Transcript for ""We've Always Done It This Way" The Hidden Cost of Status Quo in Mid-Market Law Firms": Hi, everyone. Good afternoon, and welcome to our webinar. One of first of all, I want to make sure that you all can hear me. So if someone could just pop in the q and a a yes or a thumbs up or something to let us know that we are being heard, that would be amazing. Great. Thank you so much, Sarah and Tammy. And we are on a brand new platform today. This is our first event on this platform, so hopefully, we have the kinks worked out. But in any event, if we don't and there are any little glitches, we want to just thank you for your patience in advance. But I think we've we've got it we've got it here. So I am Beth Thompson. I'm the VP of market strategy and legal evangelism here at Actionstep, and I have been in the legal space for over thirty years. So you can imagine that I have heard we've always done it this way just a few times over the years. In fact, many years ago, I myself worked in a law firm and used those words myself, I'm sure, multiple times. But I I first remember hearing this often when I was a trainer, and I would go into law firms, I would be training them on software, and, you know, we would inevitably have, you know, a q and a, and I would ask questions. Well, okay. Well, tell me, you know, why do you do it this way? And that was an answer that I got very often. This isn't something that is new to law firms, though, and it's not something that's exclusive to law firms. Every business and every individual, I think, at some point in time, has something that they do that they learn from someone else, and it's just the way we've always done it, so they just carry on. Right? It's the status quo. And so today, we're really going to be talking about, what that could be costing your law firm. So just a couple of housekeeping items. You guys have already figured out how to use the Q and A, so that's amazing. So any questions or comments, you can pop in to the Q and A. I am going to leave some time at the very end to address any of those, and at some point in the presentation, I'm actually gonna ask, a little favor of at least one of you. So we'll get to that here here shortly. So we're gonna spend the next forty five minutes talking about, really why this status quo is costing your firm money, and what can you do about it, and where do you even start? So let's go ahead and dive in, and let's, first of all, look at what are we gonna cover today. So I call this the invisible tax, and it's really because you don't even realize the money that you're losing. It's just happening over and over again. And you probably don't even know what that number could actually be building up to. And so we're gonna look at some real dollars and cents. We're going to talk about why inertia, and what the heck is that word, why it persists, and really understand, the the reasons behind it. What's happening in law firms today, and what does good actually look like? What is the benefit to the firms that have figured this out and that are making these changes to process in particular versus those firms that aren't, and, really, what's that impact to them? And then finally, we're going to talk about where do you even start? And I'm gonna give you, hopefully, some really good practical tips and some questions that you can ask yourself and ask folks within your firm so that you can go back and make some really good concrete changes. And so let's go ahead and dive in. So first of all, the definition of invisible tax is the cost of doing things the old way that never really show up on a budget, and they never stop accruing. Right? And it it's and why is it so hard to spot the invisible tax? It is, you know, the it's the things that you're doing that you don't even recognize that maybe aren't necessarily the most efficient way. It's just the way you've always done it. You don't even see it. You're just kinda rocking and rolling and you're going with the flow, and you're so busy focusing on things that you can see or the things that folks in your law firm are actually screaming the loudest about. Like, those are the things that you're focusing on. The things that you think are just working in the background, you're not really paying attention to. But it can show up in a variety of places, and some of those areas we've got shown here. So we'll just walk through some of these that that we wanted to pull out. You know, obviously, there are the some examples are like the manual billing workaround that maybe someone has been doing for years and it just keeps perpetuating. Maybe it's a paralegal, maybe it's a legal assistant, maybe it's a billing manager, maybe it's a lawyer. It could surface anywhere. This can impact and paralegals, as an example, you know, you may have a firm with, you know, one paralegal supporting way too many lawyers. And, really and that could be, you know, he or she is maxed out and doing things that are familiar, but then aren't necessarily the the things that are are going to make the biggest impact to be the most efficient. Right? And so that's one of the areas. You know, an intake process, for example, that lives in someone's email inbox. And I think, you know, this one is relevant for just about all of us. Everybody has different ways that they're intaking new clients and, you know, really evaluating whether or not this process is being done in the most efficient way is really important. You know, the matter management system that you've had since, you know, 2014 that nobody wants to address because, quite frankly, there are other pressing things that are happening, and this is just, you know, hey. It's working okay. Let's just leave it alone. None of these things alone probably sound like a big deal. But when you start adding up lots of different things that are happening within the firm, then they do become a big deal and they do carry a price. And it's just, you know, be because it's distributed across time and people and oftentimes it's kind of an invisible friction, it doesn't get addressed. And so you're just really bleeding money. You're losing money, you're bleeding money, however you wanna describe it. It's not something that shows up on the books because it's not something anybody's tracking. You know, lawyer hours get absorbed by administrative tasks and things that that's taking them too long, that are taking them away from billable work. You've got paralegals compensating for systems that aren't talking to each other. You certainly probably have partners that are making decisions that, without any real visibility as to what's truly happening in the firm, just kinda going on gut. Clients are getting a fragmented experience and quietly deciding whether they wanna bring you their next matter. You do have employees leaving because it's just too hard to get work done. None of these things are showing up on your p and l or your reporting, but all of these things are compounding. Because I think this is so important and really where you all are gonna benefit practically from this session, I wanted to take a deeper dive and share with you some more examples of manual habits that are costing your offer. And I promise you, you are going to recognize some of them. And so what I've done is I've broken them down into eight basic categories, and I'm just gonna share with you some examples that I've seen over the years in law firms that I've worked with or that I worked for, quite frankly. And some of these you may have made improvements on. Maybe you now have technology that has improved some of these processes, but I guarantee you some of these are gonna resonate with you. And these are some of the things that you're gonna wanna look at later and figure out, is there a better way? That doesn't mean that you're gonna necessarily throw technology at the challenge. It could mean that, but it certainly means you need to flag this as something that you can improve upon, and that is going to help you be more profitable and make the time that folks are spending, whether it's timekeepers or non billable resources as well because, you know, their time is just as valuable. It's just seen in a different way. So let's talk about some more examples that are probably costing you money. And I know you're gonna recognize some of these. So document and file management. Manually naming and renaming and saving documents outside of a document management system or a practice management system. Maybe you've got shared drives. Maybe you don't even have shared drives at this point. Who knows? But you're not leveraging some of the capabilities that you could be using that would allow you to certainly streamline that process through auto profiling and and metadata and things like that. Printing documents to redline by hand, then rescanning them and reuploading them instead of tracking changes and using comparison tools. Now a lot of you are probably thinking, oh, we've solved that one, but I bet you've got a few people a few holdouts in the firm that are still doing things kind of old school or manually. Emailing documents back and forth as attachments instead of using shared workspaces and version control. I know there are still a lot of documents that are floating around that are going back and forth through email, and that is just one of the most efficient ways to work there. What about manually building tables of contents and exhibit indexes for filing instead of using automation for that? Some of the timekeeping and billing processes that truly need to be revamped. You know, every firm has at least one one culprit of this is, you know, someone reconstructing their time from memory at the end of the day or the end of the week instead of contemporaneously or passive or using some passive time capture. You know, there are tools, there are processes and methods to improve this, but there are still those people that are, you know, just gonna be the holdouts that are trying to recreate, you know, their time sheet at the end of a a time period. So we really wanna, you know, cut down on that. That is a that's a big challenge. Because if you don't, the the chances of you losing some of that time is very, very great. Manually retyping time entries from paper notes or out or Outlook into a billing system. Attorneys that are handwriting narratives from scratch instead of using templates and macros for repetitive, you know, based on matter types. Staff manually calculating trust accounting reconciliations in Excel instead of using a billing and accounting and trust module tool or a practice management tool. You know, intake and conflicts. I briefly mentioned intake a little bit ago, and there's just so many variations of intake processes out there. And that's certainly one, as we get later into the session, that you might wanna put on the list to to evaluate and see if there are ways for improvement there. Conflicts checks. You know, that that varies firm to firm. I guarantee you there are still firms out there that send an email around asking everyone, hey. Is there any reason why we shouldn't represent Beth Thompson in x, y, or z? That's still happening. Maybe you're a little bit more sophisticated and then you're running checks by manually searching through spreadsheets or you're asking around the office. Maybe you do have some automated conflict checks within your different systems, but you've got multiple systems, so you're having to do multiple checks in different systems. Is there not a way that you can go through and across all of your data to do that complex check? You know, reentering matter and client information into different systems. You know, one of the things that I see a lot, and I know it was in our last year's, annual priorities report was, you know, on average, firms are using six tools to manage a matter. And if you're using six tools, then you're probably entering information in many of those if they're not integrated together. Paper intake forms that are scanned and manually transcribed and calendaring and deadlines, calculating, you know, court dates and deadlines and using paper rule books, you know, those things are still existing that we can certainly make some great strides for. Rather than entering information in Outlook and maybe you've got a paper calendar and maybe you're using, you know, a practice management, let's have everything talking with each other. Let's make sure we're putting information in the right place to get the right outcome. Drafting documents. Are you still drafting documents where you're either starting from scratch or you're using the last one that you did that was most similar to this one and you're having to make changes to it? Inevitably, you're gonna miss some changes and you're gonna leave some information in that you should not have left in that could be a potential liability for you. No. Let's not do that. Let's not look for that last similar one. Let's find you know, are you do you have boilerplate clauses that you're using to assemble documents and you you maybe you have those in Word. Maybe you've got some drafting tools. Maybe you don't. You know, that's an area that you can look at to see, okay. Are we still doing things in a cumbersome, clunky way that could be improved upon? Client communication is a big one too because, obviously, you know, a lot of us will communicate with clients via email. Maybe the emails are going you know, you're typing them from scratch. You're not using any templates. You're not using a system that will file them and keep them with all of the matter information. Maybe you're forgetting to copy important people that are part of the case file. You know, all of those different things. Even on an even on an HR level, there are things that are probably happening that could be improved upon, you know, paper timesheets, PTO requests. Do you have, you know, physical forms? Do you have standalone emails that are being sent to HR? Do you have you improved and added a self-service, you know, HR tool or maybe onboarding and offboarding processes? Those are some areas to look at as well. So there are a lot of different places that you can look for inefficiencies and processes that probably still don't serve you. You may have used them when you were a smaller firm or just opening your doors, but they do not serve you well now, or they might still be okay, but there are better ways to do things. And so this is just a perfect opportunity to take advantage of assessing kinda where you are and determining where you wanna be moving forward. So those are a lot of examples. Hopefully, some of those resonated with you. What I want to do now is really put some numbers to all of the things that I just described. You know, what is this costing your firm in dollars and cents? Now we're gonna look at this generic version. And while I'm doing that, I would like someone, at least one of you, to pop in the q and a for me, the number of timekeepers at your firm, and just an approximate hourly rate. And let me take it from there. I'm gonna show you what that actually would look like for your firm. So if someone could do that while we're walking through this kind of more generic so let's just talk about thirty minutes a day. Right? Thirty minutes of time that you are sucking up by old outdated processes that you could actually earn back and do something more productive or even billable. What is that costing your firm? So let thank you, Sarah. I will use your example here in just a moment. So in the example that we have here, we've got 40 timekeepers, and I'm using timekeepers because we've got lawyers and paralegals. A lot of time when we're talking about money spent, money savings, ROIs, all of those types of conversations, we're only factoring in the lawyers. But we need to facture factor in the paralegals as well when we're talking about lost revenue. But I think it's just as important, like I mentioned earlier, on the non billable staff, so your legal assistants, your, you know, your back office folks, where they're inefficient or they're using old processes that could be improved, that's costing your firm as well. They're not able to spend that time on other work. They may be getting frustrated. And at some point in time, they say, you know, enough of this. I'm out of here. Onboarding and offboarding and hiring, all of that costs you money. So whether or not it's a billable resource or not, I think it all is applicable. So based on 40 timekeepers, at thirty minutes a day, you've got twenty hours of lost capacity every single day in this law firm. That is over five thousand hours that don't appear anywhere. That's just time that just, you know, got flushed down the toilet. That actually turns into over $1,400,000. That's a lot of money. So what I'm gonna do here, because I've got to I'm I'm gonna share a different screen with you to use my calculator. I'm gonna use 30 timekeepers at one hour a day. So I'm just gonna, for just one second, stop sharing this screen. Hello. You get to see my face again really large here. And I'm going to move over to this calculator of mine. Hopefully, everyone sees this calculator. It should pop up here. Okay? And I'm going to use Sarah's example. We're gonna say 30. Okay. Hold on. My Bluetooth decided to and at one hour, that's actually $2,100,000 over the course of a year in Sarah's Law Firm that is potentially being lost because we aren't improving the way that we get our work done. So I'm gonna stop sharing again really quickly here. You get to see my face again. I'm gonna go back. And here we are. You should we should be right back to where we started. So think about, you know, what processes in your firm, and we're gonna dig in a little bit more on this here in a few minutes, are likely costing you the most money. I mean, one of the examples from earlier was somebody that has a billing work around, but it probably takes longer. There's a better way to do it, but this is just the way that this person had started doing it. And somebody new comes in and they get trained and guess what? They're getting trained on Sally's way of doing things because Sally's training Beth. And so these things have a way of just continuing to perpetuate. So why doesn't it change? If the firm could see the cost, why the status quo keep winning? It's actually not a people problem. It's more of a structural problem because the firms don't challenge the status quo because they never did really build in conditions to do it. There aren't any in most firms, I should say, there aren't really many operational audits. People aren't, you know, stopping twice a year to say, okay. Let's stop. Let's make sure we're doing everything the most efficient way that we can. People aren't doing that because guess what? Nobody's accountable for it. They're not accountable for the outcomes. There aren't really any benchmarks internally to be able to know whether you're or not you're actually performing well. So good enough never really gets questioned. Well, without conditions to challenge, the firm's just absorbing these costs because they can't see them, which means they can't report them, which also means that you can't address it. I agree with you, Natalie. Tracking lost time is a manual process. So the status quo becomes self perpetuating. And then there's a second piece of it, really, which I think is a lot harder, and that is, you know, this whole the knowledge, concentration, risk, because here's the thing. You have firms that have operational knowledge that is very concentrated. And this isn't really even a mid market challenge necessarily. This is an every every size law firm challenge. You've got a few people that know certain things that nobody else knows. You've got one person over here that knows the billing workaround and whether or not it really works. You've got an administrator who's doing manual conflict checks, and you you've got different people that know different things. And if they were to walk out the door, there goes that knowledge with them, and then no one else else knows how to do it. Even if the way that they're doing it isn't the best way, it's a way that it gets done. And you don't necessarily know that until, really, there's somebody that's leaving and you're like, uh-oh, we're in trouble. So challenging the process probably does feel like you're challenging people or individuals, especially when you've got these key knowledge holders, right, that that have the keys to that knowledge. And questioning how they're doing things can feel a little bit icky. And I think that's why sometimes we just kinda let things go. I'm like, well, you know, it's getting done. It's fine. There may be a better way, but it's really okay. They don't want to tackle it because it is uncomfortable. So they don't do they don't say anything. And when they don't say anything, they don't do anything. And so the firm, again, keeps paying this invisible tax year after year, and it renews every year because the same processes are carrying forward and the hiring and hiring cycle after hiring cycle. Right? So, you know, you have people that leave, and it could be from resignation, it could be from illness, it could be from retirement. We've got to stabilize the processes back off the the operational infrastructure of your law firm so that it is individual proof and it is manual process proof, right? We do need to figure out the best way to take these processes and make them more efficient because it's not just an efficiency risk, but that's actually a business continuity risk. And, you know, firms that are investing in operations are actually tracking all of this. And, you know, the difference between the firms that have started to recognize this and make improvements and actually build a solid operational infrastructure are the ones that are doing really well. And it and the ones that aren't, all of this process inefficiency that's costing you money is compounding. It's compounding on a regular basis. In fact, it's probably costing you $6,000 a day according to the example that I used earlier. Or in Sarah's case, as I'm looking over here at my other screen, $9,000 a day. That was an hour's worth of just manual processes that are just eating up your time. It adds up. So what what does good look like? We're gonna go through that now because I think, you know, it's really important to understand not only what does good look like, but when what does it do for you? Right? I'm looking at my watch here. We're still in good shape. Okay. So what does good look like? This isn't really a future state prediction. This is something that's happening right now. And, you know, you go to conferences, you look at what people are talking about on LinkedIn. You know, everyone is talking about, AI is a good example. Right? Without a really solid infrastructure, which comes from solid operations, it's really hard to build an AI strategy or implement AI tools because you're building it on top of a not so solid foundation. Right? And so the firms that are operationally sound are the ones that can bring in AI tools and that without blowing up how they're delivering service to clients or how their employees are working or feeling. You know? You're bringing in the right tools, and you're leveraging the right people with them because you have a sound foundation. You know, scalability is is also really important. You know, when your firm needs to grow, you want to do that in a way that's organic, but that's also intentional and strategic so that you can scale your headcount on purpose, not because someone's drowning or someone left the firm. You're in this kind of panic hiring mode. Right? When you scale deliberately and not reactively, it's because you've got this operational foundation and the and the way that you're doing that obviously is because you've you're you're doing the right things. Right? And we keep talking about that over and over again. The client experience is consistent, and it's measurable because it doesn't depend on which paralegal or which legal assistant picked up the phone. The experience that your client has is consistent no matter what because everybody is working from the same playbook, from the same processes, from that same operational structure. It doesn't it's not gonna vary depending on who they get. Think about, you know, Chick fil A. Every time you go to Chick fil A, you're getting the same experience, at least that's been my experience over the years in the different locations, same recipes, everybody's operating from the same playbook and has the same operational model. Makes a difference. You know, they're being they're able to build capacity, which compounds, and that makes everything a lot easier because you're making one improvement at a time. On the other side, where firms are still running on habit or manual processes or it's the way that we've always done it, right, it is impacting you negatively potentially. There's that potential. I'm not saying everybody who's running manual processes is failing, but you're not gonna be doing as well as you could be doing. Let's look at it that way. So on the other side, we've got AI adoption that is blocked. I mean, gosh, everybody we're all talking about AI all day every day, or we're curious about it or we're reading about it and we're excited and we wanna jump into it, but then we keep hearing these horror stories of, like, okay. We added AI and it you know, it's not really doing what we thought it would. First of all, you gotta figure out where do you need it most? How are you gonna benefit from it? Do we have the infrastructure in place? Are we just gonna sit it on top of a bunch of chaos? That's what's gonna happen if you don't have your ducks in a row. You know, growth dependency, is really important because you can't grow properly if you don't know what exact what you need exactly and what gaps or holes you need to fill. What are the skill sets that you need to be adding within your firm? It's not just a numbers game. You're not just adding people to add people. You're not just replacing people to replace people. I guarantee you, if you're replacing someone that's been with the firm for quite some time, you're probably reevaluating, or at least you should reevaluate the skill set and expertise that the next person will bring. Is it do you have the same needs that you had when you hired the person that you're replacing? Because I think that's, you know, certainly an important question to, address. We already talked about the client experience and how that can vary depending on who they're working with, And, obviously, you know, having that consistency is going to help everyone. And, also, it's going to allow your employees to know, you know, if they're doing a good job, they're all doing the same type of if they're doing the same type of work. Right? I should preface that. It's like, is everybody doing it the best way, and is everybody doing it the same way within the firm? So that if you're working with you know, we've got a practice group and you've got, you know, five lawyers working together, a paralegal or two and some legal assistants, every client that's being worked with is getting the same level of experience, level of communication, level of expertise, etcetera. So that's really important. And then, honestly, the next part is just not falling behind. Like, you might be standing still. You might not be standing still. If you're not, you're falling behind, and you don't want that. You wanna make sure that you're, you know, delivering the best possible service you can to your clients. And in order to do that, you need to really be looking at all of this foundational stuff. So this is all well and good, but what can you do about it? What can you do about it now? What can you do about it in the coming weeks? But, also, what can you do today, this afternoon? So here's where we can start. I mentioned at the beginning of the session that we were going to, have a little worksheet at the back the workbook at the end that you can start evaluating what's your status quo, what are all the areas that you could improve. And so here is four here are four questions. You don't have to answer them right now. If anybody does know the answer and wants to pop it in the q and a, that's that's great. But I want you to take time and be honest with your answers and ask people within the firm because this is where it's gonna start so that you can figure out what the status quo is costing your firms. So first and foremost, how many hours per week is your team spending compensating for a process that doesn't work? First of all, I know that if you're thinking about this right now, you already have identified a few processes that we've gone through the last forty minutes or so of, oh, wow. Yep. She's right. This is something we need to look at. This is something we need to look at. Like, identify you identify one of those and then go through and figure out, okay, how many hours a week is that sucking up? How many client touch points are fragmented because your systems aren't integrated with each other? How many capable people have left your firm or are quietly disengaging? And you can tell when folks are disengaging because daily operational friction is just exhausting and it's accumulating and, like, who's on look back at the folks that have left your firm in the last maybe twelve to eighteen months or people that you've noticed some shifts with. Make a note of that. And then, also, the last one is, like, how many times do your partners have to ask someone else for the status of a matter? Because that impacts a lot of things. Right? That that can be frustrating for the partner because they don't know. That can be frustrating for the individuals that they're going to and asking for the information. It can be frustrating to your client because your client is waiting to hear from you. So that is one that you want. So you wanna you want to take notice of all of these things and then start a list of some of the areas that you could make improvements. Because, again, every time you make improvements of these processes, you are freeing up time to do things well and to do things right. And whether you're a billable resource or you're not, you're gonna be more effective at your job and ultimately, all of your clients are gonna be happier for it. So this is, you know, obviously something you need to think about, and you need to maybe confer with other people in the firm. But here's one easy place to start this afternoon or this week. You know, while you may have to dig in and uncover the areas that you're leaking money and kind of walk through the questions on the previous slide, think about the examples that I gave you earlier in the session. Again, you can probably think of a few of these off the top of your head. A process of or two right now that either lives in someone's head or in someone's inbox. And I want you to walk through the three steps here on the slide. First of all, you know, pick a process. Right? If you've if you've come up with a little list, try to think of the one that you think is gonna have the most impact. Not a system, not a department, one process that's probably not the most efficient that's been manually passed along. Time it. How long does it actually take from start to finish? K? Document that. Count how many people have to touch it before it's done. Alright? Do we have too many people involved? Do we have the right people involved? Is this process no longer serving us? Us? Maybe we don't even need to be doing this step anymore, but we just keep doing it because that's the way we've always done it. And then stress test it. What breaks when the person who owns it is out? On sick leave, on maternity leave, on paternity leave, on vacation, any number of reasons why people are out of the office. If something truly lives with another individual, and you can probably think about the last time that happened. Oh, well, we've gotta wait for Beth to get back because she's the only one that knows how to do this. Or, Oh, I'm not quite sure, I need to confirm that with Beth. If you've got some of those scenarios, then those are the scenarios that you need to start with. And as you start chipping away at these processes, you're going to start seeing where you can make improvements. And you think back to the cost and the calculator and what impacts that you can have to the firm. So as we wrap up here, I wanna leave you with this. You know, the firms that are gonna thrive and pull ahead in the next decade, and I will I say decade because I truly believe it's it's a longer tail. I saw a colleague who had shared on LinkedIn about this session, and I think, the person might have mentioned, you know, two years ahead. I really think it's way longer than two years, but two years is a is a is a great start, certainly not tomorrow. The ones that are gonna be thriving and pulling ahead are not the firms that have had their shingles up and the doors open for the longest. They're not the ones that have the best and longest reputations in town. They're not even the ones that have the deepest institutional knowledge because now we can all gain knowledge from each other and AI. They're going to be the firms that do have the clearest operations and foundations. They're the ones where the business of running the law firm doesn't depend on one person or a couple of people knowing where things live, how things get done, how to answer the questions, and more importantly, you know, answer questions with the answer of, well, we've just always done it that way. We need to stop using that phrase, and every time we go to say it, that's another process we need to evaluate. Is it still serving us? I appreciate everyone here. I'm gonna look really quickly here and see if we have any questions in the q and a. I don't think we have questions, but we had a couple of comments. Natalie, yes. Of course, tracking lost time is a manual process, so it's another thing to add to the list of things to do. Yes. A 100%. If anyone else, I would love I know we've got a couple of minutes left here. If anyone, as you've been listening to me and if any of this resonated, any of the examples that I gave or something that I didn't mention that you know is a cog in the wheel at your firm and maybe costing you money, I'd love for you to just pop it in the q and a just to share. We'll give you a couple of seconds to do that, and and then we will send you on your way to either have lunch, breakfast, or, just carry out the rest of your day depending on where you are in the country. We're really investing in the reporting once we've implemented action step. Oh, fantastic. And I think, you know, Andrew, that's a really great point too. Obviously, reporting is very important. And I mentioned, you know, way back in the day the early days of my career when I was a trainer, one of the things that the applications that I trained on at the time was tabs. And one of the the bigger areas of what we've always done in that way is around reporting. It's like, well, we used to print these three reports in our old system. Well, how do we print those three reports here? Well, let's talk about why you print those reports, what information are you looking to gather, and then what do you do with the information once you get it? Because that's a very important piece of this. Yes. Absolutely. You want the data to be clean. You want the data to be able to be rendered to you in a in a report, but then you want to know how to take action on whatever it is that you are reading and reviewing. So much of this is seen in generations we are working across. Let's see. The ones that have been here for thirty years really wanna hold on to how things have always been done. 100%, Sarah. And I think, you know, it goes back to what I said a little bit earlier. As we are transitioning generations and as new people are coming in, whether it's during the hiring process or during the training, the onboarding, that's the really important place to figure out are the the you know, what skill sets do we need now? And then also when we're training the newer generation in roles, what are the processes that they longer serve? And we need to make sure that we're we're training training up on the the the best ways and the most efficient and and profitable, quite frankly, for the firm. Awesome. Alright. Well, I think we are just about at time here. I really appreciate all of you joining today. You will be receiving a copy of this, presentation, and we can share with you the worksheet. And we can try to also, if you're interested in giving you potentially a copy of this little calculator so that you can run the numbers for yourselves too. So thank you so much, and everyone have a fantastic rest of your day.