Say No to the Noise (And Yes to the 20%)

The 80/20 rule isn’t new in business, but most agency owners are still drowning in the wrong 80%.  We discuss how the Pareto Principle shows up in agency life: service overload, monoline accounts, paper chaos, and clients that consume time without moving revenue.  If your team feels stretched, your service load feels heavy, or your agency isn’t scaling the way it should, this episode will help you cut through the noise and refocus on the 20% that truly matters. 

Learn more at IntegraPartnerNetwork.com.

Transcript

Announcer: [00:00:00] This is IA forward your Playbook for Success as an independent insurance agent. Now here to help you knock it outta the ballpark or your hosts, Shane Tatum. Tonya Lied, Mike Boesl and Robby Jabbour. 

Tonya: Welcome to IA Forward. I would like to say the Quad Squad is back post holiday, but once again, Robbie is not. 

Shane: I have no idea. Like he's just gone. Like, I don't know. I mean, he is off. I know why, I know where he is. Not like he didn't schedule it, but I mean he's, he's just, how do you even start, man? Just like, Hey, can we start after the first of the year when I'm back? No, no. He False started on us is what he's done.

Tonya: He goes from chief maintenance officer. To being a star of the podcast [00:01:00] and then disappears. I don't know what that's about. 

Shane: Assistant maintenance officer. Just so Assistant maintenance officer. Yeah. Yes. He was never, that's 

Tonya: assistant to you, right? 

Shane: He was, it was never the, the maintenance, it was actually maintenance director, but Oh, okay.

It was never the maintenance director. He was the assistant to the maintenance director. And you are the maintenance director? I was the maintenance director, yeah. Okay. By default. Yeah. 

Tonya: There you go. Very good. And I signed everything. Course. Have Mike, the CEO in training. 

Mike: That's right. In waiting. In. Waiting In waiting.

Tonya: Excuse me. Excuse me. 

That's right. And this is why I brought my concerns to you about, you know, the facilities 

Shane: if you're following along week to week. Yeah. You know why, you know what we're talking about. If not, go check out our YouTube channel. You'll love it. 

Tonya: But if you come to visit us at our home office in Huntington, Texas, [00:02:00] bring your own toilet paper.

All we say, bring your own 

Shane: toilet paper for, for a little while longer, and then you're good. Oh, if change has been made, uh, well, no, but we, we have to run out so. You know, we're not throwing stuff away over here, man. Come on. Like, we gotta go through the, you know, we gotta go through the cycle of finishing what we got the next, the next round.

The ordering cycle will be much improved. 

Tonya: I feel like this is gonna be a weekly update, 

Shane: pretty much, unfortunately, just from Costco. 

So, yeah. 12 months before? 

Shane: Yes. No, no, we're not, we're not big, uh, we're not big warehouse, you know, shoppers around here, so, uh, I don't like to store things, so, we'll, we'll, we'll cycle through pretty quick.

I think 

Tonya: they do not store anything. 

Shane: No. 

Tonya: At the home office, by the way, just, I don't know if you know this, but like, if it hasn't been [00:03:00] used in two weeks, it goes in the garbage. 

Shane: That's right. No storing, no storing stuff, hoarding stuff does not give us joy. We do not do it. 

Tonya: The only place that we store anything is in our Atlanta office.

And it is stationary. 

Mike: Yeah, that's right. That's right. Because 

Shane: we over ordered Becausecause, we 

Tonya: had how many boxes of letterhead do we have? And it's like some kind of crazy number. 

Shane: Yeah. We ordered like, I don't know. I don't know what the number of reams, but like I think there's 500 pages in a ream or something like that of paper.

We ordered something like 10,000 letterhead because someone misinterpreted my, um, I guess, or I mispoke or someone misinterpreted my [00:04:00] statement of, you know, uh, if we, if we get a good deal. Go ahead and, and, and get a good supply. Um, there's never that much of a price break to store, whatever that is, a hundred reams or whatever the number of reams that we have.

It's all relative. Yeah. More up in there. Yeah. The funny thing was Jamie Kirkland, our, our, our branch manager there. The, the funny thing was just her phone call. It's like, Hey, you seen the, the original Santa Claus, when they bring the Santa Claus, the letter or the, all the, all, all the letters. All the letters, all the nice 

Tonya: and naughtiness, 

Shane: the nice and naughty list.

That's what happened to Jamie Kirkland. Like they kept bringing in boxes of letterhead. She's like, how many letters do you think we write a paper shutter? 

So, 

Shane: [00:05:00] my goodness. Pretty 

good stuff. She was like, you better order some more pens. Yeah. I'm gonna run outta ink man. 

Mike: So. 

Tonya: So today's topic is the 80 20 rule, and right now my, my husband and I are on this kind of grand tour across the south and he does blink.

I don't know if y'all, are y'all familiar with Blink, where it basically you get a 20 minute version of some book? 'cause my husband does not have. I need that reading that I do. Oh, and so he gets the cliff notes version of these books and he gets one delivered every day. And we were listening to this, to this blink book, talking about the 80 20 rule that took it to the next level.

Yes, we are gonna explain what we mean by that 80 20 rule, [00:06:00] but it took it to the next level. And not only does it say to a, you know, just kind of, anyway, go ahead and explain the 80 20 rule, and then I'm gonna tell you what this book said because I was like, oh my gosh, this is crazy. 

Shane: Well, first of all, I need, I need that because, you know, I don't finish.

The books I start, right? I mean, I eventually finish 'em. So this might be something I need to check into. 80 20 Principle, uh, also known as the Horatio Principle. Uh, it was coined by Horatio. I forget his first name, but, uh, I don't know if his first name or last name. But basically, uh, you know, 80% of your.

Profit you can use whatever, right? I'll just use profit. 80% of your profit come from 20% of your clients, or, um, 80% of your productivity comes from 20 20% of your activities. Uh, you know, so [00:07:00] as you just think about that, and then the inverse of that is, you know, 80% of the stuff you're doing. Only leads to 20% of your pro productivity.

And so if we, we wanna reverse that, right? We want to spend the majority of our time on the things that produce the best results. And so that is the 80 20 rule. It's kind of been redefined to the 80 20 rule. I even pushed the envelope to say. That, that could really be pushed to 85, 15 in some cases, maybe even 90 10 in some cases.

Uh, but 80 20 is the, the more popular version. 

Yeah. I think one other interesting direction that I'd like to see us go here today is, um, as someone who worked in the service and for a long time coming in, it's also the same rule applies for. Your, the calls that are coming into your [00:08:00] office and how do you wanna handle that?

What are you gonna do with that 20% of your client base that is probably 80% of your headaches? I mean, I don't think, you know, perfect world. You would say, well, I'll just get, I will just tell them they're no longer clients. But that's not, that's not real life. Yeah. You can't do that. And the fact of the matter is you're just gonna get those people over again in different forms anyway.

So you need to figure out how to work through that, 

Shane: you know, from an agency ownership standpoint. Um, couple of examples pop up really fresh in my mind. Personal lines. Right? And, and so thinking personal lines here, if you're a personal in your personal lines book obviously much in the same way of, Hey, I'm gonna go paperless back several [00:09:00] years ago.

Uh, maybe some people still fight with that. The only way to truly go paperless is to stop receiving paper. Like that's a big prob, that's a big part of the problem within the insurance industry is. It's hard to cut off paper from the people that feel like legally they have to send it. Insurance carriers.

Um, there's, there's a whole, there's a whole, uh, regulatory issue around some of that stuff, and you can have it cut off and you can have it, you know, sent to you electronically, then you gotta file it. I mean, the only way to really stop it. Or, or, or reduce it and go paperless is to stop it all together and that just becomes really, really difficult.

One of the things that, however, that we've done in our retail operation around personal lines is that version that really bothers us is that specialty auto [00:10:00] or non-standard auto portion of our book that I would even classify more as monoline auto. And so, you know, you could even go further and say single policy accounts in personal lines like that, that situation where you wrote their auto because you thought you were gonna write their home, or you wrote their home because you were going to write their auto a few years ago.

Now we made the scary decision at the time that turned out to be wonderful to put that. Monoline auto monoline policy account on a reactionary service only. So we don't proactively do anything with those accounts. We write it, we put it to bed. If they call, we service it. If they don't call, we don't do anything.

If it renews, it renews. Okay. [00:11:00] And, and that's, that's something that is really hard for service people. To really get a across and kind of get into their brain. But what we were seeing is that was at the time, about 20% of our personal lines book of business, but it generated 80% at least, of our problems from always having a billing problem, always having a, a servicing issue.

Just they were always shopping. They were always wanting us to shop for them, right? But they wouldn't give us but their one policy. And so it just become this thing around what are we doing? Like why are we choosing to run ourselves ragged with this concept? And so that's just something that immediately comes to my mind where we've had success with this principle.[00:12:00] 

Yeah, I, I think another thing where it can be applied is, especially when you are first starting out, if you're a, a new independent agent, is you don't want to have too wide a scope in what you are writing in general. Not just so you, you use the model line example, but you, but you know, I don't ever write condos, but now I'm gonna go write this condo 'cause someone brought it to me.

Well, that's the same deal, right? You're gonna end up having all kinds of issues with it 'cause you're not proficient in it and you're just causing problems for yourself. I, I totally understand this is, you're, you're starting out, you wanna just, you wanna write something to, to, to have business on the books, but in the long run it is going to be a pain point and it's gonna make you less product.

Shane: Yeah. So I think that's the paperless thing, like, yep, [00:13:00] you, you, you can't go paperless unless you can stop the paper from coming. Hey, one way to stop it and, and not get yourself in that 80 20 trap is to not write it in the first place. Right? To not go down that path. That's really easy to say on a whiteboard and.

I, I know, you know, we're gonna, we know that agents, and especially starting up, we know that that is extremely difficult to walk away from your focused lines of business. So 

in your opinion, when you're looking at it from the top down and you're talking more about procedure and things of that nature, how do you, how do you usually go about like figuring out.

What that 20% is, that's causing grief. 

Shane: Well, I, for obviously the systems that you [00:14:00] use, uh, will tell you a lot. They, they generally give you some type of transactional data, um, you know, per client. Like how many, how many clients? Where, where are our activities coming from? You can go look at that information.

You can keep it manually. Just, I like to little ticker marks, right? Um, I like to have our people do that because it's simple. If we don't have the tracking tool within the technology, most of the technology today, you have something that's gonna give you that transactional history, that's gonna tell you who your heavy hitters are in terms of, you know, that service load.

I, I've seen more times than not, you can bank on. It's going to be your, your monoline accounts. I mean, what's really crazy about our business in the agency business is that three or four policy account, [00:15:00] it's like there's very little activity going on, and you would think, it would, think it would be the opposite, right?

You would really think that, you know, that client that, that we handle three or four policies for. We handle everything they've got. Would be the most heavy in terms of transaction and that one policy account, that would be the, the low end, but it is actually the exact opposite of that.

Tonya: That goes with any kind of sales. I mean, really and truly, the guy that comes in and writes a $40,000 account with you doesn't have time. To mess with the little stuff. The person that writes the $250 account to you, that $250 means a whole lot to them. And so they want more for it. And this goes back to the owner producer mindset [00:16:00] that we have talked about on this podcast ad nauseum, right?

But producers chase opportunities and owners allocate resources. This is one of those things that, that Shane and I kind of talked about this morning on in our one-on-one call, and that if you are constantly chasing those one-off things, then that is just not scalable. And I think maybe that's how you figure out how you.

You figure out, okay, who are my 20%? What am I doing? And, and you start to ask yourself questions like, is this scalable? Is this repeatable? And if it's not scalable, and if it's not repeatable, you probably don't need to be doing it. 

Shane: Yeah. It, you know, if you can get to that 20% that drives 80% of your revenue and get rid of that 20% of your revenue, that's.

Making you, you know, 80% of your activity, if you [00:17:00] can get there and identify, then you, you really just want more of that 20%, right? Like you, how do you get more of those? And this applies to commercial lines in a similar way. I mean, um, you know, you can have a, a very large account, but you may not have their comp.

You know, you may only have their GL. You may only have, you may have a $50,000 commercial auto policy, but for whatever reason, they won't give you the rest of their business. That's gonna apply here too. I mean, it's big premium dollars and you may go, well, I'll live with it. And that's okay. Like, I, I, I can, I'm not gonna try to, I'm not gonna try to tell you that.

That's going to hurt you necessarily, but as you try to scale and grow, it's going to hurt you, like it's going to cause you problems. Uh, really interesting, funny story. And [00:18:00] this isn't picking on one class of business, it's just the class that it actually happened on. Uh, my, one of our producers here that I guess they're about eight years in now, happens to be my brother-in-law.

Um. It happens to all of us, right? It happened to me as a young producer. He got into, uh, just by happens chance, like he got into riding towing trucks for a little bit and it, one tow truck turned into a referral, two or three other tow trucks. Um, and so these towing companies, and they were really good premiums, like, you know.

Really good premiums. And so it was very attractive. And uh, what he started noticing is how heavy servicing oriented they were. And then he started [00:19:00] noticing at the first renewal, every single one of them was just shopping him, shopping with other agents. I mean, it was like nuts. Like it was just. So much work and um, he kind of, I remember him coming into my office after writing, I don't know, 15 or 20 of these accounts, and then having to fight for dear life to keep the 15 to 20 accounts and only keeping, I bet he only kept half the first year, and by the end of the second year, I think he was down to one or two.

So he literally comes down and he's like. I don't think I'm gonna ride any more towing wrecker services. Like, I'm like, I don't blame you. Like I get it. And I, it was one of those situations where I didn't wanna say, Hey, don't do that because it, it's one of those areas where it's really [00:20:00] easy to say, Hey, don't do that.

But until you actually go through that experience, people don't necessarily believe what other people are telling them. That's the problem with mentorship. Like I have great mentors in, in my life through the years, some of the best lessons I learned was doing the things the mentor told me not to do, and then I went and did it, and then I feel you tell me not to do 'em all the time.

I know. I found out. Right? And then it's like, oh, hey, I found out. Here we go. And so, yeah, Mike does that all the time. And so it, it's one of these things. That I, I don't know if a shortcut is good, but you wanna, you wanna pay attention and you wanna try to identify it as soon as possible so that your learning curve can be shortened.

Tonya: The book that the [00:21:00] cute boy and I were listening to on Bleak was the 80 20 Principle by, by Richard Koch. And. He just flat out said what Mike said a little while ago isn't possible and just stop doing the unproductive 80%. That the real leverage comes when you just eliminate it and not try to, to optimize it, right?

That so many times that we try to make it better. And that true success cones when you just eliminate it altogether and it. It talked about how some people will confuse that with essential law, which is a book that our leadership team read in 2025, which I really love, which, which focuses on doing less.

Um, and it was about discernment and about boundaries [00:22:00] where this 80 20 principle is just cut the dead weight. And just absolutely stop doing them. Stop doing the tasks that don't move revenue and stop servicing those relationships that, that drain our teams. 

Shane: Yeah, it,

I think it's fear, um, salespeople. I'm one, uh, I'm a recovering salesperson. Um, let me 

Tonya: know how that goes for you. I know, 

Shane: I know. It's not going well. It's not going well. So I, I think it's fear of missing the opportunity. Like we're so opportunity focused. And what's really funny is when we don't, when we don't have that opportunity or we, we let that opportunity go, you know, like.

I'm gonna let this pass. It [00:23:00] doesn't fit into my bucket. It doesn't fit into my 20% bucket. That's gonna give me my best opportunities and my best productivity. So I'm just gonna say, I'm not gonna do it. I'm just gonna tell the prospect no. We work so hard to get the prospect. It's anti sales, I guess, in, in, in our brains to actually say no to a prospect who wants.

To do business with us. But if that prospect doesn't fit into our success bucket, for lack of a better term, then we actually should say no. But we have a really, really difficult time doing that. 

I think there's also a certain measure of hubris involved as well. Like, oh, okay, that someone else couldn't write those, but I can.

Yeah. You know, and I can do it better than they [00:24:00] did and, but then you have to learn that lesson. 

Shane: Yeah. One of the best, one of the best comical versions of what you just said is, you know, the guy calling the prospect, calling in with this really weird thing like, Hey, I, I. We live in a lake area retirement community.

So we have a lot of people build cabins up around the lake, uh, a couple of different lakes from Houston or Dallas or whatever. And you know, we randomly, sometimes we'll get that call or that person stop by and say, Hey, uh, you know, I built this cabin, this fishing cabin. And, you know, starts describing this cabin and it's basically uninsurable these, this is not luxury cabin stuff.

Like it's, it's terrible. And 

Tonya: [00:25:00] like he found some pallets and he decided to build a hunt kind of thing. 

Shane: Yeah. Or like a, a converted shipping container, but not the one you see on social media that looks like, you know, like it was, you know, Frank, what is the, the, you know, Frank Wright or whatever. Uh. Anyway, so it's like, it's not that, it's just terrible.

It's the, it's the polar opposite of that. And they walk and, and, you know, and I've had people before that were like, they're, they're chasing their tail trying to find a carrier that will actually quote this, right, this account. And I'm like, why are you doing this? Like the first question you should have asked is, where's your primary insurance?

And then when they said, whoever it was with in Houston. You should have said, best thing you can do is call them. That's it Like, or, Hey, we'll look at your entire account and then we'll tell you, this is an [00:26:00] uninsurable fishing cabin in the end, but we can't do this. And there's a reason why they're coming to us for that one weird, crazy thing.

And it's not because they think we're better. It's because somebody that handles their primary insurance told them they couldn't do it. Yeah. So let me throw 

this curve ball at you for someone who's listening and said, well, that's great since you brought up Houston. That's great. That's all fine. If you are an agent in Houston or New York City or Atlanta.

What if I am in a super rural area? Now what do I do when the pool of prospects is so much smaller? 

Tonya: In other words, you're in Huntington, Texas. 

Shane: That's right. All right, so for the listeners that do not have the Visual [00:27:00] Huntington, Texas Population City limit sign says 2080. Okay. So just for frame of reference here and our school district.

Has a population of about 10,000. So fairly small, very rural, uh, very much protection Class 10 for all the insurance people. Uh, so very difficult stuff in most of the cases. This is where our monoline auto or monoline policy concept came from is because instead of saying no, we said yes. Because of the grocery store effect.

We call it the grocery store effect. If the reality of it in small towns and rural areas, you're gonna see that person in the grocery store. And so telling them that you don't wanna do business with them or telling them in a roundabout [00:28:00] way that you don't want to do business with them doesn't feel so good when they're related to 40 people, you know?

Okay. When, when the tree supposedly forked and then grew back together in certain parts of the country. Do y'all know what I'm talking about there? So, um, you know that, that, that happens in certain parts of, of the United States. Um, and so when you have these scenarios, when there's all these family and all these people, you know, and maybe you go to church with 'em, this is where you get into this.

We'll do it, but we're gonna do it in the most efficient way that we can. Right? So using the Monoline Auto, I'm gonna say we're gonna pick a carrier that's super efficient for us, that checks all of our efficiency buckets that we know we're not gonna have claims problems out of. And we're gonna say [00:29:00] you have to be on EFT.

We're gonna only present EFT. To you like credit card, recurring credit card, or electronic funds. Uh, we're not gonna, we're not gonna take cash. We're not gonna do the things that we need, you know, that are gonna create other stumbling blocks down the line. And then if you cancel with them because you don't pay your premium, we'll try to get you reinstated.

But if you don't, if you cancel and they won't reinstate you. Yes, we can re-quote you with that same company until a time that that company says we don't wanna write them anymore. And at that point, you burned your own bridges and you gotta go somewhere else. That's all we can do for you. So we've built kind of some boundaries or moats around this small town rural scenario that's given our people permission to help.[00:30:00] 

But within reason, like it's not like help perpetually for the people who won't help themselves. And 

Tonya: that's thing we tell clients, right? No, we're only gonna put you with this one person. We're only gonna do this. I just wanted to, to clarify that for our listeners, this isn't information that we necessarily share with the client.

This is what we do internally to make our process work. 

Shane: This is internal policy, right? Not, not communication outwardly not public communication. This is setting boundaries internally, uh, explaining and, and coaching your people about what you do want to write so that you don't spend all your energy on the things you don't wanna write.

However, in to Mike's point in these, in small town, in rural America, you, it's very difficult to just say no or. To just do it in such a way [00:31:00] that runs off a prospect that comes to your doorstep. And so finding ways to do it profitably. Um, I love this saying, my dad had years ago, I was really young. I haven't always used it well, but I always try to remember it.

And it was kind of this small town nature. He was a small town banker and he dealt with this a lot and. His answer was, don't stop doing it. Just go up on your price, whatever that might be. Go up on your price until you like doing it. And so versions of going up on your price could be go with one carrier, right?

Make your, you know, or, or, or do it in such a way that you know you can charge a fee. So we can, we can put a agency fee or we can do something on those accounts that is perfectly, um, [00:32:00] uh, legal and it, it's something that we can do. And you obviously need to check with your, your state Department of insurance, because there may be some states out there that have some regulations around that.

There may be disclosures you need to make, but there are ways that you can do this to where you go up on your price. So to speak to the point that you, you like your process and you don't mind doing the one-off policies. 

Yeah. So you, you mentioned it briefly there, but just if you could expand on that a little bit.

So is is usually the course of action to go with one carrier, go MGA. How do you generally 

Shane: handle 

that? 

Shane: Uh, generally based on the type of business it is or the class of business that we're dealing with. You know, is it a secondary home, like the cabin example or is it, uh, is it a monoline auto account?

Whatever it is, yes. There's generally a very, very [00:33:00] narrow carrier option or market option. And that doesn't mean it's one single carrier for everything. 'cause that doesn't exist, but it means it's a handful of thing of carriers of markets. That will cover the gamut, right? And that we can build really efficient processes around those things.

Because here's the reality, that business probably makes up less than 10% of your revenue, not even 20% of your revenue. Yeah. And, and one place where you 

will not have an intersection is having a specific carrier for each specific thing. Success. Right? They're not going to intersect. 

Shane: And so at, at that point, yes, I'm going to a big wholesaler that handles everything.

'cause it's their sort of specialty to be, they handle all that mess and they're so large. Um, [00:34:00] you know, I'll, I'll use like a Burns and Wilcox, right? Um, they're, they're national in scope. They, they have such. Big leverage, reach across classes, personal lines, commercial lines. Um, you know, I use, I use on the personal lines side, they think about carriers like Progressive who have a rate for pretty much everything.

You know, they're gonna charge you, you know, if you come in a non-standard specialty auto arena, uh, no prior insurance 'cause you let it lapse. I mean, no, that's not Progressive's bread and butter anymore. Geico's bread and butter anymore, but they're going to give a rate for it. And that rate at the specialty non-standard auto agency across town might be half, or it might even be less than that, but I don't want that business.

But if that customer [00:35:00] wants to pay $5,000 instead of 2,500 because they want to do it with us on EFT. That's what I'm giving them. Right? Because my efficiency on those situations as an agency owner are way more important than, is it the best price? Right. That's just, that's just the reality. 

Tonya: It is so easy to say yes, and we talk to agents and they tend to wanna focus on.

What's the right thing? What is the thing that I should be doing? And to me, that's not where your focus needs to be. 'cause you're gonna say yes to those things. The focus needs to be about saying no to everything else. And when you get to the point that you can say, okay, these are the things that I wanna say no to, then you're thinking like an agency owner.[00:36:00] 

Shane: And I, I think that transition is the hardest, right? Like we talk about it all the time. It is very difficult to transition from producer to owner, from sales person to owner. Solopreneurs have to wear both hats and know which hat they have on for which situation, and, and that, that's, that takes time. It's, it's doable.

We have. Partners in our agency network that are doing it. We have, uh, I am, I am that like I was a salesperson, producer, day one and I spent several years producing, doing the things that every agency owner that was a producer first does. And I made those mistakes and I. These are learned things like every [00:37:00] one of these behaviors, behaviors is a learned behavior and it can be learned.

I just wanted to say, you know, also, you know, you're an agency owner or something like that. You know, sometimes you gotta do things you don't like to do, right? Like sometimes you gotta say no. Sometimes you gotta play injured. I didn't even tell you guys this, but there was a battle here in my house last night and I lost.

It was between myself and the ninja of all viruses. The neuro, oh no, this sucker comes up on you fast. Yeah. And the amount of pain it inflicts upon you. Is substantial. Wow, okay. 

Shane: I don't want that, but you gotta gut it out. 

Tonya: Literally. Yes. Literally 

gut it out. That's right. But I'm here. That's the bottom line.

All right. 

Tonya: Robbie's not, but you are. 

Shane: Yeah, that that is right. I think it's on here. I [00:38:00] think that should be noted. That you showed up after, you know, a rough, rough evening, rough night, and Robbie just took vacation. You know, just, I'm gone, I'm out. I'll just, I'll see y'all on the flip side. 

I will. I, you know what?

I'm gonna let him know. I,

Mike: that's awesome. Well, 

Tonya: I think this is his third strike. I mean, this is three episodes in a row that he has not joined us. 

Shane: Mm-hmm. Yeah. I mean, we, we do have to give him a little grace. I mean, a couple of those were unexpected. Right? This was the, actually the only expected miss, so the other two were a little bit outta his control in his defense.

I'll defending, huh 

Tonya: uh. Okay. Well, we'll see what happens next week. 

Mike: That's right. That's right. Tune in next week to see the Robbie Saga continues. That's right. 

Tonya: Well, I'm [00:39:00] gonna leave up today with this quote from Serena Williams. You can't be distracted by noise. You have to focus on what matters. 

Shane: Attitude to choice.

Make a great one. 

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