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G'day listeners. On this episode of Captain and the Clown we discuss expectations. Not just

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expectations that we acknowledge and we have at the front of our mind, but the expectations that

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lie under the silly stories we tell ourselves. Hope you get something out of this. Enjoy.

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Why do it count backwards? Are they? We're now recording.

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What? Hello Captain. What do I say?

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Come fly with me, let's fly, let's fly away. What are we going to talk about?

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I don't know. So leadership, life and everything else. Yeah.

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And we're live in Darwin. We're in Darwin. We're not live.

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I'm alive. True.

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We love it up here, don't we? I know. It's become a regular destination.

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We've got some beautiful clients up here yesterday doing some project management training for a

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large construction company. Yes.

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So that was fun. And I expect this episode to go very well, Michelle.

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Your expectations are high. I have high expectations.

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We're going to talk about expectations because I had an experience. Was it last week,

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the big keynote I did? Yes.

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Yeah. Now I'll preface this by saying when I came off stage and went outside and we were

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packing up to go up, we had a lovely gentleman come up and say, oh, that was the best keynote

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I've ever heard. Blah, blah, blah. I've been to lots of these things, but I was in a bit of a grump.

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A funk. A funk.

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Yes, because I'll say that I think I did a pretty good job up there and we got a lot of fantastic

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feedback from people, but I'd set very, very big expectations on myself because I was trying some

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new material and it was a very big audience. And so, yeah, I didn't realize at the time that I'd

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built all my expectations up and it's something that we even teach not to do. And so I failed

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my own lessons. Well, to me, it just made you seem more human because I still have a tendency to

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put my expectations high, especially if I'm doing speaking and then fall short, even though it's

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good. Very good. And the feedback from the audience is always lovely and inspiring and

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uplifting. However, when your own expectation isn't met, which sometimes, and I admit is not

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achievable, but I have this expectation. And for you to admit last week that it happened to you,

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it selfishly made me feel like I was not doing so badly.

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Thank you.

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It happens. And I would imagine not being there myself, but elite sports people like you were,

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that expectation that you put on yourself and then not being able to live up to it,

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would produce a funk, even though the results were amazing, outstanding, you won, et cetera.

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Yeah. Expectations are an interesting thing. So we did a podcast recently about getting to the

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zone or flow, et cetera, using inner model of outer monologue. But yeah, I want to talk more

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about this because in our anti-fragility and stress management course, we talk about,

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you can't be stressed without an expectation. Expectations are the foundation of stress. So

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the quick example I always use, I moved to Sydney from the country. The thing that annoyed me the

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most was traffic. So I'd get in the car and I'd drive erratically like everyone else and

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impatiently and I'd get stressed. But then I realized that if I tell myself that Sydney

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traffic is a nightmare, I'm always going to be stressed. And so instead, I just changed it to

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Sydney traffic is an opportunity to do something I enjoy. I love learning. So I'll listen to my

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favorite podcasts, audio books, standup comedians. And now I love traffic because I get the opportunity

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to learn and laugh. But when you analyze where that stress is coming from, when I think Sydney

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traffic is a nightmare, what sits underneath that is an expectation that I should be able to get in

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my car and go wherever I want with no traffic, Michelle, because I want to own the road.

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You are the god.

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I am the god of traffic.

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Yes. The traffic pass.

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The traffic passes. It's like the waters part, part, part, part, part. And yeah, so when you

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analyze all your stress, what sits underneath it is an expectation that's not being met.

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Yeah, like when, you know, getting the kids ready for school, if they're not doing how you want them

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to your expectation is that they will bow and do whatever you want without any pushback and,

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you know, do it how you would do it. Without you necessarily conveying it, but the expectations

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there. And of course it doesn't happen like that. No, no. And so like going back to what you were

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saying about elite sport and the flow that we're talking about the other day. Yeah. I remember

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after, after we spoke about this, that there was one particular tournament we're in Sicily and

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playing against the Italians who were the world champions. They were just the best. And, and I

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had an expectation that I was going to play well. And I remember sitting there in the pool, they

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were scoring at will. I was playing shit. I was playing horribly and I was beating myself up in

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my head about, Oh, how could you play this badly? And then the coach even said, the reason why we're

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doing the defense that we're doing is because you can't save a shot. And that made things worse for

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me. And I was so much encouragement. I don't blame him. Like I was playing shit, you know, I was

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meant to be, you know, an elite athlete and I was, no, not yet. Not yet. I think it was before then,

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but I was, I was playing horribly. And I remember trying to get out of my head. I couldn't get out

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of my head. And it was a really awful experience, but what was, what was going on is my expectations

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of being able to perform rather than focusing on my systems and my training and what, what I'm there

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to do. So in other words, connecting with the moment. Yep. Yep. And so, and the play at,

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as it's actually happening. Exactly. So almost like get out of your head. I was so

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in my head. So expectations not being met is where the majority of our stress comes from.

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Yeah. And I'd really built up that keynote, I think also primarily cause we were videoing it

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for my new speaker reel. And I'd set up all of these expectations in my head about how I was

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going to be on stage. And, and then it was this massive room with four, 500, 500 people in the

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room and, and they were sitting as far away from me as possible. It was a, it was one of those

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conferences where nobody wants to sit at the front. So I typically like engaging with the audience

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and I couldn't get, I couldn't get that engagement cause they were so far away. But then you told me

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later that the people down the back were really engaging, but I couldn't hear them and I couldn't

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see them. And so, yeah. Even though I, you know, I'll, I'll say, I think I delivered a great keynote

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because of the feedback. It wasn't where my expectations were. And as a result, I had a real

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funk that day. We experienced something similar when doing simulator training and simulator testing.

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So there's a, there's a real thing that happens, which is when you don't necessarily, you know,

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you muck something up in the simulator check and there is a tendency to ruminate on that.

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Meanwhile, the aircraft simulator is flying at 900 kilometers an hour and you're missing more

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things. And then you're, because you're stuck in your head and the expectation was, and you may

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have arm chaired it, probably I'm chaired it, looked over the approach plate, known even from,

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you know, hearing other pilots talking about what the sim check was about.

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So arm chairing is preparing mentally.

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Yeah. And we've spoken about this before where, you know, athletes do it and pilots do it.

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Mental rehearsal.

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Yeah. Mental rehearsal in the arm chair or not in the actual aircraft. Although you have also said

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in a previous podcast that anytime you missed a shot when you were goalkeeper, that rather than

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Getting the ball out straight away.

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Yeah. Putting the ball out, you would mentally rehearse what it looked like that that goal,

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that you saved the goal rather than it went past you.

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Yeah. Rewired it as a lesson and a future success.

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Yeah. So we were told and check captains would know this and would see it. And the good ones would

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stop the simulator, especially on new pilots and to the company and say, hey, this is what we've

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noticed that, you know, and it, and it's a thing that happens. You're not, it's not just you,

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you're, you're normal. And this is an opportunity now to point it out and to help you get over it

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where you've got to let it go and you've got to continue. Otherwise, you know, you're stuck back

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there and, and things are happening and you get into all sorts of mess because you're not in the

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moment. And so that expectation of, it will go well and you should do it a certain way. If it

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doesn't happen on the day or the, that time, rather than beating yourself up because of that

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expectation, you've got to, you've got to let it go. Yeah. Because you've got to react in the moment

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to what's happening in the moment. You've got, you've got to connect to the present moment.

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Yes. And when you're in your head, like you said, you're not connecting. And so therefore

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you're just going to perform worse and worse and worse. I remember one particular SIM session and

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the captain, I was the first officer and the captain, very good captain, good pilot still is,

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and just, he set himself up. Now the background was he had some stuff happening at home.

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And so he wasn't a hundred percent in, in the game, so to speak, but a lot of notes had gone

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around about that particular SIM check. So there, we knew there was an expectation of what was going

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to happen. We, we were given the notes from the company about you will be required to perform

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these maneuvers throughout the line, operate, exercise the LOE, but how it was going to be done

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was meant to be a bit of a, you know, in the moment, however, everyone knew how it was going

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to be done, you know, turning inbound the left engine or fail and you'll, you'll get this warning.

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And then the expectation from the check captain is that you will do this, this and this. So it's not

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really a surprise. The captain I was flying with had read all of the notes from the other pilots.

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So his expectations were locked in. He was rigid on what was going to happen now because,

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so everything was going well as per the cheat sheets. And then he, he was wears glasses with

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his headset and he had to put on an oxygen mask was one of the failures that we were expecting.

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However, what happened was because his glasses got in the way and he hadn't practiced that and

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it was, it took longer than what he anticipated and what the cheat notes had said, because other

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people, it had taken a certain amount of time, which meant you were so many nautical miles from

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the approach and all this. We were then not in the same position that everyone else had been in.

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So rather than adjusting his expectation based on now we're not where we were meant to be,

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as per the notes, he followed the notes as in, in his mind. So it, the picture out the front window

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was not what it should be because we were not in the position we should have been to commence.

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And there was, he just got fixated on this. No, this is how it's meant to be the expectation

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rather than what was actually happening. And it was the only simulator exercise. And thankfully

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I never had to do it in flight where I had to say the words captain, you must listen,

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which is basically you have to take over the captain's no longer in control. Okay.

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Um, because they're, they're not listening, they're not seeing what's what's happening. And,

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you know, you don't want to do that in a simulator exercise, especially a check,

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because it could mean that that captain fails. Yeah. And you don't, you look after your mates

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and you, you know, your colleagues. That's right. And it's two crew, you know, you're,

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you're in it together. Yeah. And so it was really, really hard. You know, it's, he was saying no,

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and we, we basically had one engine on reduced power, which we were set up for a perfect three

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degree slope in on one runway, but the notes had said that we were on the opposite runway.

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So he was trying to do that, which we wouldn't have made it. Okay. And he just kept on saying,

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no, no, it's set up for this, set up for this. And it's like, well, we're perfectly on profile.

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And you know, it's straight ahead and no, no. And then we said, not only did he have expectations,

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he was being quite stubborn as well. Well, that's right. Because he was still thinking about,

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one, he was thinking about what was coming next as per the notes, but also the stuff up that had

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occurred because of the oxygen mask. He was still in his head about that. So he wasn't able to see

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what was really happening. Yeah. Cause he's, his expectations, the notes that he had took him away

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from reality. Yeah. Yeah. So this is what happens when you have very strong expectations, filters

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start to appear in your mind where you're seeing the world through these filters. And we were

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talking about this this morning. So if you have certain expectations, let's say you have an

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expectation that your partner does this or your colleague does, should do that. And so that

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expectation is entrenched in your mind. And so what happens is when they don't do what you're

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expecting, your brain goes, ah, look, they're not doing it. And then you start to get into this

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mindset, are he or she always does this or always doesn't do that. Or this always happens to me.

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This always happens to me. Yeah. Or you never. And so we start to catastrophize and label it as

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happening all the time or never happening ever. And so then in your partnership or your job or

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your relationship with your kids or whoever it is, you've never got this filter where you're looking

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for it to never happen or to always happen. And then you then ignore the evidence that's counter

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to that. So if your if your if your statement is you never do this, you will never see it when they

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do do it. Yeah. Because that won't justify and validate your perspective, your paradigm. And so

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then you have that argument with them, are you never do this? And then they try and point out

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a time that they did do it and you don't remember that because your brain didn't allow you to

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actually take that information in. So you'll you will actively start to ignore evidence to the

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contrary. And so expectations are really actually quite dangerous things, aren't they? They are.

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The good thing that happened out of that CIMEX was that he was a good checky and could see that

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there was an opportunity for a lesson. Now, guaranteed that Captain and I have always been

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able to recognize when we have that expectation bias almost. And since then, because it was a

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great lesson. Now, he didn't fail. We didn't fail. And he he was able to stop and point out

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exactly when it happened. And as a mentor, rather than coaching, say, you know, get get us to self

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self-assess. And it was really, really powerful and really helpful. Now, again, we had a great

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checky. We had the time in the simulator and that, you know, we were both open to this feedback.

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And and it did it. So that was day one. And then the next day, you know, we went on and

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passed. And that's that's one of the things that I love about pilots from what you've told me is

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that you're all open to learning. You're all open to owning your mistakes. And when so when you make

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a mistake, you own it, you learn from it, and then you don't repeat it. That's it. Whereas in other

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industries, you know, they actively hide mistakes in the medical industry. And they're they used to

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because they're encouraged by the insurance companies to hide their mistakes, unless they be

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sued. Well, money, that's all money. But yeah, hopefully that industry is starting to learn

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or change and act more like the aviation industry where there's no fault. It's more every,

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every opportunity to learn is taken. So if there's a mistake made or whatever,

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you act as an industry, you've told me you actively look for the lessons in it to share

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that lessons with everyone else. Yes, there's no fault. Yeah. So and they look at the system

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systemic issues rather than that that person individually. Yeah. So procedural issues and

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system issues. Yeah. And because potentially if it happens once, it's it will happen again

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and has happened previously. Yeah. So and there's a great book and I'm not sure if I've mentioned

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it before Black Box Thinking by Matthew Syed. And it I was I was recommended that book by

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a fellow pilot, Rich, and he and it is it's a great book that Matthew gives great stories from

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aviation. And he he compares it to the medical world. And he says and he quotes and we've also

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said it in aviation, you know, amongst other pilots that pilots can't hide their accidents

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where especially where lives are lost. And it can be hundreds of lives lost because of one accident,

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whereas doctors kill people one at a time, which is a morbid way of looking at it. But

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but reading through this book, I actually got quite angry at the some of the stories,

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whether they were true or not, about how doctors had covered up mistakes. Yeah,

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well, medical mistakes happen one person at a time. That's right. But how they'd covered them

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up saying that the patient had an underlying problem or they already had this. And yeah,

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I really recommend this book Black Box Thinking Black Box Thinking. It's an amazing book. It's

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great. So coming back to expectations, the expectations that we have really determine

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our experience in life. Yes. Yeah. So if you if you look at anything that causes you stress,

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what sits under that stress is an expectation that's not being met. And I'll use an example

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I love talking about in the customer experience workshops that we run. I you know, I'm a nerd,

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I got a background in IT. I started before Windows, I think DOS and WordPerfect for DOS. So that's how

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old I am. Before the mouse, Michelle. Oh, okay. I didn't know there was no mouse. Yeah, we had

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orange writing on a computer monitor with a keyboard attached with one of those remember those old

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telephones that had the curly cord. Oh, yeah. Yeah. So imagine one of the curly cords attached

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into a monitor and orange writing on the screen. That's how old I am. Wow. Yes. Anyway, so then

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Windows came out, and we rolled out Windows Microsoft Office. And I'm sure everyone listening

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would have had this experience, you call the help desk and they go, have you turned it off then back

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on. And I remember when I was working on the help desk, and we rolled out Windows and you quickly

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learned that if there was ever a fault, you just turn the computer off and back on then the fault

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goes away. Yeah, everything resets. And so I started to get a little bit stressed on the help desk,

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because people would ring up and I'd go, have you turned it off then back on. You can hear it in my

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voice, can't you? The Greek guy parachuting. Yes. Condescending. And it's the worst joke ever,

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but I love it. I love it. You know me with bad jokes. Anyway, and then one day I was sitting there

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and I was kind of studying psychology at the same time. And I realized, hold on a second,

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I have an expectation that my customers should know that to fix most computer problems with

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Windows, especially, is you turn it off then back on. And then the problem's fixed. And so

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because I had that underlying expectation, people would bring me on the help desk. I go, help desk,

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guy speaking. And they go, yeah, look, I've got this problem with my computer and blah, blah, blah.

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And I'd go, well, have you turned it off then back on? And they go, of course I have. Do you

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think I'm an idiot? I said, well, settle mate. I'm just trying to help you. And it wasn't a very good

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experience for the customers. But then I realized I've got to remove the expectation that my

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customers know what I know. Because if my customers knew what I knew. You didn't have a job. I wouldn't

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have a job. They wouldn't be calling me. And I remember a beautiful phone call the following

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week. This guy rang me up and we used to get this a lot in IT. They'd ring up and they go,

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oh, hi, guy. I'm really stupid. I don't know how to get the computer to do this thing.

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And I remember instinctively, because of that new mindset that I developed the week before,

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I said, mate, you're not stupid. You've just never learned it. Today's the day you're going

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to learn it. And I'm going to be the person teaching it to you. And he went, oh, thanks,

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guys. That's right, mate. I have to learn it at some stage. Today's your day. And then my

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experience on that phone call changed dramatically. His experience on the phone call changed

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dramatically. And I realized that what was sitting underneath my, I guess, condescending

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manner towards my customers early on was the expectation that they knew what I knew.

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Yeah. And that happens in so many situations. I was talking to another student and he had a similar

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one. So he worked in a local council and he worked doing what's called GIS mapping. So it's basically

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mapping like Google Maps or Apple Maps or whatever. And so in the council area, they're always

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doing different maps and modifying the maps based on any work. Anyway, I don't know it too well.

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But he said, yeah, I had a similar experience. I said, can you tell me about it? He said, well,

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yeah, I was sitting at my desk and one of my colleagues came up and asked me to do some work

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about some mapping work. And I said, yeah, no problem. An hour later, he's standing at my desk

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asking, has it been done? And I got really angry. And I told him, look, mate, seriously, I'll get it

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to you when I can. And when we were doing the training and we're talking about underlying

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expectations, he said, yeah, guy, I've realized that I was expecting him to know how long my work

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took. And I didn't manage that expectation. So I said, what are you going to do in the future? He

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said, well, next time somebody comes up to me to request some work, which they do all of the time,

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I'm going to say, yeah, absolutely. I can do that for you. Look, just to let you know, it's going to

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probably take about this many hours. I'll see if I can do it quicker. But I'll get back to you when

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it's done. And he said the next time I saw him that all of his stress has gone away because he

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didn't realize that he wasn't managing other people's expectations. And he had an expectation

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that his customers knew exactly how long things took. I've been having this issue with my daughter.

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She a teenager who knows everything. I wish I knew as much. All teenagers know everything, Michelle,

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don't you know that? We knew it when we were teenagers. We were so much smarter than our

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parents. God, look back at those times and to think that we were the most brilliant and they

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were the most stupid. I can't believe, yeah, anyway, sorry. Well, her expectation is that I

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will say yes without any information to her requests, like parties and going out and

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sleepovers and things. And my expectation is that she will provide the information to me

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when she asks. So that you feel confident and comfortable and safe to say yes.

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So we're a little far apart on our expectations. So I actually sat down with her and went through,

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I would love to say yes. I try to always say yes or a version of yes to you. However, this is what

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I require. And I said, I know it's annoying to you that I keep asking questions, but, and I wrote

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down a list of what I would need to know in order to say yes. So now she has that. She actually put

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it as a note on her phone. So when she texts me, she texts me the answers already. So it's great.

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It's brilliant. That is good. That's very good. We'll see you managed your expectations. You

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managed her expectations. Oh, but it took a while to get to have the conversation. Otherwise we

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were both frustrated. Yeah. Oh, that's just natural. Mothers and daughters and fathers and sons

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and fathers and daughters. And yeah, when they're in their teenage years, they know more than us.

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And we knew more than our parents. Yeah. But we did find out a couple of weeks ago. Why? Oh yes.

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This is fascinating. Yeah. I think you should tell it because we tell it better than I do.

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Yeah. So the theory goes that when we become teenagers, our instinct is to not listen to our

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parents anymore, to actually distance ourselves from our parents. And the theory, the biological

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theory is this, that when you become a teenager, you are actually fertile. Your body is getting

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ready to produce offspring. And so one of the things your body does is it tells you to move away

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from your parents, move away from your family, move away from that community. Because biologically,

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we should be going to a different village to go on and find a mate and have offspring.

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Having offspring in the same village is not a good thing for the species. No. And so the theory

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goes that when you become a teenager, your biology is telling you to stop listening to your parents,

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ignore everything that they're saying, move away from them, go to another village, find a mate and

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reproduce the species. And that's if true. And it sounds kind of, it resonates with me that, yeah,

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every teenager goes through this. We stop listening to our parents. We know better.

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There's now a biological understanding of, or possible theory as to why that happens. They're

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being told by their biology, leave where you are now. So distance yourself from.

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Yeah. It doesn't make it easier though.

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No. But it gives us a reason. It gives us, with understanding comes acceptance. Yeah. Because if

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we're expecting our teenagers to listen to us, but their body is telling them not to,

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our expectation is wrong. Which is why then your friend group as parents and who you,

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who you tend to gather with is very important because. Especially during the teenage years.

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Yeah. Whilst, whilst they're not listening to you, they may be listening to one of your friends who's

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saying exactly the same thing, but it's not you. And that's why we, we actively seek out people

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in our community, in our, in our beautiful people in our network, our, our very close friends. And,

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and we want the children to be around them because of the influence that they'll have on them. We,

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we, we, we're conscious on this, aren't we? Yeah. Yeah. Because your children don't want to listen

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to you, but they will listen to somebody else. And I'm, I'm still at a point where my beautiful

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little 11 year old son wants to listen to me and I love it. I love it. He actually asks me to have

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chats about what we teach and I love it. I love it. Cause he's just got this thirst to learn from me

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at the moment. Is it 12 that they start, stop listening? 13, 12, 13, 14. And that's where you

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need to provide them with other adults, sources of information, sources of information, because

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they will, they will listen to a sports coach. They'll listen to a, you know, an adult figure,

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who they respect. A cool dad. Yeah. A cool friend who doesn't have to make them eat their vegetables.

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And so they're not always frustrated by it. And yeah, so I'm hoping I don't experience that,

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but yeah, I'm ready for it. When he doesn't want to listen to me anymore, I'm going to say, hey,

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look, here's some amazing people. Yeah. If you ever want to talk, I'm always here,

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but here's some other people that you can, you can talk to.

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Expectations, it's saying, acknowledging that expectations are the underlying cause of a lot

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of disappointment, anxiety, uh, depression, because it's in the future or in the past,

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not actually living in the present, but how like it's good knowing this, but then actually

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change it. Yeah. Yeah. Well, I think my theory is that we should become,

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aware of, and I want to say conversant with, we should be talking to our expectations. I know

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this sounds a bit weird, but curious, curious with our expectations. So every time you feel stress,

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just stop and think what is the expectation that is not being met, that's sitting underneath and

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become friends with the expectations that you have. And so I think that's the way to do it.

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And, and become friends with them, become friends with your expectations because we all have them.

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We have expectations about how our partners should behave, how our boss should communicate to us,

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how our customer should engage with us, how children should do that. Yeah, we should on

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everything. But if you can change your relationship with your expectations and see them just as

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entities that you've created that are also malleable, that you can change, that you can

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adjust them. They are not laws. They're not a hundred percent truths. They're not things that you

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should stand by like, like a policeman stands by the law or the judge stands by the legislation.

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You, you are able to rewrite them. And when you rewrite them or, and adjust them for your own

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health, mental health and success, then, then you're more in control of your life.

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Well, getting curious with it, some of the expectations are ridiculous. Like if you actually

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look at them, that I'm the traffic guard. Yeah. Or that, that don't people know who I am as I walk

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into a room that nobody knows me. You know, we saw that the other day. That's right.

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That it's the actual underlying expectations. Generally I am generalizing here. Ah, ridiculous,

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stupid, like idealized, idealization. I can't speak. Idealization. Ideation. Ideation. There

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we go. Uh, I put too many. Sorry, we're throwing syllables just to create our own words. So

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then people do that. It is, it's ridiculous. And if they, it was spelt out and you'd be like, no.

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Ideation, idealization, ideas. Anyway. Yeah. But no, but the, that expectation, if it was spelt out,

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the expectations you'd think, no, that's ridiculous. Yeah. Yeah. If they were written

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down in black and white in front of you, what your expectations were, because quite often we,

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we hide them behind stupid thoughts. So for example, Sydney traffic is a nightmare.

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What sits underneath that is I should be able to get in my car and drive wherever I want,

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whenever I want and have no other traffic. Yeah. Yes. There is no traffic. So Sydney

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traffic is a nightmare. It looks like a logical statement, doesn't it? Yeah. It looks very logical

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and everyone could sit around having a glass of wine and agree to that. You can have a conversation

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with your friends. Oh, isn't Sydney traffic a nightmare and your friends before the M4 was

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around. Yeah. And so, and you're all your friends would go, yeah, isn't it all those cars, but you're

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all deluding yourself because what sits underneath the statement that Sydney traffic is a nightmare.

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And it's so much better now. Thank you to those tunnels that we've just had built in Sydney. Well

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done government for doing some infrastructure that actually works. But, um, sorry, but what's

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it's underneath that expectation or that, that statement Sydney traffic is a nightmare isn't,

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it's the most absurd, ridiculous expectation that you should be able to get in your car

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whenever you want and drive wherever you want without any other cars. Yes. Oh, it is absurd.

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Just get in your car earlier. Give yourself some contingencies and some buffer, you know,

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allow an extra 20 minutes or half an hour. And in that half an hour, listen to a podcast like

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captain and the clown and fill your brain full of knowledge and laugh at the idiot, the clown on

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the other end of the, the microphone, because our expectations sit underneath everything and it

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creates the experience that we have in life. Yeah. Sounds easy. Hey,

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we teach it and yet we catch ourselves. But here's the beautiful thing, right? Because we teach it,

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we're aware of it, which makes us able to catch it more often than most people. And that's not

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bragging. That's I guess, just admitting reality that because we are conscious of it,

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we're beating my head against the wall enough times by, by teaching it, uh, you know, and it's

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every single time I teach it's like, Oh, of course, of course, of course, yes, because we're human.

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Yeah. Yeah. But the people who don't teach this or who haven't learned it yet, learned, learned,

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learned it yet. We'll, we'll use the UK learnt, um, because the people who haven't learned it yet,

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you can't expect them to understand where their stress is coming from and who gets taught this

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stuff at school. Yeah, no one, no one, no one. That was a fun podcast. I expected it to go well

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and it did. Otherwise I'd be in a funk right now. Just like the other day where all my expectations

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didn't happen, but still, yeah, it's, it's an interesting concept. Yeah. Bose, thank you for, uh,

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the headphones that we've got now, but we paid for them. How about some sponsorship? Bollinger,

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like we've, we've enjoyed a few of you over the years, but uh, Lint, come on, seriously,

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we're waiting. We're patient. Our expectation is that people will find us and just give us

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money and goods. Yeah. And yeah, we maybe have to change our expectation and start doing the

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necessary marketing for the volunteer to want to sponsor us. Michelle. All right. That was fun.

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Bye guy. Bye. Well, that was fun. That was fun. You're such a clown. Lady captain.

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Yeah. And who's going to listen to this? Maybe I'm numb. Thanks mom.