John Block

So, you know, two to 4%, something like that, that we give to all employees and we share broadly in a effectively a employee appreciation plan or, or kind of phantom ownership plan, um,

And we do that as part of our concept of ownership culture.

We don't think it's enough to create ownership culture.

We think it's an important pillar of it.

But we talk a lot about communication.

And if all you did was give someone an employee ownership plan but didn't talk about it and didn't talk about the business, the business's goals, where you're headed, you wouldn't achieve that ownership culture that we strive for it.

We also talk a lot about transparency.

It's not enough just to talk.

You have to talk openly about what's going on.

Goods, bads, indifference in the business.

Lean in to being transparent.

We think that allows you and that builds accountability.

And that's another key pillar for us in this idea of ownership culture is high degrees of accountability.

We all want to win together and hold each other accountable to doing so.

And then the kind of fourth thing comes back to that ownership idea of spirit of abundance, sharing broadly.

Big believers that

Employee success leads to customer success, leads to financial success.

If you pay it back, you win together.

But we don't think it's enough just to say, hey, I put in place an employee ownership plan, so I created ownership culture.

We think that's a kind of failing proposition of sorts because you miss the other links that are extremely important to create that kind of feeling of ownership for people.