You talk about giving up on the small points and then being magnanimous. Can you elaborate on that a little bit for us? >> Sure Barry, there's a tendency in our sort of analytical, legalistic society, to make small points really important. To me I've always said let's get the big points right. And the big points may be details cuz they're really important to us in that big point, but the other points we can give up. And the classic example, which I was shocked at, it's about three in the morning, we're sitting in Winnipeg, Canada. We've negotiated the deal in the basement with the, and over dinner, about several weeks ago with the owner from Winnipeg. And this 18-month old child was throwing food during the dinner. On one page, I wrote the deal. And we had the lawyers there, all good faith, he's a very good man, we've know him for a long time. And it's 3 in the morning, there were all the closing papers, and he comes fuming at me and says, I'm leaving this is terrible this deal. I said, what's happening? He said, you wouldn't believe your lawyers are asking for ridiculous things. So I said, well hold it Ted, just wait and I went and talked to the lawyer. I said, what is this thing and he said, you know he's supposed to give a copy of every single lease and he hasn't got a copy of the Xerox photocopier down the hall and we have to have a copy of that. I said, I'm gonna let it go. That's not important to me and Ted that's not important to you. We got bigger things to do. In some ways I was making my lawyers seem less important but also it was a non-important issue. So by doing that, not only did I give up on the small point A. B I showed it was fair and C I was very, saying this is terrible, I'm sorry about that. And I think that when you do this, you're seen more as working with your counterpart as the fair arbiter. You're the judge. You're not the advocate. The advocate becomes your lawyer, some members of your team. He becomes a judge like you, so basically when his team comes to him and says we don't like this point, he wants to seen like John as arbiter. No, let's air to some fairness, and that, and get's people to move to fairness. So him and I are working the principles as we talked about earlier, and the fairness aspect, and we're bring those together. And the rest of people's noise underneath that. And that's why I say my key intervention, the key intervention deal maker in these times is the first meeting, setting the tone and listening and understanding where the person's coming from. It's the second big meeting where you're setting the structure of the principals of the deal. And then it's the second last/last meeting closing where you are turning the pages, getting things done, and being able to make decisions that get rid of the small points to close the deal. And I always make sure that at that same last meeting, I've got the Champagne very evident, on ice, cold. >> All ready to go. >> And glasses sometimes at the end of the table. So he knows that there's this time element, he must close.