal]

But as you said, there are pros to that, for sure. A lot of pros, because we as a team talk to more people than you do.

[Chris]

Yeah.

[Sal]

And especially one of the examples was Summer Smash when we were doing the live show.

[Chris]

Yeah.

[Sal]

Every single person that talked to any one of the team members was talking about how your content and your drive has helped them level up in life ways that they didn't even know. But it came. It came from you and your drive.

[Chris]

Yeah, well, I mean, that's the important part of having good people around you, you know? Like, I like everybody in this room, I fucking would take a bullet for, you know, and I think vice versa, so. But, yeah, man, we all got things to work on. That's what I have to work on, and you guys have to work on it on a different way. This guy here, ask. Dude, you're. You're living in the past, bro. Get the fuck out of there.

[Andy Frisella]

Cool trophies, dude.

[Chris]

Yeah, that'll fucking ruin you.

[Andy Frisella]

Yeah.

[Chris]

You know what I mean? At least looking forward won't completely ru you.

[Andy Frisella]

That's right. That's right. I love it, man. Guys, remember, if you want to submit these questions, guys. Click the links in the description right now. You can submit these. These questions to be answered. Let's get another one in. Cool. We got an audio submission. All right, let's check it out.

[Chris]

Hey, Mr. Frisella, my question for you is on how to properly set up a team. Would you first set your mission, vision, any standards that you have, and then see who on your current team is the right fit? Or would you try to get the right people on your team and then set the direction for where you want the team to go? Small backstory is I'm transitioning out of the military here in a couple months where we don't have complete control over who is on our team. We just motivate them and try to get them in the direction where we want to go. So in transitioning, I'm just trying to see how to properly set up a team once I'm in the corporate world. You don't want to go in the corporate world.

[Andy Frisella]

Yeah. Hold that.

[Chris]

Yeah. What were you gonna say?

[Andy Frisella]

It's like, what came first, man? The chicken or the egg?

[Chris]

It's. It's. Listen, I can understand why that would be confusing.

[Andy Frisella]

Yeah.

[Chris]

But it's really not. It's mission first always when you have a team. Like for example, okay, when I bought those six stores back in 2006, okay, we had two stores, we bought six, we closed two, we had six total at the end, right? I inherited a bunch of people that weren't my hires, okay? And I, I walked in, I said, this is what the fuck we're gonna do. And nobody believed it. In fact, there was two people that believed it. These guys were here for 20 fucking years. Okay? The, the rest of the team did not buy in, all right? But because I had those two that bought in when we brought new people in, those two that bought in would capture that third one, okay? So mission first, outcome first. This is what we're going to do. Vision casting. We're going to do this. We're going to do this. This is how we're going to do it. You're going to have a percentage of people that are going to be pumped, okay? And then you're going to make those people your people, okay? You're going to pull them in real close, you're going to communicate with them more, you're going to meet with them more. And then what's going to happen is a few of the other people will see that there's like a little club forming and they want to be a part of the club, okay? So they'll kind of adapt. Not always, but most of the time. And the rest of the people will wash out. And what will happen is as you start to bring in new people, you're going to intentionally put those people with the people who have bought in and keep them away from the people who are sort of bought out that are kind of bodies at that time. And over time you're going to continue to replace people. And then what's going to happen is the vision is going to become so clear and so strong and there's so much evidence that you're moving that direction that the team is automatically bought in. Okay? So it's always mission first, it's always outcome first. And the important thing is to tie into what they are going to gain from that outcome being achieved. And it's not just paying, okay? It's not just pay, it's it's mission. What are we going to do? We're going to do this. This is. And by the way, the bigger the mission, the more inspiration, okay? Nobody wants to work for a stonemason that says, hey, we're going to build a three foot wall and it's going to Be a thousand miles long. Nobody wants to do that. But you take the same guys who have the same skills and you say, hey, we're going to build the most beautiful cathedral that's ever existed. And people are going to come from a thousand miles, they're going to come from all over the earth to visit this because it's going to be so beautiful. That's a much bigger mission that inspires their best work.

[Andy Frisella]

Let's go stand for a thousand years.

[Chris]

Exactly. So. So to answer your question, you know, getting back away from this shit very simply. Mission first.

[Andy Frisella]

How much self reflection, I guess, goes into making sure you know what the fucking mission is before it gets communicated.

[Chris]

Well, you better know what the. You better know where you're leading your team before you go in and talk to them.

[Andy Frisella]

Yeah, don't even get on the boat yet.

[Chris]

Yeah, like, bro, what, what are you leading them towards? Yeah, like, are you, are you just telling them to punch numbers into a screen? That's. That's not, that's not real, dude. So, yeah, what is the mission? What are we trying to accomplish? You start with the outcome we're trying to get here. Then you build the map the best to your ability of how we're going to get here. Okay. Back in the early days when we, when we were starting first form, I. I had this diagram that I drew. And funny enough, it's pretty much exactly what happened. But I would draw the diagram and I said, okay, right now we have this, but we're going to create this and it's going to create that and it's going to create this. And this is where the careers are going to be. And those of you that buy in, this is where it's gonna be. And then we're gonna take. We're gonna go back and we're gonna take this part of the business that we're starting with and we're gonna scale that out. Okay? So I draw this diagram so that everybody could see it and I explain it. And dude, to be completely honest with you, I didn't know what the fuck I was doing. It was the best I knew at the time. Okay? But we made it happen. And we made it happen because people bought in. And along the way there were little pivots that happened. Okay, well, that's not going to work the way that we drew it up for the last three years. So let's pivot to this way. But we'll still get to where we're going and having a clear understanding of the outcome and a general understanding of how we're going to do it is extremely important. Before you ever even talk to your fucking team, you have to know that.

[Andy Frisella]

Yeah, last follow up on this too.

[Chris]

The guy, like, for example, like your. Fuck the security company, okay? Like you, you need before, you know, and I know we have a team already. Yeah, okay. But you need to know the outcome. Like, what the is this? What is the purpose of this?

[Andy Frisella]

Oh, yeah, right.

[Chris]

And it has to be communicated all the time. We're gonna do this and this is how we're gonna do it. And this is where the roles are going to be. And those of you that work in here, you're going to be these people. That's how every great organization is built. Every great leader. That's what they do. Nick Saban walks in the locker room when he was coaching and says, we're going to win the fucking national title and this is how we're going to do it. And he classrooms it out and everybody knows what they got to do. And the players either went in and they executed or they got cut. And that's no different than a professional organization of business. So it's. Yeah, bro. You have to know the vision and you have to have at least a rough idea of how it's going to get there. And you have to possess the ability to, to, to have the nuance along the way. This is getting into another question, but to have the nuance and understanding of if something's actually going to work or it's not going to work, is it. Is it hard or is it impossible? Right? Like, and, and a lot of people think that things that are hard are impossible. And that's the problem, right? So things get hard and then they'll switch to pivot too fast, but you're not giving it enough time to grow, bro. Like the, the analogy of the bamboo tree, okay? You plant the bamboo tree in the ground and for five years, nothing happens. That doesn't mean that nothing is happening. That means you can't see it happening, okay? And after five years, the thing grows 80ft in six weeks, okay? Same thing with farmers. If farmers went out and they planted their seeds in the field and they went out there the next day and they said nothing happened. And then they went out there the next day and they said nothing happened. They went out on the third day and said, I gotta plow the field and replant. Ground's up, you're gonna starve.

[Andy Frisella]

Right?

[Chris]

So you have to understand and have the ability to know the difference between something that's just Difficult now or impossible. And you've got to be able to pivot around those things, right?

[Andy Frisella]

Yeah. I was asking the question about, like, truly knowing the mission, I guess, for this question, you know, you talked about the people who, you know, you call them, like, buy out from it, right?

[Chris]

Mm.

[Andy Frisella]

How do you not take that personal? How do you not take somebody not buying into the vision? How do you not take that personal if it's clearly. You know what I'm saying? Like, how do you deal with that?

[Chris]

That's your ego, Okay? I don't think there's anything wrong with taking it personally. I fucking took it personally every time someone fucking left our company. The first five, the first 10 years of 99 to fucking probably 2012, 13, I fucking took it personal. You don't believe in me? Fuck you. Okay, that's useful. But you don't want to live like that because you got to understand that not everybody cares about your thing the way you care about your thing. Okay? Now, now you can help. The right people care a lot about your thing, and they will. They. They will. But there's going to be certain people that have other priorities and they want to live a different life, and they don't share the same dreams that you have. And you have to understand that's okay. And if you keep this mentality of them, what ends up happening is all the people that used to work for you hate you.

[Andy Frisella]

That's right.

[Chris]

Okay. Which is not good, because you spend all this time around these people. These are good people. These are people that you. You loved when they were there, and you should. Those are important people, and you want to keep those relationships positive, and those are. That's an important thing. And so that happened to me probably 2013, 14, where my. My intent went from just growing the business to developing them to be successful regardless of if they stayed or they went. And ironically, when that happened, we had more great people stay and we had more great people buy in, and we had people that wanted to be here. So, like, you know, yeah, dude, in the beginning, you're going to take things personal because it feels very personal, but you don't want to live your life with that kind of anger and that kind of bitterness because, like, dude, it'll burn you down later. So the faster that you can, like, understand that people have different priorities and they're going to live their own lives, and all you can do is lead them the best that you can lead them, and if they make a different choice, that's okay. The better your company is going to operate. And by the way, the more fun and more fulfillment you're going to have with yourself and your current team and the people who come and go, you know, 100%.

[Sal]

One question I had on this question. So you always talk about you have to give this big vision to your employees and where we are headed, like you do here, and then they see them, their role in that whole configuration, and they have to level up, and then everybody levels up. What happens if, for example, let's say this is a small barbershop, or let's say your situation of having one store and they do not really have a big mission, they just want to operate in that location very efficiently and they want the workers to do the best job.

[Chris]

That's okay.

[Sal]

What would you do in that situation? Because they don't really have a big vision.

[Chris]

Okay, so I'll use the example of a restaurant. Okay. There are going to be people inside an effective restaurant that serves a great product, that all they ever do is cook the french fries. That's all they ever do. And as long as they cook amazing fries, then they have a place in the company. You see what I'm saying? Okay, so.

[Andy Frisella]

So they're valuable. Yeah, absolutely.

[Chris]

Yeah.

[Sal]

When you're vision casting them, they, let's say the owner doesn't want to open a second location. So how would you conduct the meetings? Like, what's the vision you're giving to them?

[Chris]

Then that becomes. Okay. If we're at a position where, let's say I don't want to set the world on fire and I want to have one particular restaurant, then the meetings start to change focus about how to make sure that we continue to operate at the high standard, which is providing the best customer experience, making sure that we handle things this way, doing things, you know, Leaks. Exactly. No leaks in the bucket. Yep, exactly.

[Andy Frisella]

Okay, so to the point is like there is no just chill spot, you know, I'm saying, you know, everything has

[Chris]

to be done, everything will fall apart. Okay, yeah, everything will fall apart. If you get to a point, let's just say you are a single unit restaurateur and you don't meet with your team about the quality of the food, the quality of the service, the quality of the drinks, the speed at which they get seated, etc. Etc. Etc. The restaurant will fail. So you have to stay intense about the things that you do well.

[Sal]

Okay.

[Chris]

Ideally, if you open a restaurant, right, like our barbershop, I mean, you would want, you would want that to be in high demand.

[Sal]

That's true.

[Chris]

Because if it's in high demand, you could charge more money. You can make more profit. Like if you're a barbershop and you cut amazing hair, like we had the barbershop question last time, you know, you do an amazing cut, but you also do a, you know, a foam shave and a. And you offer them a drink, and you do all these things perfectly. What's going to happen is the word of mouth is going to spread so much that you end up having a line to come in the barbershop. And then the way that you regulate the line is instead of doing it for 30 bucks, you do it for 60. Some people won't do that, but you're. You'll have enough business backlog to where they're going to continue. They're going to pay that price, and you're going to make more money without being overwhelmed. And that's what great restaurants do, right? Like, the best restaurants, I mean, in our area, they're hard to get into because everybody wants to get into them. And guess what? They aren't. They aren't cheap, okay? And they make a lot of money. So, you know, when you're asking about that, that's how you got to look at that kind of thing.

[Andy Frisella]

Okay, well, guys, that was. We got better today. Yeah, we got better today, man. Guys. Andy, that is all I got.

[Chris]

All right, guys, well, we will see you tomorrow for CTI. Don't be a hoe share the show

[Andy Frisella]

whiff sleep on the floor now my

[Chris]

jury box froze a bow a stove

[Andy Frisella]

counted millions in a cold bad booted

[Chris]

swole got a on bank roll can't f just a no head shot case close.