Jay Ruane  00:07

Hello, hello. It’s Jay Ruane, and if you’re listening to this or watching this, I need you to do me a favor. We try to give as much information as we can out in the law firm blueprint, but if you’re listening to the podcast or watching on the show, please give us a five star review on the podcast or give us a comment down below. Ready to go. Seth, here we go, Jay. All right, hello. Hello. It’s Jay Ruan, and welcome to another edition of the law firm blueprint. I almost messed up our own name anyway. I’m Jay Ruane. He is Seth price, and we are here to talk all about running our law firms and how we get through the struggle day in and day out. Seth, how’s your week going? This week, I saw that you were traveling.

 

Seth Price  00:46

I was I was out at PIM con. Had a great time last week. We got, we got Clio con coming up, all sorts of cool stuff in the air. Cool, cool.

 

Jay Ruane  00:57

Well, I don’t travel, so I don’t, I don’t really have it, so if I just hang out

 

Seth Price  01:01

with my cool hat, doesn’t you know you need an extra seat. There’s a whole controversy as to whether or not you’d have to buy an extra seat for the hat.

 

Jay Ruane  01:08

I mean, I don’t know what the hat size is. I already wear a seven and, like, six eighths hat when I buy a hat, so I can only imagine what this hat actually would be. I’ll have to measure it up and report back. But anyway, I want to talk to you about something, because you know me, and you call me Mr. Systems. I love systems. Systems allow my ADH brain, ADHD brain, to actually function and scale my law firm. But I have been talking to members of my criminal mastermind over the last three months. We’ve been doing in sort of an accelerated program for a dozen of them, trying to sort of figure out what their problems are, get the solutions in place, so that by the end of the year they can enter 2026 really firing on all cylinders. And the one thing that has been a consistency among all the people that I’ve talked to, and then I went back to my notes, and I talked to look at people I’ve talked to over the years, both in in the criminal defense field, in other fields. And it seems to me that systems aren’t necessarily the problem. It’s delegating that is the problem for these lawyers. And there’s three problems when it comes to delegating. I want to talk to talk to you about them because I think it’s something that we can we can be honest about with our audience, about where we are when it comes to delegating.

 

Seth Price  02:30

Okay, I’ll push back for a second. I don’t think it’s an either or. I think it’s the intersection of the two. They’ve told me stories over the years where something didn’t go right, and we blame it on delegation. I know you want to talk about delegation today, but if there was a system actually in place. So there are two questions. One, is there a system? Second, is it being followed, right? Is it process issue? And so the question is, you know, academic systems are one thing, but are they trained? Are they bought into, and are they being used? And so if they’re not, they’re great. And you can, we can put them in a file somewhere, because we have all these beautiful J Rouen systems. But if we’re, if they’re not actually being used then. And so you know, the struggle that I know you want to talk about today is the letting go and delegating, which I know is a big issue for everybody in our audience, present company included, but I think that the question becomes, when you delegate and something doesn’t work, is it because you don’t have a system, or the system is not being followed?

 

Jay Ruane  03:36

So here’s what I have learned over the years, there’s really two main areas where lawyers get into problem with delegating. The first one is nobody can do it like I can. And you even get into things if you have a system for keeping a client up to date on what’s going on, what will happen is the lawyer will delegate to the paralegal create this letter, and then the paralegal puts it on the lawyer’s desk for the signature, and then the lawyer makes a million corrections, even though what was said was supposed to be said, but the lawyer would say a little differently. I mean, we’re not talking a major error. We’re talking I wouldn’t use it in the past tense. I would do it in the present tense, stuff like that. So lawyers have this sort of micromanaging nature, and I get it, our licenses are on the line and our reputations are on the line, and so we do that.

 

Speaker 1  04:25

But I have two thoughts before I forget, so I’m gonna throw them out to you. Remind me. One is content for websites. The second is basically AI answering services. So I’m gonna use those two is to talk about this. So to me, I see this from a BluShark point of view as well as a price balance point of view. You know, my law partner Dave loves freaking messing around with content. I got a buddy up in Michigan who works with BluShark Outside the PI space, and he he loves going over the stuff as you’re talking about. It’s not the way. I would have said it like it’s freaking web content. Don’t get disbarred. Get your keywords in there, get the page count to the right amount, and make sure that it’s showing up, because if it doesn’t show it doesn’t do you any good. And so it’s that mentality similar to you could have written that better. Was that going to make you $1 more, you know what? So, okay, you could have X number of clients with the perfect salutation, or you could have 3x the clients with an inferior salutation. What do you want for yourself? You could have a website with four pages of content, or you could have 4000 that’s not up to your exact liking. What do you want?

 

Jay Ruane  05:45

Well, I mean, the lawyer in me is like, I if it’s my name being attached to it, I want to look at every single page. I want to sound and that’s an ego. That’s the ego problem of being a lawyer like, you know, you, it’s it’s you. It’s not a widget. It’s you that’s serving the client. And so a lot of lawyers, I think, get in their own way. They get in their own way because they micromanage those types of things. Correct? I have tried to train myself, and I’m learning, and I’m trying to get better at it, at avoiding being the bottleneck in my office. And the other problem with delegation, that I see as a common refrain is it’s faster if I just do it myself. And I was the, you know, I was the, you’re the king of that at the beginning of this law of this podcast and show, I would just do the editing, because I could edit in 15 minutes. And I was just like, I’ll just do it myself. It’s faster if I do it myself. And then I got burned out from it.

 

Seth Price  06:39

And how many times we never hit air on time? It was, it was a cluster. I mean, it was, it’s self fulfilling. It started off fine, right? Wasn’t good at scale, right? And so

 

Jay Ruane  06:49

those are the two main problems. Nobody can do it like I can, and it’s faster if I do it myself. And that’s the problem with lawyers and delegating.

 

Speaker 1  06:56

So I’m going to go to the analogy. I’m going to take the second analogy, right? So the first one is, and I had this post on LinkedIn this week talking about when we first had Twitter, and I had some ftard marketing intern guy who said, who announced on Twitter, that price better be giving legal advice on the Twitter feed. The one thing you can’t do, he announces, suck. We can get this barred. You move on. You live and you do it, but it’s first. If you’re not willing to live with something that’s not imperfect, you’re like the moment you want to go beyond yourself, it’s not going to be Jay. But I think the interesting thing we’re seeing, I know you’ve dabbled with AI voice answering, which is getting better by the day, in my opinion, for frontline sales, not it’s so close, but I had a period of time in my office where phones weren’t being answered. And I’m guessing anybody listening to the podcast at some point, if they were honest and had real data, you had points when, points where there’s a hole in your bucket overnight answering service that picked up three minutes later. I had that at one point, a guy who was just in charge of my team that didn’t care and wasn’t getting the stuff before I had better checks and balances. And so when I look at an AI answering service or AI intake, let’s call it, right, but that’s the hot topic right now, I counted 12 different people pitching me on AI intake, right? Some claim to actually close the loop with retainers going out.

 

Jay Ruane  08:23

Well, yeah, because you’re not selling, that’s for pi,

 

Seth Price  08:27

correct? No, no, that’s

 

08:28

selling, but

 

Seth Price  08:30

it would be the same as criminal sifting it out, right? Meaning you’re still the first person you’re speaking to, and there’s negatives, right? We know that there are negatives, and that some people are going to be annoyed, some people are going to like it. What have you, at least, depending on the level that you have. But that what so one sense you’re dealing with, how many people say? How many cases did you lose in the PF, you missed that big truck case because you had this but the question that nobody’s asking the other way, very similar to self driving cars is how many people are you missing because you your answering service never picked up? Your person was out to lunch and it went to voicemail. I had a group the other BluShark telling you they were calls are going to effing voicemail when they don’t pick up in the office. And I’m like, it’s blowing my mind. So you know, just like I would put the analogy another next level analogy is the Tesla when it had self driving cars. It’s clear that they can do that, but that one out of X number of cars will have accidents, some of them serious. How many cars that aren’t self driving Waymo for the first time the other night in Phoenix. It was the most amazing experience. I felt safer the way it was driving really, 60% of the Uber drivers I get driving through DC, there’s

 

Jay Ruane  09:48

no that’s funny, because you don’t tip enough, so you only get the lowest rate of drivers.

 

Seth Price  09:52

You know, I pay enough to the credit card. They give me the 5o despite that. But I’m not a big tipper like Jay. But. The idea that they’re going to be accidents. But how many accidents are there with human error versus the one I’m making this up, but let’s say one out of, you know, 10,000 rides you take with a drop with human driver has an accident, but it’s one out of 50,000 with, with with autonomous driving, your odds are better. But that one is going to be salacious. You know, if you lose one case with AI answering, this is bringing it back to we’re coming land the plane back to Jay if you lose that one case, great. What you don’t have is, how many did you lose? Because your answering service that you never Secret Shop is not up to par. Brings it back to delegating. How much are you going to lose when that person’s salutation isn’t as good, versus how many more clients can’t you serve because you want the perfect salutation? Yeah.

 

Jay Ruane  10:56

And, I mean, I think, you know, I think part of the problem is, is that, you know, as lawyers, we are trained to look at the minutia, but in delegating, you almost have to let people go and and be prepared for some mediocrity, right? Like, like, I mean, if you have the systems for them to follow, there shouldn’t be the mediocrity, I think so. So we’ve got, like, a, you know, you put the cart before the horse. Do you build the systems first? Do you have someone to delegate to first? And how much look

 

Seth Price  11:27

for those of you who’ve been longtime listeners, you remember we had Michael Gerber on during covid, and Jay and Michael almost got into fisticuffs through zoom, both held up in our in our because Gerber’s concept was everything that needs to be, you know, everything must be E Myth. It’s his book, it’s his life, it’s his livelihood. And Jay’s like, No, you’re paying for the intellect and the truth, like most things in life, is somewhere in between. But though you know, the question is, and I always ask this, what is reasonable? My partner calls it McDonald’s, what’s a reasonable, what can reasonably be mcdonaldized and at scale, I know of trainers that sit there. They create processes, they train, they do this. But for most people, and for me along the way, when you don’t have that, you can have all the systems that Jay wants in the world, but unless they’re adopted and followed and used and used, just like software. How many of us have software? You know, I remember way back in the day we got trial works, and I was horrified, because we trained everybody day one and two years later, X number of employees had churned new employees nobody knew had ever been trained like meaning, it was just shocking where we were at, you know, 1215, years, or whatever it was. And so I’m sitting there sort of like figuring out, how do you put the stuff in place and not just stop the business of your firm, but put the resources there to create it so that you do feel because if the systems are there and they’re being followed, you have a better shot at being willing to delegate, or you’re like me, or you’re a quick start, and just don’t care. But the J ruwayne Sort of I care, it is a balance, isn’t it, right?

 

Jay Ruane  13:12

Well, it is a balance. But then here’s the here’s the question that I have for you. Then you know, knowing who you are and using your mantra of you’re going to do the stuff that you love to do and avoid the stuff that you don’t love to do. I don’t know a singer, lawyer who loves I mean, I use them. I don’t love sitting around and creating systems. I don’t love sitting around and creating training programs.

 

Seth Price  13:37

Now, dude, you don’t do meth. You You’re not like a gambling addict. It’s your thing.

 

Jay Ruane  13:43

I have some vices, but anyway, you know, my vices are buying tickets. I I have, I have a hook, a line on MSG, club tickets, and I would like to sit there for the biggest tournament

 

Seth Price  13:56

I may need Nick’s, the Friday of thanksgiving for

 

Jay Ruane  14:01

Okay, let me, let me see my guys, see what I can do. But anyway, getting back to the delegation thing, I think part of the problem is, is that, as smaller law firms start to grow, I think the whole delegating thing needs to, you know, needs to take forefront. You need to decide, as an owner, what are you comfortable in delegating and who are you going to delegate it to? It’s very easy for us as lawyers to delegate, you know, filing something at the courthouse with a paralegal and that that’s their responsibility in getting that done, but there’s a lot of the business operations stuff that some lawyers still try to do when really they should be delegating that to an integrator who is getting that stuff done. To use that term from the traction community,

 

Seth Price  14:48

it’s the non look the longer that I do this. And I love, love, love, the mastermind experience with John Fisher next one, February in in Port. Rico, it looks like numbers are freaking awesome. People are showing, I hope you block it and do it and make it a vacation. But the thing that I see there, because, as you know, there’s a bunch of us that are sort of playing at an elite level, and a bunch of us are, you know, sometimes you’re giving back. But the thing that I see that everybody from half a million to 3 million and beyond, but that that is where that is that people are struggling with the non lawyer, professional. Call it what you want, office manager, you know,

 

Speaker 2  15:30

operating administrators, Director of Operations, right? It’s

 

Seth Price  15:34

current, right? All the way up to COO, COO. Most people don’t actually get to because it’s quarter million to $300,000

 

Speaker 1  15:41

but whatever that play is, when I look at price benoits And people say, hey, what was the, what was the, the the gasoline, besides marketing, it was putting that person in place, Brian Benavides, our, our admin, head of intake, you know, eventually ops, we can call it a COO, But he didn’t have that pedigree, but he did it, and having that person where you know that, whether it’s a lease issue, an employee issue, that everything can stop with somebody other than you, that’s when you actually have a fighting chance to scale.

 

Jay Ruane  16:16

So how soon then, let me ask you this. Then, how soon then do you try to bring somebody into that role? Is it your, you know, you’ve got a paralegal, you’ve got somebody on intake. Is that your fourth hire? You know, say you’re a lawyer with a paralegal, you hire somebody to do your intakes, and then, is it your? Is your fourth hire? The Director of operation?

 

Seth Price  16:40

Answer, because it depends. It depends. No, no, but I would there are a bunch of factors. I’ll give you one major one for me and Dave Benowitz, we started with two principles. You can wait a lot longer with two. Not that we I’m sure we waited too long. We absolutely did. But when you’re a so if you want to stay as a sole entrepreneur, which is awesome. You’re not splitting with anybody. There are no disagreements. A lot of benefits. That is where I’ll spend your money for you, which is as soon as you can afford. And then push a little bit. I mean, we always talk about hiring. Don’t look at the year salary. Look at it in quarters, six months, if you have to, and what it’s going to do. But you’re not splitting your baby with somebody. You need somebody to be your and it’s a fuck ton cheaper to get somebody for a buck 20, Buck 10, if you have to, that’s sitting there and giving half your profits to somebody else. If that allows you to do it without bringing a partner in. That’s the best deal ever. I pay a lot more than that, splitting with somebody at

 

Jay Ruane  17:41

the house. Yeah, that’s a really good point. You know, if you have somebody that you as long as they’re a get it done person, and I think, you know, it’s challenging to find that right person, and you could go through a lot of ugly ducklings before you get to that right person, you know, but it’s, but I think you need to start thinking delegation even before you’re ready to delegate like every

 

Seth Price  18:06

higher because, and when I see it, it is the consistent number one issue, you know, putting marketing aside for a second. Because that’s, you know, a whole other piece, which talk about for days. But the number one thing struggle facing firms is doing that and figuring out what’s right. I’ve made every mistake in that motorcycle.

 

Speaker 1  18:28

We hired a guy who was a legal professional. He had worked at big law firms. It was, it was a bad culture fit. We weren’t thinking in those terms. It was, it was thinking big law, not the scrapping. There’s a mindset that you and I have, you’re less cheap than I am, but the idea that I want money spent as myself, you know, and it’s a struggle. We we really, really struggle with that, and that it’s tough. And now, look, we have a multi, you know, multi eight figure revenue stream. But it still kills me. We had somebody throw a party the other night that was supposed to be, you know, a 2500 $3,000 affair, and I got an $8,000 barbell. It was great night. But the the idea is, there, you know, but I intellectually, let’s say it’s a four or $5,000 delta over what it should have been, you know, is that is part of letting go. That is part of, you know, I hope to have my cake and eat it too, and hope that I, I’ll settle for, you know, 75 cents on the dollar. You know, for that, but that, if you, you know, if I did it myself, it would have been $3,500

 

Seth Price  19:37

I didn’t do it myself. They didn’t check a wristbands that were checked or not checked on an uncapped bar. And those are, those are the things in life that you know, but we had the best event we’ve had in the last two years. And

 

Jay Ruane  19:52

people, let me, let me ask you this, then, is there $1 amount as a business owner, you. That you say, if it’s this or under, I’m not even thinking about it. I’m not even worried about it. And this will change. I mean, when I was a young lawyer, if it was 100 bucks or under, I wouldn’t worry about it. My number has changed. I’m wondering if, if Price Benowitz or you have a number in that respect where you’re just like, it’s not worth the time for me to worry about it at this number anymore.

 

Seth Price  20:24

You know, I don’t have that. It’s a great question. I know that Jay with systems will have that I

 

Jay Ruane  20:31

am 2500 2500 at my at my revenue rate, and my staff. I know that if they spend up to $2,500 more than whatever it was I was expecting to spend, I’m not gonna cry over it, because I can’t if I wanted to cry over things that would still be way down on the list of things I’d cry over. So I’m just gonna

 

Seth Price  20:57

that’s a really good number from a big picture, gross number. I like to think it’s five grand. But, you know, I think the 2500 Delta meaning,

 

Jay Ruane  21:07

so, if I was taking people, there was

 

Seth Price  21:10

another event that we did something else. Those are the ones that drive me crazy. You know, look, but I’ll tell you, I this is going into the weeds. We had a farewell party for seven people, and there was like $500 worth of chicken wings out on a table. I mean, shocking stuff. I see, you know, somebody had a birthday, and instead of buying one cake, they bought two, because they thought they were going to be all these people. They were post covid world. There’s no like, you know, you’re buying multiple bundt cakes from the Bundt cake place. They’re delicious. But so yes, I try not to sweat the small stuff of the extra $70 Bundt cake that’s sitting there unnecessarily. But it look that that is another but it’s actually in the continuum of letting go. Because, right, you know, and I do, I sit there. I’m not happy about it. I when I see it, I say, but if it’s out of sight, out of mind. How much stuff don’t I see? You know, you try to put systems. You talk about end of year, credit card bills, you know, every once in a while. So, you know, cell phone bills, and, you know, copier leases, all of that stuff. Oh, I so,

 

Jay Ruane  22:18

I mean the delegation thing, when it comes to you’re basically trusting other people to spend your money.

 

Seth Price  22:25

So I go a little controversial here, not controversial, but I’m going into the real world. We had a contract that we were interested in signing on the tech side, and my tech guy interviewed a group, and it was brought by somebody that I knew, and they brought their group in, or the one that they were representing, and in doing so, it did not go well. A number of things were said that were either not true, misleading or not what we wanted. And you know, group that, you know one of those ones, they didn’t know who you were. Every time they came. They didn’t really understand your what you were doing. And my delegating person, the person my director said, You know what? This doesn’t air a firm of core values. I don’t want to, you know, I don’t want to deal with them. And I got a very angry follow up with the relate, when I say relationship, somebody a new, new business friend. And that’s sort of the other sort of Ghost of Christmas Future for many of our listeners here, where, as you do that, there’s positives as you’re talking about, sort of the negative about being tough letting go, there are areas I have let go, but knowing that, I don’t say it’s a cost, but you support that person. Is it possible, if you or I were there, we could have reset how that went down and figured out a way to work with them. But if I’m going to empower this person and say, you’re empowered to bring the people that you you want, I’m going to bring them opportunities, but I have to trust and not put a thumb on the scale if they’re seeing stuff that doesn’t hit their sensibility, I’m dancing with them. And we’ve seen that, because there are times when that happens, you find out a year later. You know what? My guy wasn’t, right? I feel pretty confident at this point in time that with my directors, they are making decisions where they get it, and I support them. But it’s an interesting going back to the J rowing concept of letting go. It’s the other side of letting go that there can be damage, not look, I think in the end, you probably made the right move, based on everything that we saw during this situation. But it is sort of like the once you finally start to delegate, there are other issues that come up with it.

 

Jay Ruane  24:37

Yeah, it’s a challenge, I mean, and this is why, you know, I spent some time this weekend. It’ll be out soon. I wrote a whole book about the lawyers and delegating and getting out of their own way. So I’ll do some shameless self promotion of that. I know I have a copy to you so that you can give me a quote for the back cover, but it’s, I think, you know, you can have all the systems in the world, but if you don’t delegate a pro. Appropriately and delegate responsibly. It’s not going to help him. Because,

 

Seth Price  25:04

are you cutting? Are you allowing it to happen at all? Right? Because, yeah, academically, you’re saying, hey, somebody could buy your set of systems, but yeah, but then they don’t, if the mindset doesn’t change. But I think, like most things, I would say, it depends, but it’s doing it smart. It’s knowing where you do want to do it, and especially when you start when you’re less further along this curve. It’s figuring out a what you like and what you’re good at, what’s the true intersection, and what are the areas that have less downside. Bar license be a little tighter. The salutation be a little looser. You know the Chad Dudley concept of at any one time somebody’s screwing something up, and I’m okay with it, you’re not happy about it, but no, no, you wouldn’t be able to service people the same way. Right? When you when you go to sleep, you’re done, I have people answering the phone. Are they going to screw something up? Yeah, something’s not going to be right. But you know what? We’re training them. We’re listening to recorded calls. We’re putting stuff in place as best we can, and piece by piece. And I think that there’s a certain amount, let me ask them, sort of may land the plane with this that is there a certain amount of burying your head in the sand that’s needed at all in order to make that leap. Because if with perfect, perfect knowledge, it’s really tough to do that and that at some level, are you? Are you sort of making that leap to be able to say, I’m okay, that is not going to be done as well as just me, but for Jay to get you, you would price yourself out of the world if you touched everything, and have a very limited number of people you touched right? I mean,

 

Jay Ruane  26:49

and that at the end of the day, I think you need to be sort of like a unrepentant optimist as a business owner, that things are going to be better. My people are going to do it right, and anything that comes up, we’re going to solve because if you were a pessimist in this in this business, you’d be out of this business. You can’t do it unless you’re an optimist. You know, I have, it’s funny, I don’t do it myself, but I have some good friends that are, for lack of a better term, degenerate gamblers. They are the most optimistic people that you’ll ever meet, because the over is going to cover the lines. I mean, it’s just, it’s unbelievable. They’re going to bet the grand salami. And then that night, you know, there’s going to be, you know, 43 goals in every hockey game. And they and the over, under on, it was, was 20. And they always go the over there, unrepentant optimist. And I think to some extent, you got to have that in this business, as well as a law firm owner, you got to believe that next lead is going to sign, you’re going to get a good fee. Case is going to work out timely. Everyone’s going to make money, everyone’s going to be happy. You got to have that otherwise, boy, this is a pretty miserable job to have, huh?

 

Seth Price  27:59

And I’ll conclude the story. It was from my rehearsal dinner, which was like a two hour roast, one of the best nights in my life. And good friend of mine from her childhood sort of summed it up. It’s like we were the law firm was starting at some real estate that was going sideways in those in those early years. And she’s like, you know, you wake up, these people are trying to screw you, trying to do this, to try to do that, and you got to wake up and start all over the next day. And that, you know, I think that that may be at the core, that the number of things I had, a lawyer, you know, one of, one of our 50 lawyers, you know, gave notice. Had, you know, have you ever have somebody give notice, and they’ve already, in their mind, burned the boat, the ship is over. And, you know, our goal right now was to the jurisdiction. We don’t have a backup in. We just care about the clients being taken care of. And this is somebody taking a new job in two weeks, and it’s scary. And yeah, the person’s upset. We’re trying to follow best practices. They’re not buying in. And you know our attitude is, and I’m sure yours is, here’s, you know, whatever in doubt. You’re not going to say, I did this many hours now, go find your lawyers. Like, here’s all your money back. Go find yourself a new lawyer. Meaning you never want to be like, Oh yeah, I researched your stuff. But you know, just like, if you, you know you when your contractor quits, you got to start from scratch. You’re not getting any credit for the framing the first guy did. And so, you know, it’s these things you’re just like this guy who I like so much, did such good stuff for so long. At some point he was like, You know what? They’re asking me to play within the system? I’m done. These guys are no good because they want me to play within the system, and you just got to get up the next day. And you know what I got? I got an interview on Friday with an amazing person, a Dane Phillips. Like, for those of Friends of the show know that Dane is a guy that I met through being on a podcast, who’s now seven years with us in South Carolina. But like, you know what? This one’s not, right? We’re gonna get it right now.

 

Jay Ruane  29:57

Cool. Well, it sounds like a. But I just wanted to talk a little bit about delegation, because I think it’s so important talking about delegation. No, I think, I think we’ll talk a little bit more, but folks, that’s going to do it for us today. Thank you for being with us. If you heard at the top of the show Seth was talking a little bit about my tip inspiration, I have Vinnie Antonelli was my mentor when it came to tips. If you know where that reference comes from, please leave it in the comments. Let me know that you believe in the same tipping philosophy of Vinnie Antonelli, or if you disagree with vinnie’s approach to tipping, okay,

 

Seth Price  30:36

we’ve gone too long, but I’m gonna still so I between you and Mario, who’s like, carry cash, I try to bring the Venmo out. The problem is, not everybody does Venmo, but you carry cash.

 

Speaker 1  30:47

I historically have not. I don’t like to. I have a G note on me at all times. I know, I know that’s why we’re different people. I have now started to move in that direction. And I get it. And I, you know, I the hotel. I just had the nicest hotel room in recent memory in Arizona. I, you know, me, I’ve always known that the cleaning people that was what pushed me back, because it’s the least, the person who needs it the most. You don’t see them, right? There’s nobody glad you’re not getting anything better because of it. You just do it because it’s the right thing to do. Absolutely get it. And I’m pushing myself trying to channel my J row Wayne, I’ve always been the efficiency guy. The cash is not efficient, but it is part of that interpersonal back and forth.

 

Jay Ruane  31:32

Geez, I walk around sometimes and just give away 50s or hundreds, just for that hell I know just different. It’s but it gets me indoors that I wouldn’t otherwise get in and and people are always happy to see me. So, you know, it’s, it’s, you know, I feel like, I feel like, Jimmy. Okay, here’s another movie reference. I feel like Jimmy Conway showing up the first time Henry Hill sees him at Goodfellas, where he’s going around putting the bills in everybody’s chest pocket. That’s me. But reference, yeah. I’ll give you another reference, Vito Vinnie Antonelli. That’s, that’s my inspiration when it comes to tips. And so let me know if you know who the Vinny is and where he comes from, I’ll certainly, I’ll certainly give, give credit where credit is due. Awesome folks, that’s going to do it for us this week here on the law firm blueprint. Of course, you can take us anywhere you want to go, and be sure to give me that five star review. Star review in the podcast when you’re doing it. We only got like, 16 reviews, but I know we got a lot more. We got 1000s of people listening to the show. So we want to get that review count up so we can make those best of lists, folks. Otherwise, you can catch us live 3pm Eastern, 12pm Pacific, live on LinkedIn and live in our Facebook group called the Law Firm blueprint. I am J ruin. He is Seth. Price for the law firm blueprint, thank you for being with us. Bye for now.