Paul Bresenden: All right. So I’m here with Dan Berzansky, wearing my OneTeam360 shirt. Thanks, Dan.
Dan Berzansky: How embarrassing, we match?
Paul Bresenden: Isn’t that awesome?
We’re talking through OneTeam360’s features to some degree, but really the broader sense of how to do performance management for employees. So just give us the 10 second overview of OneTeam360, what it is, and what you’ve built that solution for.
Dan Berzansky: Sure. So essentially what we are is we’re an employee management system for today’s shift based workforce. So we are an employee incentivization and management tool for employers of part-time and hourly employees.
Paul Bresenden: Which is pretty cool, because you can Google it, there’s tons of solutions out there for performance management.
Dan Berzansky: Tons.
Paul Bresenden: They all do something slightly different. Usually it involves some element of time and attendance, which you don’t do.
Dan Berzansky: Nope.
Paul Bresenden: But really what it’s built for is intrinsically motivating, building really great teams for hourly shift based workers, which I can’t think of another solution that’s in the market for that, which is really cool.
Dan Berzansky: No, there there’s nothing out there. And I know that because I went searching for it. So I have a relatively large lifeguard service business, which was my primary business. And really, we built the system for that company, because there was nothing out there that really spoke to us. There were the big boys, big players, that, to be honest with you, I couldn’t afford, even if I wanted to use them. And even still, they were developed around workarounds that would work for my company, which I just simply couldn’t rely on.
Paul Bresenden: So you’ve built something really cool at this stage. And we want to talk through some of the challenges that you’ve faced, how you’ve addressed solving them, whether it’s with OneTeam360 or you’ve addressed them before. And so today what we really want to talk about is building or starting team competitions that impact, build a positive team culture. Let me just break that apart before we go too far in the team competitions. It’s easy to just talk about team competitions like they’re just going to magically solve everything. But I think all of us at some point have tried some sort of reward system, tracking system that’s backfired. I could give you horror stories of things that have happened in my own company. But let’s talk about how they’re not the magic bullet for everything. How do people screw these up? I think you had mentioned some really cool things. Let’s talk about a couple ways that people actually screw up team competitions, and then we’ll talk about how to get them right. So walk through that for me.
Dan Berzansky: I actually sat and took some notes on this, because I thought about all the things that we have done before OneTeam and before the access to the system, that honestly, my goal was to motivate and excite my team to do more and to do better. In turn, what I did is I really just angered them. I couldn’t get it right. And you risk it so hard when you can’t get it right, that all of a sudden, instead of taking people from true believers and true passionate employees about your company, which they may have been before I screwed it up, now all of a sudden you’ve really ostracized them and made them upset. So the first thing that I have done and I used to do before I had a tangible system that I could work off of, we would over promise and we would under deliver.
Paul Bresenden: The recipe for success, right?
Dan Berzansky: Oh yeah. So I promise you all Porsches. But the truth is, we did it often. We just weren’t realistic. And it wasn’t on purpose, we always had good intentions on what we wanted to do, but it was just too hard for us to track it. It was too hard for us to go through and build the system the way we needed it. So the timeframe was under defined or undefined. So we would say, “Hey, I need you guys to be great for a while.” What does that mean? And even if we got to a point where we said, “All right, we need for the next three months, here’s our motivating goal. This is our unified goal.” We just weren’t able to track it. We had spreadsheets, but honestly I would get busy or my ops guys would get busy, and now they’re not tracking it.
Paul Bresenden: This is embarrassing, we have real time dashboards, but it’s a quarterly timeframe, and the team just doesn’t even look anymore. It’s just too long.
Dan Berzansky: Because it’s too long. The other thing is just clarity. When we think about over promising and under delivering, I think that it’s easy, especially when we look at our target market, which is SMBs, and really, it’s just a lot of small businesses, a lot of mom and pops and a lot of one man show or five man shows, or as we get bigger, it’s great, but they don’t have more resources, we’re still scraping for every penny that we can scrape for. And it’s hard for us to really define clearly what the goals of the competition are.
Paul Bresenden: Right. So if they don’t know what to actually do, or it’s something that they can’t affect, it quickly loses motivation.
Dan Berzansky: And even more dangerously, if you are unclear in your expectations, you’ve got 10 different employees or a hundred different employees, all 100 of them think it’s going in a different direction and they’re working towards something else. So if you’re not completely clear about exactly what you’re going after, all of a sudden you’re going to upset 99 of the hundred.
Paul Bresenden: Except for the guy that wins or . . .
Dan Berzansky: Except for the guy who wins or the guy who feels like he figured it out. And yeah, absolutely. The other thing that we talked about was the competition can become punitive. So we tie it to comp. So now all of a sudden we’ve got people who the goal that when we set out on this competition was to motivate them and get them excited about working harder and working more, all of a sudden they’re getting dinged as opposed to rewarded. And now the competition becomes scary. It becomes a death match.
Paul Bresenden: Right. It becomes their compensation. So if the competition becomes compensation, now you feel like you’re Clark Griswold and you’re counting on this revenue to buy a pool and it doesn’t happen. And now you’re furious. I remember in business school hearing this idea that money actually doesn’t motivate people, it demotivates them. Where you may have two people sitting next to each other, doing the exact same job, loving life, and then they find out that the person sitting next to them makes 50 cents more an hour. And now these two people that were really happy one day, the next day are furious. And they don’t like each other and they’re ticked off because they feel like they’re somehow cheated. And that sort of becomes a danger when … And I have, once again, lots of embarrassing admissions here. We’ve all done this wrong. But the idea of allowing something to become motivating, and all of a sudden it starts demotivating, starts negatively impacting our culture, how do you avoid that? What’s the reward or intrinsic reward that happens out of competition to avoid that?
Dan Berzansky: Phrase that question in a different way, just so I make sure I understand it.
Paul Bresenden: So if you’ve build your competition around this idea of compensation, what else could you give them to motivate them? Because there has to be a carrot on the other end of it. If it’s not a big check, is it smaller checks or gift cards?
Dan Berzansky: Yeah. Great question. Great question. So really you have to know your audience. So I have multiple different audiences amongst my companies. And I’ve got the older professionals who are going to do this for life. I’ve got the younger high school students. So first and foremost, you have to really know your audience and know what motivates them. And that’s done very simply through surveys. Ask them. They want what they want.
Paul Bresenden: They want to tell you what they want.
Dan Berzansky: They want to tell you what they want. They’re excited for that Xbox or for that extra day off a week or whatever it is. So really, when we started creating competitions, it was, “All right, tell us what you want.” And by department, depending on the role that they had within the organization. Because remember, we are specifically talking to business owners who aren’t in a position to put people on a bonus structure. They’re hourly workers or warehouse workers, they’re front desk workers, whatever it might be. So we’re not talking to the people who are bonusing out $10,000 checks at the end of the year. So really what we did is we surveyed each department individually. And we found that, you know what’s really exciting for a high school student or a college student as they’re going off to school? An Xbox.
Paul Bresenden: I see.
Dan Berzansky: So now we’ve got a competition, which we can launch whenever we need it to launch. And I’m sure we’ll talk about that at some point. But now we’re saying, hey, the winner of this competition is earning something major and meaningful to them.
Paul Bresenden: Oh, that’s cool.
Dan Berzansky: My admin, who are full-time employees and are going to be with me for years, you know what they’re motivated by? They’re motivated by a three day weekend for the next four weeks. If you win that competition, you get a three day weekend for the next four weeks. And that’s something that’s really meaningful for them, and that’s something that they communicated to me.
Paul Bresenden:And in a sense, it’s money. It costs you money.They’re gone on a three day weekend, we got to bring somebody else in to fill that role. But we’ve disconnected that compensation conversation, and it becomes gratitude. You’ve done this really great job.
It’s interesting, because that’s always been a principle for me in referral strategy, is don’t pay the person referring to you as a commission structure, because then they start to expect it like it’s compensation. So the same thing applies here. You motivate them with something that generates gratitude. It’s a gift.
Dan Berzansky: Yeah. And we have had feedback from a couple of potential clients who say, “Well, that’s just going to cost me more money.” I said, “You know what’s going to cost you more money? Your employee turnover costs you over 100% of their annual salary.” And you can’t even quantify the loss of revenue from clients who are upset and leaving because they’re on their fourth, whatever it is, hair stylist or their fourth swim instructor, whoever it is that’s working for them. So really we’re talking about a couple dollars here versus thousands of dollars on the backend if we just don’t do it right. So I often say to people, they have a hard time getting their head around this, and I say to them often, “You don’t know what you don’t know. You know what you’ve done forever. I’m telling you, try it a different way.” And all of a sudden we’re getting phone calls saying, “Man, why didn’t we do this sooner?”
Paul Bresenden: Right. So we’ve identified two ways that we’re doing it wrong, over-promising, under-delivering, lack of tracking, lack of clarity, lack of defined timeframe, making the goal value wrong, where competition becomes compensation. What’s the final or third way that we do it wrong?
Dan Berzansky: I would say the lack of achievable results. So it is creating a 300 yard football field, where all of a sudden it’s just-
Paul Bresenden: It’s too far.
Dan Berzansky: It’s just too far. It’s something where employees look at it and they say, “There’s no way I’m going to get that. So why do I even try?” And we see that all too often, unfortunately.
Paul Bresenden: So with the compensation one, you can really tick people off. With this one, you just turn them into passive mush.
Dan Berzansky: Which is more dangerous than anything, really.
Paul Bresenden: They’re not engaged at all.
Dan Berzansky: They’re completely unengaged. They’re saying, “You know what? I’m just going to keep doing the bare minimum.” And that’s exactly what we’re trying to avoid. We’re trying to get people who are excited as an individual, which work towards the central goal of the team doing more and being more motivated.
Paul Bresenden: So I want to dive into some examples that you’ve done, but let’s kind of go back through and let’s look at principles on how to do it right, because you’ve obviously spent significant time figuring this out. What are ways to do the exact opposite? How do you structure competitions now?
Dan Berzansky: Yeah, absolutely. So first and foremost, realistic goals and expectations for the employee. So it has to be realistic. It has to be something that’s completely achievable that we’re just going to push them 25% outside of their norm.
Paul Bresenden: So these aren’t stretch goals. These are achievable goals.
Dan Berzansky: No, these are completely achievable goals. They should get them when all cylinders are firing, however fitting for where we are right now. But when all cylinders are firing correctly, there’s no reason that it shouldn’t work, if everyone’s just carrying their weight. And really the way that this individual competition, this points competition works, is that again, I’m motivating each individual person on the team.
Paul Bresenden: So let’s say you have 20 employees, does each of those 20 employees get a different goal?
Dan Berzansky: Nope. So what we would do, if you think about a department, so let’s just call it the warehousing department, and I’m going to say, “Okay, warehousing department, we’re launching this competition. It’s X amount of days.” Whatever you choose, a week, a month, a quarter, shorter the better, I believe. And whoever earns the most points within that quarter is going to earn the grand prize, whatever it may be. So the system tracks it in real time so they can actually watch and see exactly, which kind of leads into my next goal for success, it tracks it in real time so they can actually look on their smartphone app or on their computer and say, “All right, I’ve got 10 more days left. I’m in third place. What’s it going to take for me to win the competition?”
Paul Bresenden: They know exactly what to do.
Dan Berzansky: Yep. And the system is tracking it live. And it’s automated. It’s not relying on someone having to go in there and check it off on a spreadsheet and get crazy.
Paul Bresenden: So how much of this is tied to, I know what I can do, and I have my destiny in my hands, versus, I’m part of the team and the team is dictating those goals, so if Bill over here doesn’t do his job, we’re sunk?
Dan Berzansky: So there’s two competitions that we have in the OneTeam360 system. One is an individual based competition. And that is 50 people on a team. There’s going to be one winner at the end of that competition. All 50 are working towards the same goals. They all have the same essential goals where they arrive to work on time in uniform, perform opening procedures, closing procedures. They’ve essentially got their objective list of things they have to do.
Paul Bresenden: So this isn’t rocket science. This is, here’s the basic expectations that we have of every employee. The more you adhere to them, the more you live out our company values. The more you show up ready with a smile on your face.
Dan Berzansky: Yep. I often think about the movie theater example. I arrived to work on time in my uniform, I clocked in, I got straight to work, I started popping popcorn, I cleaned the theaters between shows. And someone’s obviously checking this and making sure that we’re good. At the end of the shift, I cleaned the popcorn machine, I clocked out and I went home.
Paul Bresenden: So is that based off of tasks?
Dan Berzansky: Yeah. It’s off of tasks, it’s off of performance, it’s off of skill assessments, it’s off of a number of different things.
Paul Bresenden: Gotcha. So if you weren’t using a system for this, this sounds really difficult to track and manage.
Dan Berzansky: Looking at it now, and I often say this, that my team, with my lifeguard business, we joke about if we lost, we used to call it the app is what we used to call it, now it’s called OneTeam, if we lost OneTeam, we would sink. There’s no pun intended there, but we would literally sink. We wouldn’t have the resources and the ability.
Paul Bresenden: So this takes it to a whole another level. What’s a way to sink it back down if you’re in an organization that doesn’t have OneTeam? What did you track before?
Dan Berzansky: How did we track or what did we track?
Paul Bresenden: What did you track?
Dan Berzansky: So really, the things we tracked were very simple. It’s when the next lifeguard came in, had the opening procedures been completed correctly? Had the closing procedures been-
Paul Bresenden: So the manager would check off a bunch of stuff and you would manually post it?
Dan Berzansky: Yeah.
Paul Bresenden: And now it does it all automatically for you.
Dan Berzansky: Automatically, yeah.
Paul Bresenden: That’s amazing. Okay. So that’s individual. What’s group?
Dan Berzansky: The group is tied to what we have called our positivity index. So now you take all 50 warehouse workers. And all 50 warehouse workers versus front desk versus whoever, but it’s not a competition, so to speak, it can be. And based on the available points that employee has or the team has, what is their score overall?
Paul Bresenden: So you can take departments that have incongruent goals, and you can say, based upon the available points, based upon how many you are actually able to achieve, you can create this objective measurement of company culture.
Dan Berzansky: Exactly right.
Paul Bresenden: I can’t think of too many other frameworks or ideas of measuring objectively company culture. You had these available opportunities, you took this percentage or aggregate of them. And now you have this view of, like, this department is really over performing.
Dan Berzansky: Yep. And I’ll tell you an example of what we saw, is when we started launching positivity index and we started offering, we would essentially say, “Hey, if your department can finish above 90% on the positivity index, you get $5 gift cards to Amazon,” or whatever it is, let’s just make something up. Everyone gets a new jacket, a new company jacket. So what you would end up having is you would have the one week link, you’d have a bunch of other staff members, because they’re all being judged together. We’ve got individual, but we’ve also got group. Individual, they’re doing their own thing, they’re earning their own prizes. The other competition is this group positivity index. You would have the weak link start to get pestered by some of the other people going, “Hey dude, pick it up. We’re almost there. You’re the one. You keep showing up late to work, and you’re dropping our positivity index.”
Paul Bresenden: Such a huge component of human behavior. When you talk about intrinsic motivation, being part of a high performing team and seeing the, not to call them a slacker, the person that just wants to do the bare minimum and the bare minimum only, you start to see the team pull them up into reflecting the company values and reflecting team performance. Otherwise, they self select out, because they don’t want to be the outsider. You’ve now pulled in a high performing team.
Dan Berzansky: Exactly. And the other thing is, I know this is obvious, but you’ve built the team. So now you’ve got that one outsider who goes to a different high school, or that one outsider who lives in a different city or their primary language isn’t English, or whatever it might be. And you’ve got that person who is now, I they can nail it, now they’re part of this full functioning unit, which was impossible for us to do on an individual basis. But when you put that team together with a common goal…
Paul Bresenden: Right. That’s so great. Give me some examples. I’ll tee up some soft ball sort of questions for you. You’re in a shirt based environment, you obviously are with the lifeguarding business, right?
Dan Berzansky: Yep.
Paul Bresenden: So give me some examples of using an individual or team competition to do something like picking up shifts. Because I’m sure everybody that has shift based work has to hound employees to pick up shifts. How do you do that?
Dan Berzansky: Yep. Well, the simplest example, which I use again and again and again, is August is a tough month for anybody who employees college students, even high school students, really. If you have really a summer gig, whether it’s summer camps or lifeguards or Smoothie King or whoever you are.
Paul Bresenden: It’s so funny that your business is oriented around summer. Most business are oriented around a retail season that’s crushed in the holidays.
Dan Berzansky: Which is the same thing. Yeah, we’re changing months, but it’s the same thing. So what we would start doing is launching an August lifeguard challenge. So we know that in August, we’re going to lose half of our staff, not because they have to go, but because they want two or three or four weeks off before they go back to school. Which is fair, and I understand that. Now, when we launched our August lifeguard challenge and we said, “Hey, we’re struggling, we can’t fill shifts, we’re having all these issues. Whoever earns the most points in August, from August 1st to August 31st, whoever earns the most points wins an Xbox,” or something major, something substantial that they can run home with. All of a sudden, you’ve got a bunch of kids who could potentially be less than motivated. And I say kids, but it could be anybody. It could be, again, warehousing, anyone. All of a sudden they are really, really driven. Now, another example would be same thing, but instead of an Xbox, we’ve got a one week vacation on a cruise, which costs the employer maybe five or six hundred dollars total.
Paul Bresenden: Seriously?
Dan Berzansky: Yeah, to go on a cruise, you’re looking at 250, 350 for a five day cruise to Ensenada or something like that.
Paul Bresenden: I need to cruise more often.
Dan Berzansky: I don’t know if you want to go on that one. But you’re looking at a really, really, really inexpensive thing, and all of the sudden you’ve got too many people who want to work. And now they’re begging to pick up shifts and they’re begging to work more, because they’re there, they’re in reach of that, whatever it is.
Paul Bresenden: Right. They know what the goal is, they know how to get there. It’s completely achievable, there’s clarity in who’s going to win. That’s awesome. How about, I’m still stuck fascinated by this idea of how to objectively measure company culture. And maybe that’s an entirely different podcast. I’m going to come to you with a bunch of research on how companies do it, because I can’t think of an objective way. It’s always these touchy feely, fuzzy sorts of, yes there’s NPS surveys or these other sorts of things, but those don’t objectively measure performance. It may measure some snapshot of sentiment, but this idea of measuring their actual actions versus this hypothetical, which is what an NPS would be, that promoter score.
Dan Berzansky: Right. And then the beauty of this is that we’ve got a really cool combination. Because what we have is we have completely, completely objective goals and guidelines that the employer sets, and our customer success team helps them set them. They set these really clear objective guidelines and goals. The employee every single day sees these objective goals and guidelines right in their face, they can’t miss it. At the end of the day, they’re provided feedback on whether they reached those goals or did not, and why not. The system automatically does this. It’s been rocket science for us, but it’s not rocket science now that we’ve built it. And then the most important piece of this is that at the end of the day, when they get their score, they also give the employer their score. So the name of the company is OneTeam360, for a reason. We have this 360 feedback loop, where every day I’m saying, “Hey, Paul, log in to see your points for the day.”
Paul Bresenden: And show me mine.
Dan Berzansky: And then before you can see your points for the day, I need you to rate the company and how did we do? How did we do managing you? Did we give you the tools you needed to be successful? And totally customizable questions that fit within the company mission and vision and so on. Once they’ve graded us and given us feedback on a daily basis, which is anonymous, it’s just anonymous feedback to the company, they get their score. Yes, you got a point. Or no, you didn’t get a point, and here’s why. You arrived to work late, you were not in uniform, and you didn’t finish your closing procedures.
Paul Bresenden: Right. So objective.
Dan Berzansky: Completely objective.
Paul Bresenden: Nothing to complain about, you know exactly what was expected.
Dan Berzansky: Nope. Now we do have our button to, “I want to fight this,” because maybe we did, maybe we blew it. So hey, click the ‘that was easy’ button and let us know. And we’re happy to have a conversation about it.
Paul Bresenden: This feels like a completely different … I don’t know, this idea of driving real time feedback. When we hear 360 reviews, what I’ve typically understood that to mean is that once a year, twice a year, if you’re lucky, once a quarter, you ask your peers that are sitting around you, “How would you rate Paul’s performance?” And that’s not the same thing as having this daily sort of quick pulse check-ins on, how are we doing? How do we improve? How do we fix this? It feels like the inevitability is health if you structure this right, because you’re getting honest, quick feedback, and an honest performance evaluation that’s tied to, what are the expectations? As opposed to something that’s really driven by a performance evaluation that’s tied to compensation structure. So the healthiest organizations have disconnected that, but I still can’t think of a system or a process that does this in an organization frequently, daily.
Dan Berzansky: I challenge anyone to find one that does.
Paul Bresenden: That’s awesome.
Dan Berzansky: And the other big thing that this has done is it’s decentralized management to some degree. So we’ve always got the boss calling the shots. And where I have seen success, where I’ve seen my business grow and where I’ve seen myself be able to take weekends off for the first time in a long time, is I’ve given every employee from the bottom to the top the ability to make decisions on behalf of the company. We may not always go the way out that they want us to go, but they have the ability to give us that feedback and to provide us the… They have knowledge that I don’t have. They spend more time with my clients than I spend.
Paul Bresenden: You’re on the front lines. You should see it. And this is a great way of baking in, you’re grading them on company values and performance expectations in a way that they get to own it. So I’m going to ask you some quick questions before we wrap up. If I’m going to implement this, what’s the best way? Is a daily competition, like, “Hey, this weekend or Friday is going to be busy day,” is that too short of a timeframe for a competition? Or that’s still ideal?
Dan Berzansky: We’ve seen people utilize it in completely different ways. My first preference is about a month. I think a month is long enough to keep them motivated. On the back end, I don’t have to get as creative to come up with a million different prizes and presents. If it’s too short, you almost have to have someone managing the competitions, coming up with cool incentives to keep people motivated.
Paul Bresenden: So a month is ideal.
Dan Berzansky: Personally, I feel for my team a month is ideal. It’s short enough that if they blow it, they can restart in 25 days or 20 days. They haven’t missed the boat, so to speak. And you can also justify decent prizes and decent incentives.
Paul Bresenden: All right. You have high school, college students as a workforce, give me five ideal rewards.
Dan Berzansky: So if we’re going big, if we’re going real challenge points, again, Christmastime, for me it’s August, I think something big that is, they’re not going to go splurge on themselves because it would really impact their life. So an Xbox is a perfect example.
Paul Bresenden: You don’t have to negotiate with your parents to get one. Work gave me one.
Dan Berzansky: No. Yep, work gave me one. For the business owner, it’s three or four hundred bucks. Done. The other piece is, honestly, they love swag, they love days off, and we can joke with them-
Paul Bresenden: What’s great swag?
Dan Berzansky: For us it’s jackets, beanies, coolers.
Paul Bresenden: Good brands? Does it matter the brand?
Dan Berzansky: To me, the brand matters, because our workforce is aware.
Paul Bresenden: And then how big of a logo do you put on that thing?
Dan Berzansky: We logo it up. We absolutely logo it up. Here, I’ve got it on our chest here, and we would do something similar on a water bottle, it would be the full water bottle. They don’t mind sharing it. They love sharing it. And honestly, if we’ve done it right-
Paul Bresenden: If they love working there, then they love showing it off.
Dan Berzansky: They’re really proud of where they work. They’re really, really proud of it. And we see that all the time. And we’ll talk about level ups later, but as we see our employees level up in the system, they get a push notification and a certification saying, “Hey, congrats, you’ve moved to a level two.” Which again, we’ll talk about later. We see that they actually share it on social. So they’re excited about it. It’s a big deal when they get through it.
Paul Bresenden: Nice. Any advice to someone that’s maybe gun shy about doing this, because either they’ve tried it in the past and failed, or haven’t done it at all and feel like the visibility is scary? What would you suggest?
Dan Berzansky: Honestly, what I would suggest is really, I hate to even say it, but just do it. It’s something where you have to be well thought out. We would coach you through the whole process. But really it’s surveying your staff, finding out what motivates them, what they’re excited about. And then, again, going through all these things. So realistic goals and expectations, the structure of the competition is completely clear, which we help do, we’ll help you build your first one. If you do that right, it’s a win every single time. But you have to do it right and it has to be well thought out. It’s not going to be a one and done. It needs to be something that is constantly dangling the carrot, so to speak, that your employees get really excited about.
Paul Bresenden: So are you always running a composition?
Dan Berzansky: Not always. Because it does become tired at some point. So really, as we’re going into summer, as we’re going out of summer, we’re running them winter time, we’re running them, in those weird months. Like right now we’re not running any. We’ve got plenty of staff and everything’s fine.
Paul Bresenden: Got it. So you’re really using this as a motivation tool, as opposed to… I guess that makes sense. If you’re running them all the time, it becomes compensation, it becomes the expectation that I can get cool stuff every month.
Dan Berzansky: Right. Yeah. Now, the positivity index automatically runs ongoing. So based on available points, there was a hundred points, how did we score out of those a hundred points? That’s running every calendar month through the system automatically.
Paul Bresenden: So that’s just showing you where you’re at from a health perspective. If you choose to motivate it with some sort of competition in that period, you can pick that up and say, “Hey, we’re …”
Dan Berzansky: Correct. Yeah.
Paul Bresenden: Got it. That’s awesome. Well, we’d love to hear how you guys are using competitions in your business. We’d love to see how that impacts your team culture and how you actually measure that. If you want to see how OneTeam360 can put that together for your organization, please go to our website, www.oneteam360.com. You can always ask Dan for more ideas for competitions in your business. And we’d love to see you on, I guess, social or even on our website chat.
Dan Berzansky: Absolutely.
Paul Bresenden: All right. Thanks guys. We’ll talk to you soon.