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Owning a Business vs. Running a Practice w/Allison Williams
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Owning a Business vs. Running a Practice w/Allison Williams

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Today on the show we have Allison Williams, owner of Williams Law Group in New Jersey and owner of Law Firm Mentors, a business coaching service geared towards law firms looking to grow their practices.

We’ll talk about honing in on extreme legal niches, hiring help without risking your reputation and work quality, and building a book of business from scratch.

Hacking’s Hack: There’s a podcast I listen to called the art of procrastination. In the show the say to look at which items stay on your desk for a long time and find people to delegate them to.

Tyson’s Tip: This one is from the Haskin’s brothers-Google added a general business category to thousands of Google MyBusiness listings that have hurt businesses rankings in Google. Go make sure that you don’t have it, and if you do get it removed ASAP.

Check out Allison’s Law Firm Mentor :https://lawfirmmentor.net/

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Welcome to the Maximum Lawyer Podcast. Partner up, and maximize your firm.

 

 

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Transcripts: Owning a Business vs. Running a Practice w/Allison Williams

Allison Williams
If you want to be the entrepreneur and you want other people to do the work, you’re going to have to sacrifice some immediate profit in order to get people in and train them up and create a mandate. If you want to be an owner operator where you are doing some of the legal work and some of the legal work is done to others, then you start looking at what you can get off your plate, give you enough time to actually create structure. And that really is a matter of managing your time and managing your schedule.

Unknown Speaker
Run your law firm the right way. This is the maximum lawyer podcast, podcast your hosts, Jim hacking and Tyson Meatrix. Let’s partner up and maximize your firm. Welcome to the show.

Jim Hacking
Welcome back to the maximum lawyer Podcast. I’m Jim hacking.

Tyson Mutrux
And nice to meet you. What’s up, Jimmy, you’ve got some allergy issues. How are you feeling?

Jim Hacking
St. Louis allergy weathers for the birds. I’m moving to San Diego. Dude, this is the worst I’ve had. This is the worst allergies I’ve had. And I found congested and I feel punk.

Tyson Mutrux
You know, it’s funny. You said you had allergies. I don’t think you sound too bad. I can tell like different. But uh, you don’t sound too bad. But, you know, anything we can do to get you out of Missouri. I’m all for get you out to San Diego, to hanging out with Josh Goldstein. And then I’m all for get you as far away from this place as I see how you are. This season. I would be very sad. I know you’re gonna move at some point when the Russians, did you want to enter introduce our guests of the week? Well, I’m really

Jim Hacking
excited about our guest today. She was introduced to us by our good friend Steph rice. She’s a New Jersey family law attorney who also works with other lawyers on helping them grow their firms. Her name is Allison Williams Allison, welcome to the show.

Allison Williams
Hi, guys, thank you for having me on the show. I’m really excited to talk to you.

Tyson Mutrux
Wow. So we’re we’re really excited to talk to you to any friend of a friend of ours. And he says really good things about you. Talk a little bit about your journey and how you got to where you are today.

Allison Williams
So as you noted in my intro, I’m a New Jersey family law. We’ve been a family law attorney for 16 years, my entire career. And I started my law firm in 2013. And I came out a lot unlike a lot of solos, I did not have to hustle to find clients, I already had a pretty substantial book of business going out. But what I found that was crazy was trying to manage setting up a law firm running a law firm and practicing law all at the same time. And it was a real struggle. And so I ended up working 60 7080 hours a week. And at some point, I had hired my third or fourth incompetent staff person and finally said, alright, I’ll just be a secretary in addition to a lawyer. So I’m, I’ve got an hour commute back and forth to home. And one day I suddenly had a clear calendar for the next Friday. So I said, Well, let me just use that day to catch up and I’ll be in the office. And that Thursday night, I ended up kind of relieved that I was finally going to get a day in the office. I left early at seven o’clock at night, very, very early for me at that time, got in the car driving 90 miles an hour, so excited to get home and get a full night of sleep that I fell asleep and almost hit a guardrail. And very quickly realized that I did not want to own a law firm anymore. So I threw myself into the marketplace, got a very lucrative offer from a very large law firm and on my way to go accept that offer, I turned it down, didn’t really know why I said it’s miserable to own a law firm, I don’t know why I’m going to be a punishment. But if I’m going to own this firm, and if it’s not going to kill me, I gotta find somebody to help me. So I started working with different business coaches over a relatively short period of time, grew my revenues 856% In four years now own a multimillion dollar corporation that really runs itself and I am the steering agent over the ship. But I recognize the freedom that comes with owning a business instead of running a practice. And I very much advocate that that is the way that lawyers ought to situate themselves so that they can create the wealth that they want the lifestyle that they want and that they can actually enjoy owning a business, whether they’re choosing to practice law or just wanting to be an entrepreneur. So now I’m a business coach. Last year, I decided to launch law firm mentor, which is a business coaching service dedicated to helping lawyers grow revenues, crush chaos in business and make more money. And those are the three things that I helped them do through teaching them in business retreats, and one to one coaching strategies and sales, marketing people and profit. So that’s me in a nutshell, that’s law firm mentor in a nutshell. And that’s kind of where I am.

Jim Hacking
Let’s try to unpack some of this because it sure sounds really good. The first thing I want to know about is how you said that you started your practice with a book of business. How did that

Tyson Mutrux
sort of about.

Allison Williams
So as I noted before my practice area of family law, and I have a unique niche within family law. And I’m always a big proponent of people creating this. But I help people who are involved in the child welfare system. So CPS is what most people will think of is that is that category, I help parents accused of child abuse relatives who want parents, children out of the foster care system, people who believe their children have been abused in the system did not get those investigations, right. And I developed a practice doing that in the private sector, which is very odd and unique in our state. And then mostly across the country. 98% of cases brought by the state of New Jersey accusing someone of child abuse are income eligible for the public defender’s office. So I cornered the market on that remaining 2%, and then decided that I wanted to extrapolate that into a broader practice. So now any person who has a child abuse concern or issue in any family law, matter whether it’s divorce, etc, they know me as the person to help them with that. And that was how I was able to really generate a practice doing kind of grassroots blogging back before blogging was a thing. You know, I set up my own little free WordPress blog and just kind of put stuff out there so that, as lawyers would call me and ask for help, I didn’t always have time to help them. Because at that point, I was the only attorney servicing 16 counties across the state of New Jersey, I was always running. I said, let me just put my library of materials and articles and stuff online, and people can find it. And then clients started finding it. Next thing, you know, I had a full statewide practice that was generating a few $100,000.

Tyson Mutrux
Well, Allison here, I mean, you know, I don’t know what 2013 or whatever it was, you were sort of doing the same grind that a lot of attorneys that are listening to this, we’re doing you’re working all day. So just praying for that day off and just really struggling. What would you say is the differentiator between, you know, being that attorney and then really stepping up your game to be where you are today? Well, I

Allison Williams
would say probably the biggest shift was moving from the idea that I had to do everything. And the idea that I was going to lose my reputation if I didn’t let other people do my work. You know, once you kind of figure out how to practice law, and it’s no longer a taxing thing to practice law, we are, for the most part, very egotistical as a profession and in particular litigators, you know, you get your reputation by being able to stand up and assert your position and defend yourself and have somebody else attack you and ultimately prevail over that. So it was very important to me, I built a big reputation, and I wanted to maintain it. And I thought, okay, I hire somebody, they screw up, and I my reputation goes down the toilet. And I had to very quickly realize that judges are not going to see and other attorneys are not going to see you as nothing more than the extension of the people you work with. You have your own reputation. So if I hired somebody and gave them the tools necessary, and really invested in them, to be able to get my work done as best as possible, and not have to be as perfect as I might otherwise like it, I could free myself to be able to do other things. And that became necessary because I had more work than I could withstand as an associate. I certainly didn’t have the time owning a business to go out and, you know, be returning all the emails and the phone calls and the letters, I needed people to help me with that. So stepping into that and getting really solid help sooner rather than later is really what helped me to fail.

Jim Hacking
Allison, talk to us about getting that support. How do you what’s your mindset when you’re hiring? When do you know when to hire? And what do you look for when you’re hiring?

Allison Williams
The when to hire question is an interesting one. And the question that whenever lawyers ask me that question, I always say you have to look at what your business model goals are. So if you want to be the entrepreneur and you want other people to do the work, you’re going to have to sacrifice some immediate profit in order to get people in and train them up and create a foundation. If you want to be an owner operator, where you are doing some of the legal work, and some of the legal work is done through others, then you start looking at what you can get off your plate give you enough time to actually create structure. And that really is a matter of managing your time and managing your schedule. So looking at your five day calendar, or if you’re going to work more days than that, I don’t advise it. But if you’re going to however many days a week, you’re gonna be working chunk out time for working on the business versus working in the business. And that time working on the business has to be sacrosanct. And if it does not fit all the work that you have into the remaining time you have to hire somebody, whether you think you can afford it or not. If you hire somebody and you can optimize their work and build them out. So in other words, hiring a paralegal versus a secretary to start that will give you enough to be able to afford them. But if you don’t make that step, you’re not going to move. Then once you’ve decided that you’re going to hire and you’ve decided who you’re going to hire I am a big proponent of using assessments and getting the right people in the door. So one of the great tools that I use in my business and I always recommend it to my Client is a product called a real talent hiring assessment by a guy named Jason Anderson. And you can find that at real talent hiring.com. That assessment tool gives you nine pages of data about how your potential candidates, think works, organizes delegates, managers responsibility and dealing with authority. And all of those aspects of who a person is when they show up at work is going to tell you whether they’re going to be somebody that’s better at taking the task, and running with them, or managing the tasks and assigning them, or handling their attitude in terms of dealing with you and other lawyers. All of this information that we often gloss over because we’re so desperate to get a body in will help us to create the culture that we want. And if you’re not concerned about that, when you’re hiring somebody and you just want somebody to push paper, you’re gonna spend a lot more of your time energy and mental anguish, chasing mistakes that people make because of who they are intuitively that you could have avoided if you would just look

Tyson Mutrux
before before you hire. So as an early on, you mentioned that you’d gone through a few different staff members, what do you think the mistakes were you made, then that you don’t make now?

Allison Williams
Oh, God, there’s so many of them? Where do we start? I have been, I’ve probably made more mistakes in hiring than the aggregate of all of your listeners combined. I will tell you some of the mistakes that I made were, you know, I did not interview well. So I would typically assume that if I ask somebody a question that they were giving me a reasonably honest answer, unless their answer appeared to be fraudulent, you know, did you ask somebody you know, what is your greatest strength, or what is your greatest weakness, you take them at face value, when they say their greatest strength is writing, if you get a good writing sample, or if the person says their greatest weakness is that they are a little too overly involved with their clients, you take that as, okay, this overly dedicated person, I can rein that in. But I started to learn through a lot of different resources, how to get better at interviewing. So one of the great resources is a book called The who, by Jeffrey Smart. And, you know, is is, was great about teaching me about behavioral interviews, where every time somebody says something, you ask them for concrete examples, and you really probe what they’re saying, not just what do you think is your best prank, but give me an example of how that had a positive impact. And give me an example of when it didn’t have that. But for your talent, the situation got a lot worse, because you didn’t have the ability to bear up on that problem. People really have to start thinking through it, and you can really start to assess what’s what’s going on. So I didn’t do that to start, you know, I just kind of met with people got a sense if I liked them. And I also made the mistake of hiring people that were a lot like me. So I know what my strengths are. And I know what made me successful. So I figured, if I want somebody who’s going to be successful, I will find someone who’s successful like me. The problem is that I didn’t need more of me, because I was pretty damn good at being me. I needed people who were doing all the stuff that I was not good at. And I didn’t look for that hard enough. And so I started to assemble people that were great in court and great on their feet, but not so great with details, or they were great with details, didn’t spend enough time with the clients, or they spent time with the clients. But they weren’t really that concerned about making sure that their hours were met. And I didn’t have any of these intuitive problems. But because I was looking for people that had the same goals as I did, they were kind of hungry, if you will. They were chasing their own objectives. And they didn’t align with what I needed for the business house. And that’s great. I think definitely hiring people that have different skill sets than ourselves is really important. One of the things I work with my wife and we are very much opposite on many things. We’ve all taken the Colby test here at our office, and she and I are the opposites and we find that the people that I work with are better if they’re more like my wife, and the people that she works with are better if they’re more like me. So that sort of corroborates what you’re saying.

Jim Hacking
So my question for you next is about niching down. I mean, in that opening statement of yours, you said so many themes that we hit on in our podcast, but one of the most important ones we talked about is niching down and even talked about niching down within a niche, talk to our listeners a little bit about why that’s so

Allison Williams
important. So you know, one of the things that I help lawyers with is marketing, and your marketing message is going to resonate with people. But if you don’t have a very specific target market, you’re not speaking to an individual who has the problem that you need to solve and that you have the ability to solve and your message is going to fall flat. So that doesn’t mean that you can’t get clients, right. A lot of people say, Well, I’ll practice door law, anyone that walks through the door that has a check, I’ll do that work and I’ll get experience. But the problem becomes that if you’re not spending your time immersed in the world that you’re going to be serving that you don’t really have that lingo you don’t have that right dictation, you don’t have that energy. And people pick up on that, like they may not be able to verbalize it. But they know somebody who’s a jack of all trades versus somebody who’s a real specialist. So the more that you’re able to communicate to the marketplace, and everything that you write everything that you say everything that you posit on your website versus your blog versus your consultations, even, is going to have a message that has a theme to it. And the more theme to your communication, the more a person’s going to intuitively understand that you are the right person to help them. So it makes it easier to sell your legal services, it makes it easier to attract the right types of clients and your marketing, it makes it easier to hire the right kind of people, because if you’re assembling people who want to have a lot of variety, doing 5000 different things, because they have shiny object syndrome, that’s a very different higher than somebody who really wants to be meticulous at what they do. So it just, it makes life easier all around. But it certainly makes it easier from a scaling perspective, because I chose a niche, where I like to say my niche chose me, but I ended up in a practice area that nobody was doing, and there really wasn’t a market for it. So I had to go out and create my market. And then I had to make myself a master of my market. And by doing that, at the time, I guess I I’d be what you refer to as an unconscious competence, I didn’t really set out knowing that that was what I was doing. I just stepped in the direction of what I was passionate about. But by virtue of doing that, people saw that I was passionate about the work. And the work just kind of came to me, I didn’t have to really spend a whole lot of time and money going out trying to convince people that I knew what I was doing, because I was the one who was doing it and putting it out there front and center.

Tyson Mutrux
Or else. And so let’s assume that we get an attorney just starting out whether they’re just at a law school, or they’ve worked for a couple years at another firm, they’ve got a very minimal marketing budget. They’re not like you and they don’t have a bunch of clients to take with them. Where do you think they should start starting to build that book of business. So building a book of business

Allison Williams
for young attorneys, or even newer attorneys, who, independently having to find work is really in my view, a product of relationships. And it’s interesting that I say that because I’m not somebody who intuitively enjoys networking. I’m not somebody who would go out and enjoy the Bar Association events, I went to them, but I didn’t really enjoy that as my, my practice area. But once you kind of decide what you want to do, it really is about finding the people that are going to give you the work. And you can find that through as soon as you have one client, you have the snowball effect, that you serve that one client, you serve that client well, and then be very intentional about asking your clients for more clients. It amazes me the number of lawyers that feels finished about asking their clients for either more work, calling up the client and saying, my client, we haven’t checked each other out in a while. I just wanted to know how things were going. We resolved your matter back in two years ago, how have things been since oftentimes your clients can be the greatest source of new referrals. So you serve that one client and you ask them directly. Look, I’m trying to grow my business. I really enjoyed helping you and I love the work that I did with you, I’d like to be able to do that with more people. Do you know of anyone who has a problem that you need to solve? That is a very direct and very easy way of getting in three clients. Once you’ve done that with your clients, then think about that with every professional that you’ve encountered, every adversary who has a case, that is a smaller case, and they would ultimately choose to take, because it just isn’t what they want to do anymore. Or every mediator or financial professional or expert that you deal with, ask them directly. Hi, my name is and I want to grow my business. Do you have any people that you’ve encountered that need help in the area of whatever. When you’re younger and newer to the practice, you’d be surprised how much that hungriness factor is a differentiator. Because people that have been doing it for 15 or 20 years oftentimes feel like they know what they’re doing, versus that new person who’s going to come in infuse new blood and new energy and get you all excited and hyped up. And make sure that they give your case the attention that it requires. So that’s another good way of getting out there. And now the internet provides us ample opportunities, even free of charge to be able to expand our reach. So I always tell people, anytime that you have an opportunity to get on a stage, that is going to give you the greatest magnifying effect of your message. So put yourself on a stage where whether it’s teaching a CLE or mentoring other attorneys in the practice, or even if you have just an opportunity to do like a community organization type of a group, get yourself onto someone’s page and get somebody to record it for you. And it can be an iPhone or Android camera phone just capturing snippets of what you have to say. Then you have something that gives you authority because you’re speaking to people and you’re educating. When you are in the role of an educator you’re inherently given us a certain level Little higher status. And that’s then going to be able to be marketed. So you can put that on Facebook, Instagram, Twitter, LinkedIn, you can make blog posts out of what you had to say. You can get them transcribed, if you want to spend the money for it. Or if not, you can just sit down and do it yourself and write out what you said. But you can put that in multiple places, and that one speech can get you 1020 30 different touch points into the marketplace without you having to reproduce content. So you save yourself time, and you magnify the marketing rates without the additional expense. Allison, what technology

Jim Hacking
or software do you recommend people use when they’re trying to keep track of their leads? And then for

Tyson Mutrux
client management as well?

Allison Williams
Yeah, so CRMs are kind of a standard part of practice. Now, I mean, a lot of different software packages are including those for lawyers. And for anyone that’s not familiar with that term. CRM stands for customer relationship management software. So there’s a lot of good ones on the market place that you can get relatively inexpensive. If it’s not built into your practice management software, which is going to be your universe where you have all of your data, your contacts and information for your practice, you can buy a CRM separate and apart from your CRM from your practice management software, such as MailChimp, that’s the one that I like to use, because it’s list based, as opposed to email base or database. There’s also Constant Contact, which is another automated form of communication. There are some more sophisticated ones on the marketplace. I find Infusionsoft is a little clunky and hard to use for me personally, but there are some certified professionals out there that will help you with something as sophisticated as Infusionsoft. And then there are software packages that are contained that are also designed to help you keep track of the people that come into your funnel for your marketing. So Lexa kata, which is now been acquired by Clio is a package where not only would you have the ability to automate your email communications with people, but once they get onto your list, if they become a potential client, you can automate communications that will go out to them about their case, once they’ve signed up, getting retainers and getting documents in and so forth. So these are the solutions that are out there now are just wonderful to help save you time and also keep you top of mind awareness in front of the people that you’re going to be working with.

Tyson Mutrux
It’s really kind of funny, Jim, like, a couple of years ago, we were talking about automation, and we got a little bit of pushback from people, you know, come out automation, and take up the personal culture. It’s really interesting how many of these case management systems added on and CRM type of functionality? How many CRMs are really coming out of the woodwork? It’s kind of cool. Other the practices evolved just over the last two to three years. So Alison, I want to sit back just for a second, you’re you’re talking about? You’re trying to scaling and adding people to your firm, and, and having people do things, you know, you’re not good at, I guess, how do they know? I mean, what do you use to train your employees, when they come on board, a lot of you onboard them, that they know what they’re doing, and do it the right way, they do it the way that you want them to.

Allison Williams
So training and onboarding is a really, really necessary valuable part of the practice, that isn’t the sexy stuff of business. That’s not the stuff that lawyers get all jazzed up about. But it definitely makes a huge difference in the quality of your team. So we have, we have several different components that cover that. So the first thing is that I’m a very big proponent of having systems in every aspect of this, there should be nothing that you’re doing in your business that you do at least once. And more than once that you are not going to have into a written system that somebody else can follow if you’re not there. So I actually, in my annual program, which I will talk to you about a little bit later, I have a retreat that we have all systematize your law that that is all about how to create systems that are easy to follow that people can understand intuitively and be able to execute. That’s number one, everything has been a system. And then once people come in, I think you really need to plan out a training and intake process for your new hires. So that means you need to have a designated person who’s going to be responsible for training them on every critical function in their job. And in my office, we do that by virtue of both electronic options as well as people based options. So new hires come in, we have a 247, five PowerPoint presentation that they watch on their first day, that walks them through, you know how to do everything in the business from using the copy machine to sending faxes, even though faxes are not really bold, and we don’t do it that much. They need to know how to do it. Who does what in the office, how to order supplies. If you need a requisition for something, if you’re going to a CLE all of that is laid out for them so that they can first get a touch point of it and then later having to refer back to in a manual. And then you have a person that will sit with you and go through technology. Because even though we are very technologically advanced, now relative to what we’re wearing the practice even five or 10 years ago, there are a lot of different technology solutions out there. So the likelihood that you’re going to hire somebody who use exactly your kind of solution, and exactly the same way, it’s not that great, you really do need to take time with people to teach them the keystrokes, tell them where the manuals are, and get them fluid in using technology sooner rather than later. So that there’s not a thought gap in your business when they get there. And then finally, you need to have a process where you’re checking in with people, you shouldn’t just bring them in and figure out I’ll spend a couple of hours with them and then check in with them after a month or so it really does need to be constant repeated activity over a 30 day period, very intensive. And then thereafter, you’re following up with them on a regular schedule, because they need to absorb the information and have the occasion to put it down and come back to it. And if you don’t give them that opportunity in a free space where they know that they’re still in learn mode, you’re going to cause a lot of anxiety. And that’s the reason why typically you’re going to find anywhere from three to six months, it’s going to take a high achieving employee to acclimate your new workplace, the average person in the middle of that bell curve, it’s going to take six to nine months. And people that are a little bit less advanced are going to take as long as a year. So you really need to put a lot of time and training energy into your onboarding process for new people. Alright, Elson, so

Jim Hacking
we’re about ready to wrap up the episode, I was wondering, where can people find you? And where do you see yourself going in the future?

Allison Williams
Law Firm mentor is my is my business coaching service lawyers and we are growing very rapidly. So my, my website, interestingly enough launches tomorrow, on May 1 of this year. Yes, I have already built a multiple six figure business without having a website. I know that people don’t think it’s possible, but it is. But I decided to find have a place online. So we’re going to be at law firm mentor.net. No spaces, no dashes, just law firm mentor that net. And on our website, we will have a lot of information, including the upcoming events that we have going on different ways that you can with us in social media, including that we have a free Facebook group that we used to give a lot of information to the marketplace about running a solo and small law firm. So if you are a lawyer, and you’re in any way online, and you’re not online, you need to get there. If you are online, please join us at the law firm mentor movement. And in that Facebook group, we have interviews with experts, we give away free resources. From time to time, I will do Facebook Live on different topics, we do have a series that runs every two weeks, where we educate people about different topics like billing and software and things like that. So please join us at the law firm mentor movement and find us online at www dot law firm mentor dot.

Tyson Mutrux
Excellent. Alright, so we’re gonna wrap things up before I do want to, I want to remind everyone to go to our Facebook group, a lot of activity going on every single day, a lot of people sharing the tips, tricks and tips and other knowledge to get on the Facebook group there. And then also, if you don’t mind, give us a five star review on iTunes or wherever get your podcasts. Jimmy, what’s your simpler hack of the week? So

Jim Hacking
there’s a podcast that I listened to called The Art of procrastination is with my man, Dean Jackson and Dan Sullivan. And I don’t love the podcast, I enjoy it. And I was from time to time, but they were talking about the other day of being when you procrastinate have of sort of stepping back and paying attention to the things that sit on your desk for a really long time. And then to ask yourself, not when am I going to find the time to get these things done, but rather who can I get? get these things done? And I just think that as a mindset of stepping back and using the the act of procrastinating as a bellwether to figure out what’s bothering us or what we don’t want to do. I found that to be really helpful.

Tyson Mutrux
Yeah, Jimmy, that’s really good advice. So I was I gave this example if you go to someone because delegation, and I was trying to teach our operations manager Qantas about delegation, and I have a sticky note sitting on my desk, we call it justice for three freaking weeks. And I kept looking at it, I kept putting it off. And then one day, I just handed in Sam and said, Hey, will you call this adjuster and she did it as done. And so like, I don’t know why I didn’t really either all or give someone but it’s so much easier. I mean, that’s what they’re there for. That’s what people are there for. You pay them to do is to do the work. So it’s such a good a good thing because I know we all I know everyone listening to this right now and most of us, they they’ve got something sitting on their desk, sitting there, they haven’t been doing anything. So I like that. Alright, so my tip of the week is actually one from the Haskin brothers, asking the brothers so they noticed that Google last week and added some general business category to some of the Google My Business accounts. And it, what it will do is it will lower your rankings. And I’m not sure to give the rationale as to why Google did that. But it wasn’t like it was a penalty or something. But they just added a general business category to hundreds of Google My Business pages. I actually checked one of mine, one of mine added on there, but I immediately removed it. And so check your Google My Business page, and see if Google is flat the general business category I get into the executive you’ll, you’ll recognize it to see it there. Go into your Google My Business, check that and remove it if they did, because otherwise, it’s gonna affect your rent. That is my tip of the week. Alison, thank you so much for coming on. This has been a lot of fun. We really appreciate it.

 

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