Shownotes
Most business owners get so stuck in daily operations overwhelm that they forget everything they accomplished throughout the year.
Brad shares his process for helping clients identify wins they didn't even realize they had, while Steve explains the psychology behind why your success list is actually programming you for future achievements.
We tackle the recency effect in performance reviews, why most people announce seven goals when they should focus on two, and how to use your wins as a catapult into 2026 instead of starting from scratch.
Highlights
- Breaking down the overwhelm by separating what feels like fifteen problems into the two actual tasks you need to complete.
- How the recency effect causes recent setbacks to overshadow an entire year of accomplishments in performance reviews.
- Why your success list is actually programming your brain to understand that progress is possible and you can achieve goals with determination.
- The difference between announcing top-line revenue goals that mean nothing to your team versus specific targets like twelve projects of X dollars.
- How analyzing your wins helps you identify whether successes were repeatable systems or random acts of kindness.
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Transcripts
Big New Year and welcome back to the Blue Collar BS podcast on this January 2nd, the new year of 2026 as everybody's going back to work wanting to do nothing. So what the hell? Listen to the show, put your earbuds in and let's relax. I am your co-host Brad along with the wonderful, fantastic Mr. Doyle out of Michigan. Go ahead, Steve. are Steve, right Steve?
Steve Doyle (:Yeah, I am Steve today. still Steve.
Brad Herda (:just want to make sure it wasn't Stephanie as you're getting your, let's go talk to France opportunities here to women's groups.
Steve Doyle (:Yeah.
Brad Herda (:How is, well, unfortunately it's November that we're recording this, but it is January 2nd. So what is your future plans for January 2nd as we sit here in November? Let's predict your future, Steve.
Steve Doyle (:Correct.
Steve Doyle (:For January's predict my future Friday January 2nd. Probably going to be doing a little bit of sports watching. Not gonna lie.
Brad Herda (:We don't have anybody selected to record that bass, so we won't be recording any episodes. So we won't have that.
Steve Doyle (:Correct. Yep, but it yeah, so you know it's honestly it's more of a day that we're going to. We are going to spend as a family. Just relaxing.
Brad Herda (:How's your boss gonna let you off? Are you taking vacation on January 2nd? Taking one day vacation right away at beginning of the year? What are you doing?
Steve Doyle (:Absolutely. Absolutely.
Brad Herda (:Is it one of your carryover days or?
Steve Doyle (:No, no, we don't carry over in my business, my practice, no use them or lose them. I'm taking one right out of the gate setting it setting the expectations strong. But I you know, with this, you know, one of the things specifically is taking that time to celebrate with family. Right, it's
Brad Herda (:So you're going to take one out of the gate right away on January 2nd.
Brad Herda (:then what are you celebrating?
Steve Doyle (:It's just time with each other, honestly. Right? Our oldest is going away. Yeah, little heart emojis. know, there's Steve with his empathy coming out right now. Put the wings on it. Are you watching TikToks? Like what? Like no. What kind of TikToks are you watching? Like my girls are not displaying any of that. No.
Brad Herda (:Well, you gotta put the wings on it. You gotta put the wings on it, right? So you can be a Gen Z-er with the wings. Yeah, the heart with the wings.
Brad Herda (:I'm just...
Brad Herda (:Okay, well that's what I've been told.
Steve Doyle (:That's what you've been told. OK. Maybe you need to watch different reels on your feeds then. But yeah. Yeah, well, you know. Just trying to be the nice guy here and just tell you. You're missing the mark, but you know you keep giving your little hearts little wings and seeing where it goes.
Brad Herda (:That's how I've been lied to is what you're trying to tell me.
Steve Doyle (:There you go. That's a little better. throw out the...
Brad Herda (:better or would you rather have the wings
Steve Doyle (:Again, different strokes for different folks. You keep doing you.
Brad Herda (:Or do you want all the fingers together? Just the two fingers, the wings, how do you want, how do you, thumbs up, what do you want?
Steve Doyle (:All the fingers together.
Yeah, thumbs up. There you go. That's all you got to do just thumbs up means so many different things.
Brad Herda (:It does. It really does.
Steve Doyle (:Yeah. So.
Brad Herda (:So what are we talking about today, Mr. Doyle? Now that we've wasted our listeners three minutes on their Friday morning when they got into work at six 30, put their earbuds in and decided to listen to our show and going, okay guys, uh, yep. I've got my update going on on windows 11. I got nothing to do. So they're listening intently.
Steve Doyle (:So.
Steve Doyle (:So let's one of the things I want to talk about, because we don't do it enough, honestly, is talking about celebrating those wins. You know, if we. Look back over the past year. Look at all the accomplishments that you've done. Big small. Most of the times we think of those big grand things. Like yeah, I accomplished. You know I was able to, you know, from a business perspective I was able to increase you know my business revenue. By.
whatever percentage you were able to increase it by. You know, which is great. That's fine. That's nice. Some people, not so much. They can't celebrate that win.
Brad Herda (:Sorry, I'm looking at my baby clip.
Steve Doyle (:Right? Well, I mean, so for Brad, a win is he made a little baby clip like, okay, great. Nice little win there, So
Brad Herda (:Sorry, squirrel.
Brad Herda (:you look hilarious.
That's from last week. You'll you'll yeah, you'll hopefully you've already seen it if you're listening to the show this week.
Steve Doyle (:Yeah, you'll understand. You'll understand.
But what are your thoughts on celebrating wins, Brad?
Brad Herda (:Uh, am a thousand percent in favor and, that's typically how I start with all my clients and they all go, Oh shit. I didn't think about it. Or I knew you were going to ask me that question. And then we start the conversation just through a conversation. It turns out into, Oh, wow. There's a lot more there than I thought there was. And, um, it goes through and here's the things and here's what happened. And these three things that we thought were bad led to these things. Um, and we try to get through those, you know,
Steve Doyle (:huh.
Brad Herda (:people, process profits, whatever those things are along the way, and their personal life as well. So as business owners too often, we overshadow our personal opportunities and wins, from what transpired, right? Whether you're able to take, take that week of vacation or you booked the cruise to Croatia or you did the whatever.
Steve Doyle (:Right.
Steve Doyle (:Mm-hmm.
Steve Doyle (:Okay.
Brad Herda (:Yeah, it might be a struggle. might be those things you don't want to anybody about, but still a big deal that maybe, maybe you went down to Disney for Christmas and it was a pain in the ass. It was all those things, but you know what? You created priceless memories with your family while you were there and, Mickey was in your pocket the entire time and you weren't smiling and I get it, but it wasn't, uh, they're always taking money out, right? Just taking money out of my pocket.
Steve Doyle (:Mm-hmm.
Steve Doyle (:Mickey. that's what you meant by always in your pocket. I got it. Okay. huh. Yeah. huh.
Brad Herda (:Right. Mickey's always in the pocket.
Uncle Walt has his hands in your pockets the entire time you're there.
Steve Doyle (:I'm not disagreeing with you.
Brad Herda (:Right. And you go, it was so expensive. that, then it's like, okay, but does it matter? Did it really matter at that point in time for those things? And usually it's like, no, it was the right thing to do. And we'll deal with repercussions later. and you find ways to, go through that. too often the winds aren't, they're not celebrated enough. They're not looked at enough and nobody's, you're not willing to put the timeline together for this is where that was. This is where it is. And you go, huh. And, and.
Steve Doyle (:Mm-hmm.
Right.
Mm-hmm.
Steve Doyle (:Mm-hmm.
Brad Herda (:part of my job with the client is to help them remember those things along the way. Hey, remember in January when we were X, Y, and Z, this, that, and the other thing, and this employee or that employee or this customer or that job?
Steve Doyle (:Mm-hmm.
Brad Herda (:What happened? Okay. And then it goes, oh yeah, we did. Oh yeah, we did. Oh, here's that process improvement. Here's that new program. Here's the software implementation. Here's how we put AI into our system. Here's the quality check. Here's the new employees. Here's the new car that was purchased, my house, new home, wedding, whatever it is. Those are the things that's my job to put into context and recall and remember for them.
Steve Doyle (:Mm-hmm.
Steve Doyle (:Mm-hmm.
Steve Doyle (:Mm hmm. Yeah. So what's your initial prompt that you're giving to your clients to get them to start the process?
Brad Herda (:Warrior wins this week and they usually go that is more that that is it because it because it is that simple it is that simple and It usually goes shit. I knew you gonna ask me that question and it turns into okay Look at my notes from last time we talked So what happened here and they're not thinking about it and then we go, okay And then how do we turn that into a positive for them? Even though it was a pain in the ass, but it's progress and
Steve Doyle (:I mean, other than that, right? it's that simple.
I
Steve Doyle (:Mm-hmm.
Brad Herda (:Like matter of fact, today on the phone with a client, his production guy has been sick. So when it gets on the zoom call, I see him and I can just see the frustration and anxiety in his face. I'm like, okay, what's going on? Well, production guy has been sick all week. My office person was sick as well. And I'm way behind and I got to all these things done. Like, okay, cool. So
Steve Doyle (:Mm-hmm.
Brad Herda (:What's what do you gotta get done? Well, we're way behind on I'm way behind on the things I gotta do. Well, what are you behind on? Well, I'm way behind on getting these orders processed. I said, okay, well how many orders you have to process? Well, 15 of them. I said, okay, well, what do you have to do to process them? Well, I gotta do this, that, hang on time out. You're not behind on 15. So how many orders do you really have to enter into QuickBooks? Two. Okay, so you don't have 15 orders you're behind on, no.
Okay, you're behind on two orders getting those entered. No big deal. Okay, cool. So what's next? Well, once they're in the QuickBooks, then we got to process and approve the material for purchase orders. Okay, I got 15 of those. Perfect, cool. All right, you might be behind on that. Okay, is there any orders that have to be placed that are already through material approval that she's out and sick and can do on Monday? Yeah, there's like two of those. I got all this design work to do. All this design work to do?
Okay, well, what do you got to do? Well, I got one job. got a, I got, we got these toolboxes that we got to remake and I want to move the etching in the laser process to make it easier for the weldment thing. said, so is that, so you have a manufacturing improvement project that you want to do, not a design project. Yeah. Okay. So if you, if you had to send the parts out to the floor today, you could do that. Right? Yep. I could do that and you can make it on a fly. Yep. but the other one, I truly have to design this new roof structure for this thing they got to do.
Steve Doyle (:you
Brad Herda (:Okay, so you got one design project and just tried to break it down for him to get rid of the overwhelm of I got these 15 orders that are so fucking far behind that. No, no, no, you're not. You're going you're boiling the ocean here when the reality is you have these small things you get to take care of. And for him to get to think about those things from a winning perspective is important.
Steve Doyle (:Mm-hmm.
Steve Doyle (:Right.
Yep.
Steve Doyle (:Now what? So if somebody said I don't have any wins, how how would you challenge that?
Brad Herda (:usually I say bullshit. Pretty straightforward that way. I do work at the Blue Car. I'm not as politically correct as you are, Steve.
Steve Doyle (:that simple,
Really straightforward,
Yeah, yeah. I mean, that simple. Sure. So as the person is just sitting there blankly staring at you after you've claimed BS.
How do you help somebody get moving on that list?
Brad Herda (:I usually start with what happened this week or what happened last week, what's going on. And then they're starting to put them, their pieces of their own puzzle together for the week. Oh, Mike, so was that a, Hey, uh, mom and dad decided to do X, Y, and Z. If it's a family business. Okay. So is that a win or a loss? Well, 80 % of it was a win. other 20 % of loss because it went down the path that I wasn't thinking about for them. Okay, cool.
Steve Doyle (:Mm-hmm. Mm-hmm.
Steve Doyle (:Mm-hmm.
Steve Doyle (:Mm-hmm.
Steve Doyle (:Mm-hmm.
Brad Herda (:And then let's take that 80 % and call it good. So you're just getting them to start talking about, well, what happened this week? What's going on? And like I said, bring up situations from a couple of weeks. Hey, whatever happened with the quality problem with customer A, B, and C? Did you ever, was that a change order? Was that a quality issue? Was that a result? What happened there? Well, Sam did the review. We da da da and we got fixed and we got a new procedure. Okay. Well, cool.
Steve Doyle (:Mm-hmm.
Steve Doyle (:Right.
Brad Herda (:We turn that negative into a positive and we identify the risk so it doesn't happen again.
Steve Doyle (:Mm-hmm. Okay.
Brad Herda (:So I get them to start talking about what's going on so we can drive the conversation to find those wins as overwhelming as it might be. Cause they're so lost in all of the day to day bullshit, all the rhetoric and here's what's going on and what's happening in my department's doing this and this sucks. And I really get them to try to focus on whether it's the owner or a leader on what is in their control and not.
Steve Doyle (:Mm hmm. Right.
Steve Doyle (:Mm-hmm.
Brad Herda (:place the blame of things elsewhere.
Steve Doyle (:Right? So now you've got them started working on this list and they're, you know, as, we're working on this list for success list, what does that success list actually tell you? Other than obviously the successes, but what does it really tell you?
Brad Herda (:We're doing the work.
Brad Herda (:For me, it tells me they're doing the work and they're moving the ball forward. Right? Depending on whatever the bigger pictures are, what we're trying to accomplish. Like one client there this year, this year was all about process. Right? So it's all about, okay, did you get that recorded? you ask them to write it down so that you can review it so everybody else can figure it out? Did you create the checklist for...
Steve Doyle (:Mm-hmm.
Steve Doyle (:Mm-hmm.
Mm-hmm.
Brad Herda (:Onboarding did you write just those things along the way and those winds tally up and then we're at this time of year right now January 2nd where it's gonna be hey Let's kind of review what all happened this year for those For that process and they're gonna go. Holy shit. We had all these things done. Yep. You got all those things done
Steve Doyle (:Mm-hmm.
Steve Doyle (:So the reason I'm asking about that. Is to me there's a little bit more psychology behind listing out all your wins. OK, so when I when you. Enlighten you.
Brad Herda (:Enlighten me Mr. enlighten me Mr. EQ, self-proclaimed.
Steve Doyle (:Self-proclaimed. Yep. So as you're doing this list, as you go back and you look at this list, I want you to look at your success list and really go, okay, I achieved all of this stuff. How did I actually achieve all of this stuff? So what it's what you actually are doing is you're now starting to program yourself. Once you start looking at your success list.
that I can take the action. I've completed these with determination and I've completed these with perseverance. What it really is starting to tell you is that shit's possible.
Brad Herda (:Hey Steve, Yeah, let's talk about a newsletter maybe.
Steve Doyle (:Yeah, yeah, let's let's talk about some things, Brad. Right, but what it ultimately is really telling you, joking aside, is that I know you want to go here. We're not going to allow it today. We're not going to allow it today. In the worst way. There's a lot of glass house around here. Let me tell you right now.
Brad Herda (:I
Brad Herda (:the in the worst way because the stones should be breaking the glass house.
Brad Herda (:You
Steve Doyle (:We're in our glass gingerbread house. Right, but at the end of the day, everything when you look at your success list, when you look at it like, holy crap, we actually did a lot of stuff.
Brad Herda (:Correct. And given that we're here in January 2nd and it's review time and too often it is the, it's the recency effect and reviews for both positive and negative. Right? So, so we just came out of the holiday season. We're coming back to work. And if you're an operations manager or a shop floor supervisor, and you didn't get the three jobs out that everybody, these are the three jobs are going to make our year.
Steve Doyle (:Mm-hmm.
Steve Doyle (:Mm-hmm.
Brad Herda (:And we got to get them out because we just got to get them out. This is going to make our year and it's going to be really important. But if you got the other 15 things done throughout the rest of the year and there was other attaboys that were the most important thing in March of last year of March and the last things that were in June, all that other stuff. All goes by the wayside. And all that you're going to get talked about are the three jobs you didn't get out the out at the end of the year.
Steve Doyle (:Mm-hmm.
Steve Doyle (:Mm-hmm.
Steve Doyle (:Mm-hmm.
Brad Herda (:That everyone's really hoping for and the disappointment and all the other things. It's going to be really important that you bring up in your review cycles. Hey, no, no, no, no, no, These three things did not, this is not what made made the year didn't make the year. It was all the other stuff on the top, right? Here's all the other ones that come along with this. Not just don't blame me for these three things, but these are the other 10 things that we accomplished as a unit, as a team, or I did.
Steve Doyle (:Right.
Steve Doyle (:Okay.
Steve Doyle (:Mm-hmm.
Brad Herda (:with my team, whatever that looks like. And when you do that on a regular basis with your leader and or your team or you do it on your own, you have that record. It makes that review time that much easier.
Steve Doyle (:Mm-hmm.
Steve Doyle (:Exactly, exactly. So what are some tips you have for people? Like where should they keep their success list?
Brad Herda (:I would keep it in notes on your phone personally as long as your phone so that way it's your date
Steve Doyle (:Do you have yours in your notes on your phone?
Brad Herda (:Can we leave my house out of this?
Steve Doyle (:I mean, my house has it. My house has my success list.
Brad Herda (:Well, good for you. Aren't you just the teacher's pet?
Steve Doyle (:Well, okay, since it's not on yours, where do you keep yours?
Brad Herda (:So here's the thing. No, I'm gonna be very, very transparent here for myself. I have, no matter what it's been, where it's been, whatever job I've had, putting things down and writing them down and going and saying, hey, this is all the stuff has not been my forte, because I've been able to keep it in a mental capacity to know what was going on.
Steve Doyle (:Mm-hmm.
Brad Herda (:Even when we had four drag lines going on at the same time to know what machine was going where, who had what and what status and all those other things. I didn't need a lot to know what was all going on. I was able to keep that all in my head very much there. That's a blessing and a curse. And, and what are you bullshit? Fuck you.
Steve Doyle (:Mm-hmm.
Steve Doyle (:shit.
Steve Doyle (:So if your client said that, if your client said that.
Brad Herda (:There is there. If my client said that, I'd say OK, that's cool, but here's what we need to do.
Steve Doyle (:Mm-hmm.
Brad Herda (:And, and say, okay, great. And, and the data would be there in the certain areas, wherever them, wherever the stuff was for my team members. but I could go retrieve it. I just don't record it when it happens. Right. Because that's just the way I have, just the way I've worked my entire life. And I agree with it. It works and it's both a blessing and a curse. And it sucks when you got to do some things in your own business and go, I wish I would have wrote that all down.
Steve Doyle (:Mm-hmm.
Steve Doyle (:Right.
Mm-hmm.
Yeah, you have a system, it works.
Steve Doyle (:Mm-hmm.
Brad Herda (:Um, or had it, but it's no, this is what happens. I could go through with very little prep. I could probably go through each one of the client lists and go, okay, this is what happened here, here, and here with a little bit of memory jogging along the way and be able to piece that together and go, Hey, what about, this remember this? And they're going to go, Oh shit, I forgot all about that. And I'm to have better memory of what's happening because that's right. The context and all that stuff is one of the things that
Steve Doyle (:Yep.
Steve Doyle (:Mm-hmm.
Steve Doyle (:Mm-hmm.
Steve Doyle (:Right.
Steve Doyle (:Mm-hmm.
Brad Herda (:drives me and keeps that all together in my small but active brain.
Steve Doyle (:Okay, all right, I'll take it.
Brad Herda (:So I agree with you that it is bullshit and yes, it's there, but for me, that's what works.
Steve Doyle (:Yep. All right.
Brad Herda (:In my mastermind group every month, I have to report out on, you know, what's going on, what the wins are, what does it look like? What's my monthly number? And, you know, my monthly number is typically between four to six. Like, what do mean for I'm like, but 10 is unachievable in my mind. So it's like, okay. So why would I say a 10 if 10 is. All right. 10, 10 would be this week. I win the power ball tomorrow night and I don't have to worry about it.
Steve Doyle (:Mm-hmm.
Steve Doyle (:Mm-hmm, unachievable. Yep.
Brad Herda (:and life is good right that would be a fantastic 10 that would be a great month but the likelihood of that happening is slim to none gotta buy a ticket first so i gotta do that today so yeah
Steve Doyle (:Right.
Steve Doyle (:Yeah.
Mm-hmm.
Steve Doyle (:Mm-hmm. So, all right. So for our audience, wrapping up the doing your success list for the year, by them doing their success list, how does that transition them for the rest of 2026?
Brad Herda (:You don't have to worry about what you've already done and you know where you can start building from.
Steve Doyle (:Mm-hmm.
Brad Herda (:If you know that, if you know, a construction company owner that onboarding, you know, you hired two new staff members in February and they stayed through the end of the year. And you know that that was success. Okay. Can you repeat that when you got to hire the next guy this year, sometime in June or July, can you repeat that success? What caused that success along the way? And do I have a process in place or a system in place to create that repeatability?
Steve Doyle (:Mm-hmm.
Steve Doyle (:Right.
Mm-hmm.
Steve Doyle (:Right.
Brad Herda (:So for me, then it becomes analyzing the kind of repeat those successes or were they random acts of kindness that created the winds.
Steve Doyle (:Hmm. Interesting. Interesting. All right. All right.
Brad Herda (:All right, now you're just being an ass. Interesting, Carry on. Carry on, M.R.F.R. What are you talking about?
Steve Doyle (:Interesting. Carry on with that lame excuse.
Brad Herda (:Right.
Steve Doyle (:Yeah.
Brad Herda (:Yeah, yeah, interesting. Keep going. Come on. Come on. Let's have it.
Steve Doyle (:No, I'm looking at I'm really looking at for, you know, using that list as more of a catapult for what. Some of those things on the list that you achieved. There's small wins and some of them are pretty great wins that you have on there. So it's really using that and going holy crap if we did this.
can't we so dream for what is: Brad Herda (:Yeah, you get into the 12 week year principles and 10 X principles and all sorts of things. Absolutely. There is no reason why. so leaders, business owners, et cetera, you are coming into January 2nd. You're going to come into the office on Monday and you go, okay, guys, we're ready for our 2026 planning session. Here's our goals for the year. And you're going to put seven things on the board and everybody's going to go two of those. Sure. Five of them. You're full of shit.
Steve Doyle (:Mm-hmm.
Mm-hmm.
Steve Doyle (:Mm-hmm.
Cough
Brad Herda (:and nobody's going to believe them because you just picked them out of your ass and said these are good.
Steve Doyle (:Yep.
Brad Herda (:Pick two.
Steve Doyle (:Yeah.
Brad Herda (:pick two because my guess is that of the other five that were on the list, they are subsets for the other two to be successful.
Steve Doyle (:Correct. Mm-hmm. Yep, but pick.
Brad Herda (:We got it. We got it. We got a raise revenue cool. It doesn't matter to anybody Tell me what tell me what the goal really should be we want 12 projects of x y and z dollars Perfect go with that because top line revenue doesn't mean anything other than anybody other than you
Steve Doyle (:Yeah.
Steve Doyle (:Mm-hmm.
Steve Doyle (:Yep, 100%. 100%.
Brad Herda (:So reframe your goals so where it makes sense to people and they understand your team understands what you're trying to achieve.
Steve Doyle (:Mm-hmm.
Absolutely. Well, thank you, Brad, for this enlightening question. Yeah, I am. We're doing this. do. You are in the producer seat today.
Brad Herda (:no, no, no. You're not getting off this easy. You're coming. You're coming. you're not. Reel that back. Reel that back. Because I have the power to stop recording or not stop recording here.
Brad Herda (:So reel that back up.
Steve Doyle (:Reel it back. Where are we? Where are we rewinding this back to?
Brad Herda (:back to the back to the list aspect of things there sir yeah so so spill the beans don't be holding back on our audience here they got nothing else to do they got nothing to do here on Friday January 2nd at at 540 a.m. as they're listening to the show
Steve Doyle (:Yeah, sure.
Steve Doyle (:Spill the beans
Steve Doyle (:The beans, what am I spilling the beans on? I spill the beans on what?
Brad Herda (:Don't give me your shit.
Steve Doyle (:the
Brad Herda (:You're not you're we're not married. They seem like it, but we're not.
Steve Doyle (:You're right. You're right.
Steve Doyle (:Okay, so what do you want to know about the list?
Brad Herda (:give me instead of just saying, well, that's interesting. Let's just talk about it. Share your feelings and emotions. Share your information there, Mr. Doyle. Open up, be a kind human being. You're so full of shit.
Steve Doyle (:There's nothing to share about it. There's nothing to share. And I'll be quite honest, we've already moved on. That thought's gone.
Brad Herda (:Yeah
Steve Doyle (:There is a lot of truth to that. that thought is that train has left the station. We're gone.
Brad Herda (:There are some truth to that. Don't get me wrong. There are a lot of truth to that.
There are some truth to that with you. Yes, if it's not addressed right at the moment, it's likely not going to happen again.
Steve Doyle (:Yeah, we're a great cornerback. We've already forgot the last play. That's right. That's right. We're all networking together.
Brad Herda (:All five, six of you back in the corner.
Steve Doyle (:There's truth in that one too.
Brad Herda (:Uh-huh. Uh-huh. All right, fine. You're to be that way. Then we can end the show on January 2nd. I know. You forgot. I get it. It's all right.
Steve Doyle (:I am going to be that way because I honestly yeah. Yep. So.
Brad Herda (:All right, well, it's six o'clock in the morning now, roughly post this release and time for somebody to get to work because somebody is going to turn the lights on and go, what are you doing now? Doing here because it's Friday, January 2nd and your office or your trailer or whatever. It's like cold, rainy, wet, whatever it might be. And no one wants to work today anyhow. So what a better way to spend the show listening to spend the day and listening to us. Let's be honest.
Steve Doyle (:Yep.
Steve Doyle (:You
Brad Herda (:It's the second of January after a holiday weekend. Who's really, who's really working today?
Steve Doyle (:Yep. Yep.
sandwiched in between the holiday and the weekend. Yep, lots of productivity today. That is exactly why I took my day off. So you as well.
Brad Herda (:Right.
Brad Herda (:Exactly. That's why you took your day of vacation.
Brad Herda (:All right. Well, have an awesome day, sir. And we'll talk to you soon. All right. Thanks.