Join Seth and Jay as they talk Inflation and quoting fees and the use/misuse of EOS and Traction in your office AND which is better – EOS or Vistage if you can only choose one to spend on?
Hello, hello. Welcome to another edition of The Law Firm Blueprint. I'm one of your hosts Jay Ruane and my man over there is Seth J. Price F Jehoshaphat. Price. I'm gonna come up with a different middle name.
It's so crazy. I never all my life I was J and the name is Jay White. I never we've been friends for like over a decade. Yeah, never pulled together. I don't I think at the initial I never think of my middle name that like we are bonded through a knee.
Well, yeah, but my name is James James. And I just go by the nickname John
Understood. I just the the irony though.
The irony of it. You know, there's all these seven degrees of connection, I guess, you know, that type of thing. But, Seth, I want to talk to you about something this week on the show. And it last week, I was reading about FedEx, right. And FedEx basically revoked their entire year's earnings guidance, their shares plummeted. They're closing like 90 stores laying off stopping flights, parking planes, in anticipation of this recession. And we I know, we talked last week about recession. So it seems that some of these big companies are talking more and more about it.
I don't want to be part of that fear mongering. So let's, let's get to the substance.
Let's get this. So here's what I want to say. So two weeks ago, I'm in Austin, and I need to get some paper printed for our booth at a DUI, DLA Texas criminal defense lawyers conference. And I go in and I get color copies two sided, and to get 150 pages color copy two sided, it cost me like, over $200. And I said, Oh my god, inflation is real, because I don't ever remember costing that much. I don't go to them often. But I've never seen it that much. And I'm starting to look, then I saw I came home, talk to my people. And I'm like, let's talk inflation because it's starting to I'm starting to see it more and more on the stuff that we use and our costs for staff have gone up our costs. That's the biggest one right supplies have gone up our costs for advertising have gone up and dramatically. And I'm thinking, are we raising our prices in line with that? Because it's going to impact net revenue at the end of the year, if we're still quoting fees, and our costs have gone up? So I want your opinion on that. How's that Zoo?
Look, I've been struggling been struggling with this. USDA yesterday. I'll talk about that in a minute. But that was one of my topics, which is line item number one is employee so before we get to that off site, travel business stuff is always shocking, right? They have you buy insurance, you want it or not great, no, who cares, right? So but for us entry level went from, you know, 30s into low 40s. To like 52 is not crazy for you know, for a college grad that just so all the sudden each of the employees are pushing too hard, and they need to because their costs have gone up and right. So and that's like that's our largest line item. Part of what the genius of Jay Wayne is, is that you kick my ass. We now went from you know, a couple people overseas I had between blue shark and price Bennewitz have over 100 people in Latin America wake up every day with a paycheck from us. You know when I talked about building a business doing that I'm like, You know what, I'm just gonna do it for myself. So part of it is whether it be Latin America whether it be Wichita, Kansas, finding talent where it is because if they're not coming to the freakin office, I want to figure out what is the most cost effective way to do it. I hate it. I hate the Shark Tank ethos Have you got the China if you got the China you're getting it for the loop? Like I don't want to take our economy but I also have a responsibility that if we don't keep the corporates of our employees, employees like we're offshoring the entire firm, but if we don't make sure that we can keep paying people who we love, trust and need on our team and get them the raises they need, they're gonna leave so that if I can't find something's gotta give So that's first thing second, you know, this was the the talk yesterday from John Knox, a zone we'll talk more in a moment. You know, get your expenses look at your top, you know, what are you spent, you know, your your top 20% of expenses outside of staff and marketing. He says take staff and marketing aside and what they are in, line them up and start you know, comparison shopping, if it's a vendor, seeing where you can squeeze figuring out what What's their, it's gonna get tough. Like, I mean, that's the other part, which is we see it, like, the only good thing may be at some point, hiring may be easier. Right? You know, if there's less competition, we I built the firm and you know, I scaled the firm away of 9, 10, even 11. Like, we would get people's resumes four or five times before we picked it out. And they were like, they needed us recently, as we saw, and I think the good and bad news is that people have options in a great way. But as an employer, you know, you've also indicated because of debt and other costs, we're not seeing people come out of law school in the numbers they were. And when they are, I don't know, if you've had this, I've had these conversations with people, I've lost people, because they have too much law school debt, and they have a sweet deal working for a government agency. And if they finish out their 10 years, their law school debt is gone. And I can't with a straight face, say the Delta I'm going to pay them is going to make them better. Right?
So this leads me to the next conversation on this topic. And it's how do you deal with setting fees in an inflationary market? Because like, I know, okay, my operation is a lot different from your operation, in that I have a sales lawyer, my sales lawyer, what we have done, and I'll put this out there for everybody is we have said, you know, this is a baseline, this is our baseline, you cannot go below this baseline for these types of cases. And then of course, if there's opportunity, if there's a value add or something like that, we can charge more if it's a different attorney, a specialized attorney, that type of thing. We can charge more to the clients because they're getting a different level of product. But you have a situation where your attorneys are quoting fees, and if the attorney is making X number of dollars, right. And they are comfortable quoting the fees that they're quoting all of the other expenses, like your support staff, and your marketing and all that stuff has gone up, but they're not quoting higher to afford that. So the delta for them if they charge, you know, if they charge 10,000, for a case that they should be charging 15,000. It's only like $1,000 Extra to them. But it's 4000 to you, which covers a lot of costs.
Now you're seeing why I'm concerned about inflation. So two things, first of all, wait for January to figure this out, he's gonna give me a memo go up 23% Because that's the sweet spot. But what I would say is, it's tough and I can also have a case study here because I have at least five rockstars each doing a million plus with themselves, their own business unit, or marathon lawyers, we have David Phillips in South Carolina is a freaking beast, these guys both through their acumen and marketing abilities. But as a marketing abilities, their ability to interact with clients are able to John, I believe hit a number that has kept up with inflation, their numbers, the average lawyer here does not have a seven figure gross on criminal plus, like that's these guys are jamming. I'm not worried they're your point is extremely well taken. What keeps me up at night is too strong a trombone I'm concerned about is that my formula works in that you're right. It doesn't cost them that much. But when they do, we have the same incentives, that if they don't raise their prices, and their salary stagnates, they're not making any more. The downside of this is okay, let's say they say you know what, I'm just not capable, which is partly the mantra, right markets not allowing you to do this. I say, Bs, you need to be better than that. And you need to be able to add value talking to a lot of people about this. What can you do that shows and brings value beyond the $3,500, which if you've been selling for seven, 810 years, so what I would say is the bigger fear, not only is the margin shrinking, and it's exactly right, because support staff is more everything else we're talking about is more surance, not everything. But we now have a lawyer whose salary is stagnating. And if there's opportunity in the market, my deal will be less valuable to date. It's been amazing. We just celebrated another to 10 year anniversary that the firm more and more we have people that are breaking that tenure barrier. It's just my formula has worked historically. The issue I believe, is if it doesn't work as well, and people are like, Okay, I'm still at 100,000 a year. Right? And they're like before that was fine that $100,000 A year as you just demonstrated on color photocopies whatever burgers are now breaking the $20 barrier personal pizzas are approaching 20 bucks. The world is insane, right? The fact that you could theoretically go to a matchbox hip, you know, pizza burger joint, our place and personal pizzas are $18 with tip and tax. You're over 20 bucks for a pizza. I don't do it. A family of four for pizza is now like 140 without drinking, I mean, stop it. It's real, it's real. But that said, My fear is that I no longer going to have that my opportunity won't be as rich. And that's why I'm sort of struggling because I want some of these guys to be able to wake up and say, You know what we do need to push, push the needle, and part of it is people are used to it. Now you're gonna have downward pricing pressure, but it's like we've always talked about I mean, way, way back when you and I first met, we met people, like a guy in LA won't talk games, who was like just charging crazy stupid, not money for DUI, in my opinion, they're just to pick numbers. He sold it, he had a great sale. I don't know how well it worked over time. But it was it seemed to be an impressive machine a decade ago. Right. But my my question here is, I'm not saying that doubling and tripling stuff. But how can you not be the rock bottom guy, and instead be Hey, I'm Billy. And the good news is, as we've always talked back and forth, Jr, attorney for a senior attorney, the senior people who started with us in that fourth eighth year, who are now 10 years of the firm, they do have the gravitas in some of their markets, they are the go to player for on a shortlist of a friend. And at that point, you can get a premium, you know, the struggle you probably had was no longer jiu jitsu and goes to court on your DUI. But seeing getting the old Bubba money, but you get good money if you showed your ass there. The question is, what are you getting for your staff for your salesperson? can you leverage that J ruin brand? And I think that that's if we can't differentiate ourselves. And we're selling the same widget, and there are recent graduates throwing and keeping pricing pressure down. You're right. There's a whole world of hurt coming.
Yeah, you know, it's funny. It's funny that you mentioned Bob his name. I actually saw him last week in Texas. He was at the conference. And it was good seeing him still out and about doing this thing. You know, we were talking a little bit about marketing and talking about some old cases, he had a great thing that I don't have it here on my desk. But he started doing some, I guess, some expungements that type stuff. And he had custom tight ends with his face on them. And I was like, Oh, that's great. I never thought...
He was so far ahead of his time and thought he just sent me a lovely note the other day. Apparently, I didn't even know this. An attorney in one of our jurisdictions was incapacitated, and their caseload that and one of our attorneys stepped up to sort of help that person wind down their practice. I even know about that's how random it was. But he had heard about it and sent me a nice note.
That's awesome. Okay, so next I want to talk about is your traction day, because this is something that I, I've read traction, I believe there's some good to it. But having been to a number of conferences where people talk about traction as if it is a Bible, and it is I, I see some value in it when you're an operation, maybe my size, maybe your size, but the majority of people that we interact with are not and I see people wait, let me finish let me finish. This is I see people who are at, you know, lawyer, paralegal part time staffer, and they're going to introduce traction into their firm, and they need to have an integrator, and then I'm thinking you should be spending that money on other things first.
Okay, I'm gonna, I'm gonna just disagree respectfully with JIRA. When I read, look, it's not a Bible. You know, me like I'm the last person you expected in that world. Right? Reading this is. And I we've had a Vern Harnish on who is the, you know, the professor of Gina Whitman, right. So I would argue, objectively, scaling up to me is much more intellectually satisfying. And a formula that I've I look at blue shark, we've fallen closer to that model. And that, not that when you take a pre traction of pre EOS tests we use are off the charts as teams as communication. And as feedback. It's doing a lot of things really well. And I kind of leave that to itself, but I'm gonna circle back to that a second. Price bento, it's no, it needed. Now, we're larger than many of our audience members. But I would say that, what it the first thing it forces you to do is an org chart and be disciplined about it, right, which a lot of people sort of are iffy on, right.
And if you're in if you're in a law firm blueprint, Facebook group, be sure to to look and do a search for how to build an org chart because we actually have a law firm blueprint guide to building an org chart, but go ahead.
No, no, no. And like, I love this, please feel free to jump in. So a second guest we had, we had we had Michael Gerber, who was awesome. And both on and a lot off screen. We had a discussion about how far you're eating nothing something right. And what I have liked about EOS and there are a lot of people in our group that want to be more entrepreneurial, although they're still holding on to litigation. sponsibility so that may not end for a while for them. But the integrator piece, and this is not like an integrator, like, Hey, I'm hiring a person for this one project. And they're not useful for you get an office manager, right? That's what it is right? For me. It's an ops director for summit COO, you're getting a person who's not you to do and that we've talked about over the years is an essential hire along the wealth.
I unbelievably so.
So if you if you if you stop thinking of it, or buying somebody to sprinkle fairy dust as part of this piece, it is a simple program. Is it the best? Maybe not. But it forces you to follow something again. And if you had the discipline to do it, and look, David Brenton a blue shark, I don't need it. Right. And there are pieces. He's right, he runs up Unbeliev now doesn't have the issues of a law firm, I think that you would be better off with it. But for us at the law firm with legacy issues, some interesting dynamics between personalities, this exercise of quarterly meetings with a weekly you know, quarterly day long meetings with a debt with a weekly one hour one and a half hour meeting has been a game changer for us. We were dysfunctional communication. I knew this before. The we just had John Knox Hazel flew in came back after the John Fisher mastermind, again, not ever is going to have you don't need not case. Right daughter showed up in this thing, amazing rising star, you just need to be forced to be in a room. It's like a trainer. Right? Do you need the celebrity trainer that is on the ABC show? No, you need somebody to get you to the gym that knows what to do. And if you bond with them, that's all that matters. And what his job when done, right? He's not telling us what to do. He's facilitating the conversation. And then my ops director and our head of finance, are sitting at lunch, figuring out the issue, because there's a personality issue between the between our in between our front desk for lack of their guard, administrative staff, and our financial staff could be in some place, just two people. But we realized there was an issue in management of one half of that equation that we need to tweak and things, things would happen. And I'm saying that again, there for me where I'm like, hey, I can go to another conference, I can take another networking lunch, I can go and do other business development activities. This has been the one thing for me, that has forced me to sit down and add structure to the running of the day to day, in a way that is not my sweet spot. It's not what I like we attempted with an internal F tard, who tried to run for us granted, he ended up like having the our HR guy had an HR issue with one of our interns, a good friend of the parents, our good friend of ours. But I digress. The point is we couldn't do it ourselves. And frankly, there needs to be an adult in the room to force you to be there like a trainer to go through what are difficult issues. But I could tell you after one day, we came out with more clarity. And if not like these rocks, our first set of rocks admittedly, were vague and not check off double as much. Whereas I believe that right now we know we need to make certain hires we need we know that we need to add certain software integrations, we have very finite things that if we do it, we will be more successful. As well as discussing longer term things like inflation, and hiring funnels, things we could talk I'd like to talk about next, which is Junior hires versus mid tier hires, given how hard the job market is, you know, you and I will talk in a second about that. But for me, I'm sorry to go off, I have found that forcing you to go and ELS starts like 3000 a month just to get a basic coach that much 3000 A meeting five times a year $15,000 by it, you know that's a hard one to find. But what I'm saying is if you can find somebody 15 or $20,000 that actually forces your firm to communicate and structure itself again, is it the best not telling you it is is it the Bible? Absolutely not. It is a one platform that seems to work for a lot of people.
And so this is for manager levels only you're not going down to employee levels because I think it's going to address the issue that we talked about with inflation is because you need your people on the ground quoting higher fees.
But that's a discussion you could have which is okay.
How do you get them there?
Is that how do you get no I mean again, it's that would be for them their fires and flames and I get it from HR issues with software but basically your gives you time to talk this out. And if you're sitting there and let's say hypothetically you I don't know you have your know your integrator there. You're there, the visionary and you have you may It sits several seats, it's smaller firms, you may have several seats until you hire beyond. But if that assuming for a second that you're ahead of intake, that intake Dragon, if you have that world or intake attorney is there, and you're like, Okay, what are those, and it gives you time outside the confines of a regular check in, it's a structured way to have that discussion, come to a conclusion. And the thing that Knoxville talked about was because he works with Mike Morris, right, you know, and he's like, we can't be hired the polar opposites and the job and we saw this is you sit there you argue you discuss with two or three of those moments yesterday, and come up with a resolution at the end of it. Nobody knows who's whose it is, it is the resolution going forward, whether you agree with it or not. John's like I do stuff at the firm like, I can't stand this is not for me, but I'm gonna go forward because we have decided collectively to do it. So it may be that somebody says Mark isn't ready for it, we can't get another dollar. If that's the decision, they're going to do it? Or you're going to say, hey, I want to go 15%, we'll see what happens. Give it a give it a quarter, or let me know, you know. And then once that decision is made, everybody moves forward with.
I just I don't know, I just I feel you know, I like the the concept of it. But quarterly meetings with my whole team, I just see, I see that being a waste of time, I'm having these conversations with them weekly, as the CEO, CEO duties.
This is but the idea that is it's the one time you take stock in all those things, because otherwise it keeps again, this isn't like I'm saying I I am saying it is valuable for us I is something that is simple, and simple can be good. In the sense that we lose things happen. I'll give you a great micro example of somebody who wasn't even at our POSB, we have this amazing new recruiter. And there was an issue where one of the one of the managers needed a particular position hired. And for whatever reason, they were there was part of the overseas hiring. They were trying to hire overseas lawyers, and they weren't finding anybody that was suited. The right answer was for her to go back to those people and say, Look, I'm looking for lawyers internationally, I'm not seeing what you want, we do have luck with non lawyers, do you want me to go there, instead, she waited for them to sort of exploit to what the hell I'm not getting any anybody. And they come to her and it got to change. So I think what these meetings do is give you an A, it's an opportunity, sort of like when we had the 55 Die, there's a certain amount of stuff that you can get talking to people, there's a certain amount of stuff that you get in those emails, there's a certain amount of stuff your weekly meetings take place, there's a certain amount of place where you sit down, you're like, Hey, I'm gonna go through all of this layout priorities and figure out what are those issues? It just it, that would be the closest analogy I have there things that the weekly meetings accomplish, and things that the quarterly meetings I think, have. And I will leave you with this on this topic, before we wrap up, the piece that was most noticeable, wasn't necessarily all of the action item takeaways. Although yesterday was a great day with lots of them, and everybody left, feeling much better. But the palpable difference in communication amongst this team, and the level of trust and communication was exponentially higher, maybe it was too low to begin with. But it really helps in building those the the communication lines within your team, not you know, is multifaceted, not just you each person, but as a team, I feel that we are humming as a team much, much better than before we started.
Yeah, like I mean, my firm, my C suite, right, my, you know, sales operations administration people. And me, we have a Slack channel, that's a private channel for the four of us. And we're constantly posting stuff back and forth. So we're communicating that way, especially since we're in different offices. And it's just easier to do that. But I mean, I guess I could see some value in it. I just don't want people rushing to do it, before they actually have the seats, you know, the second actually generate revenue filled.
And also spending the resources on it. But once you do have a C suite, right, again, if you don't have an office manager, it's very hard to do this. I say office manager, but you need that that person who then because strictly 80% of the action items are going back to that person, right? That delegates them out. They're not as like doing them all. But delegating them out. If that person is not there, then it's going back to the person in the firm and you're no better off. But the key is, I you know, I look I'm talking to Mr. systems here. And if you have Mr. Nan systems, but it's not my pleasure and joy, right. I need somebody to force me to do this. And this has done so. I would argue though, that if David Brenton who is you and doesn't wish to Who has a great culture, great operations, great systems that even this that he just gives process? And again, there's if you don't like it, there's nothing you know, it's also not a lifetime thing. It's people look at it as a two year run with an integrator, many people that just want it themselves. And the only question is, do you need a full day? You can't right now imagine what you talk about in a full day meeting, when I go, when I'm like, I can't imagine what we're gonna do. It was a full day, every minute spent 15 minutes or touchy feely at the beginning and end, but everything else was tackling real, real issues that the firm is facing.
Okay. I mean, it's, it's something worth considering I liked, I liked some of the takeaways from the book. And I think it's something that we should work on maybe, you know, maybe more structured to our C suite, talking is appropriate, something that I should definitely consider. But it's not necessarily something I'm going to run right towards, even though I do appreciate the value in the book, maybe it's maybe I'm in this weird space where I'm not scaling anymore, I'm really happy in the spot that I'm in. And my you know, and our operations seems to be working, and I'm bigger than, you know, a small shop. But you know, with 12 to 14 lawyers, depending on where we're at. And our revenues. I mean, our revenues are growing, if we were not having to add more staff, we're gonna get spot, you know.
I'll challenge you on this then. So if you really like we've known each other kazillion years, more than a decade, probably 15 years at this point, if you really wanted to step back, which is your every you go on this, that's what you wish, I believe this is your most likely path to having a stable environment where you're not constantly being sucked in. Yes, it includes a quarterly meeting. And yes, it includes a weekly meeting. But this is the best path as I see it. And I would argue, Look, I I watched the the John Knox Hazel John Fisher webinar for two days on this, I had we tried implementing it ourselves with the system with somebody in house. It wasn't until I got the personal trainer and grant that we went, we got the celebrity personal trainer, but I am convinced that his daughter who's brand new and a fraction of the price that anybody sitting there would force us to do this. It's almost like jumping off into the water. In a you know, on the lower dollar one. It's a $20,000 annual not let's use a real number, right $20,000 Nut four days of your life and weekly meaning you're already doing so you're already doing your weekly meeting, right? It's just a structure for them. So all you're really talking about is for quarterly meetings and a kickoff. And so what I would say is, you know, and it's, it's, I don't want to be like a cold person, like, Oh, my God isn't the only thing. But given what you have stated, which is you want to be, you know, the the visionary, and you really don't want to be in the weeds. This seems to be a another step in that direction, which, again, I looked at it this way, the reason I jumped off the cliff, the number of business friends outside of law with legitimate, you know, significant businesses running on this was so large, I'm like, I hate to be like if every else is doing okay, try it.
So. So let me ask you this, then. And we're going long, and I appreciate you bearing with me. So the cost for running ELS, you know, in following that model is about what the cost would be for something like Vistage, which is getting you out into into a group of other business people owners that type apples and oranges. I mean that okay, so then that question is, what do you do? Do you bet that one or the other?
It depends on where you are in your career? I mean, I know what you want. What do you mean? What is your need? Right? Your needs? You just said I'm again, I'm playing. I'm just reflecting what I hear from Jay Wayne, if your need was, I want to go and open three new product lines. I want to figure out what to do. Yeah, Vistage is great. Get your entrepreneurial juices flowing. That's awesome. Where can I invest what's you know, what's a great HR solution? You got your you got your house, you're trying to run your machine. So to me if I got $20,000 to go one way or the other, you know, to me looking at Jay Wayne as opposed to anybody else listening like this seems like a no brainer in the sense that you want to make a lifestyle this is going to give you a more stable lifestyle because right now you want to be on the tee ball field and baseball field and not worry about being called into a fire. This gives you more of a chance of executing on that in my opinion than a Vistage which is the bigger picture to build and grow and scale which is not what you have stated that you want not that both are valuable and take nothing away from Vistage i right now. I literally tried to sign up my travel schedule was heavy enough that I could I couldn't I couldn't find I couldn't get to the trail session, like, so I like I love Vistage. I love what you do. I love YPO, you're young enough, that's an amazing organization. But you're a DJ, you're exactly right, that I don't want to see a solo saying I need traction.
And that's and that's my thing is that, you know, you're not join Vistage, you can bring in an integrator and do the EOS system. And let me look at your books at the end of the year, and you made nothing and you paid all these different things for essentially treading water because you had no money left to invest in the actual business.
No, no look, this is but this is not a, you know, this is not 20 grand a month for or even it is you can do this cost effectively, I just don't think you could do it for free. I am again, you people more discipline than me. And if you have nothing for like $100 a month, you can have a software and run this thing yourself. But the key is the is the until you're at the point where you have a true office manager and a few people running things. That is what this brings together. And if you look at the org chart, and you don't have enough seats at the table, then I don't You're right, I think it may be premature. But what I'm saying again, looking at chamber weighing, if you are and again, it's ironic, because it is systems based, and I'm sitting here as non Mr. system, say, Hey, here's one that you might really like, in that, again, it is not the most by guesses. If you did this and went through it, you'd be like, hey, I want to change seven things. I'm sure it'd be better, I'm fine with the fact that it's adequate. And you run through it. And we've we've met Vern, Vern is at a different level than this. And if I could afford a Vern Harnish to come into my four quarters, I'm sure to have a better thing. But the fact that they follow this very fundamental basic, and allows you to get shipped on look at problems discuss them. That to me, I didn't have so for myself, and again, reflecting you want to not grow have lifestyle, that, you know, one year of doing this, you're gonna say this is great. And now I can just, I can literally be there for these meetings and keep things on track, which already doing. So that's the that's the other part. You're already doing your weekly meetings. It's just a formula for it. That's my conversation with David, Brett, you're doing most of this. The question is, are you you know, are you doing something between these in on a quarterly basis that is bigger, and this is just a this is a program that is fine, but happens to at least in our world by having a set of rules? Why do you think organized religion works? You know, it gives you a set of rules and makes you take a day off? We were talking before...
...that's why I say people treat it like it's the Bible says.
But that but you know what? You need to otherwise it won't work meaning a Bible and it is your Bible. It doesn't like Book of Mormon, you see the show?
No, I haven't.
You should take takes it. But there's a moment at the end. I don't have a spoiler alert. There's a moment where somebody's like to are all of these stories in the book and the Mormon book is no, that's my Mormon friends. But there's some pretty extreme stories in their book. Not that there aren't in the in the Bible. Exactly. But the point is, it's gives you a set of rules, it forces you to take a day off, whether it be Saturday or Sunday. If you didn't you keep working in drop dead. It's a set of rules. So is it a Bible? It's a Bible, the lowercase b not because it is all right. But if you have something to follow, better than nothing to follow, because, you know, those that like don't take any time off and up with, you know, hypertension, if it forces you I mean, like the Sabbath. If you literally do nothing for a day, that's probably better for your health, then what we do, which is run back and forth and carpool to youth sports all day.
You know, I've got I've got to be on the road. 7am on Sunday morning. You know, I am not a morning person. But we've got to travel baseball game an hour away starting it.
And you're just starting that world. So let's table our last discussion. I want to because we've gotten long today. Yeah, this is let's table I really want to talk you know, we you and I have debated Junior verse mid tier hires. And not that I'm reversing course. But I want to talk a little bit about the Ja Rule a model, which, you know, frankly, had always been going back to law schools and getting people out early versus I don't want to deal with the breakage and, and figuring out what people want to do.
Awesome. Alright folks, so that's gonna do it for us here this week on the Law Firm Blueprint. As always, you can follow along with the conversation, posting your questions below here in the show notes. But you can also check us out wherever podcasts are available by looking up the Law Firm Blueprint podcast and I would love a five star review from you. If you are listening to the podcast and you enjoy it. Seth, any final words.
I'm spared this is awesome.
This is a lot of Seth show is the session today, but that's okay. You sat me down.
It was the J It was the J show because like how can Mr. systems be like have a guy who's like I want to and if they really don't, but a guy who doesn't love systems. You like to put a put jar of a Bible, it's a system. There's so many...
I got to mix it up. You know, I'm, you know, I'm trying to I'm trying to mix it up for people. You know, I mean, at the end of the day, I posted something in the group last week, you can't scale chaos and you know, you need to, you need to be on top of things and make sure that you're not going forward with chaos and, and this may be the next thing now that I have my C suite I can I can delegate to them to like get this meeting in. And part of the thing is, I'm just tired of people, man. I was I had to cover something in court the other day, and I don't mind going to court. I don't love it, but I don't mind it but man, I got there at 830 and I didn't walk out until 1pm and I just was like this is a such a colossal waste of my time. I could be doing so much more but it is what it is. Alright folks, that's gonna do it for us today. Please join us every Thursday 3pm Eastern 12pm Pacific here on the Law Firm Blueprint bye for now.
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