February 25, 2025 • 18 mins
What if the way we handle emergencies could also be applied to everyday life? In this episode, Jimmy breaks down the safety hierarchy, who to take care of first in an emergency, and why this is important even outside of the safety field. He explains why prioritizing yourself isn’t selfish, it’s strategic, and how this shift in thinking can make you a stronger partner, leader, team member, or decision-maker.
But the real a-ha moment? A conversation with his wife. Jimmy realized that the Incident Command System (ICS) - originally designed for emergency response situations - might offer some insight into navigating daily personal responsibilities too.
Whether it’s tackling workplace challenges or managing family logistics, Jimmy explores how reassessing priorities, adapting to changing situations, and working as a team can create a more effective, less stressful approach to both crises at work and in everyday life.
Life Safety Associates specializes in emergency response training for corporate ERT Teams. We help businesses create competent and confident first responders who are ready to handle unexpected emergencies. For more information you find us @lifesafetyassoc or email@lifesafety.com.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Jimmy (00:00):
What's happening.
It's your boy, jimmy, withanother life and safety podcast
Going solo.
Today, meg started school andour schedules just have not
aligned.
So here I am sitting in thisoffice by myself with just my
notes and we'll see what happensand see what comes out.
So today we're going to talkabout emergency response
(00:26):
training in real life and how wecan use the things we learn in
class and apply it to life, orat least how I do it.
This isn't going to solve theworld's problems.
It's not going to, you know, doanything like that.
It's just kind of aninteresting thought that created
(00:50):
a spark, that created awildfire in my head from a
conversation I had with the wifethe other day driving.
So what do I mean by that?
What do I mean by that?
So if you've ever taken asafety class, a medical class,
(01:10):
they always tell you, theinstructor always tells you you
know there's a hierarchy insafety and the number one, most
important person there isyourself.
And if you don't take care ofyourself, you can't help anybody
else and, honestly, no truerwords were ever spoken If you
can't take care of yourself,you're not going to help anybody
else.
You might be able to do itshort term, but long term it's
(01:38):
just not going to work.
And that might be youexercising, meditating, throwing
a baseball, cheering at abaseball game or painting, or
whatever.
It is right, no judgment, youknow, as long as it's, hopefully
it's healthy and something youneed to do for you and it makes
(02:02):
you happy.
You got to do it In that scenesafety.
In my class I always teach thenext group of people or the next
person is your teammate.
So if you take care of yourselfand you take care of your
teammates, you're going to beokay.
You're going to give thatpatient a pretty good chance of
(02:23):
you know, pretty good care.
I should say it that way.
Not a chance of survival.
That's not up to us.
It's just we're going to givethat person the best chance Now
in an emergency situation.
That's awesome.
How does that work at home?
Well, if I take care of myselfand I'm good, I can then go and
(02:44):
take care of my family.
I can make sure the kids aregood, I can make sure my wife's
good, I can make sure mysiblings are good, my mom's good
, the buddies are good.
Whatever it is, I have to be ina good, healthy spot for myself
to be in a good, healthy spotfor them.
And it's just true, it works.
(03:07):
You have to be that way.
Now, in my class I teach thepatient is next.
Actually, I think I teachequipment.
Those are your tools, whateveryou need to do to keep yourself
happy and your family happy.
I'm not going to get into thattoo much.
But after that you're patient.
(03:28):
So it's pretty straightforwardwhen somebody needs CPR, that's
your patient.
We're going to check the scene,make sure they're breathing or
not breathing, startcompressions, call 911, get the
AEDs.
It's a dance, right.
We just got to know the stepsand we got to do it.
(03:48):
Now, outside of that, you knowthat patient may be somebody in
need, that somebody may need,you know, a tire change.
That person may need 10 bucks,who knows what.
(04:09):
It is Just the problem and ifI'm not good, and I'm not good
with my family and I don't havethings going on, I can't help
that person, right?
So it's really pretty simple.
You know those first four things, five things we got to do, and
(04:29):
in my class I always ask isthere anybody left that we have
to worry about?
And usually it's the friendsand family of the patient.
So if it's somebody in need,maybe they got sick.
We should ask how's theirfamily doing, ask their, you
(04:54):
know, if it's a family friend,reach out to their siblings, to
their mom, their dad, whateverit is, see if they're doing it
Good.
You know the fire department,the police.
You know they always have,they're always doing some kind
of charity work with.
You know, burn victims orpeople with different situations
(05:16):
going on in their lives,because they're taken care of,
hopefully, and they're able toreach out and not only help
during that emergency butcontinue to help and be there
and be supportive, becausethat's what people need.
So, safety first.
Take care of yourself, yourteammates, your family, your
(05:38):
equipment and then your patientand that could be lots of folks
like I just kind of talked about.
Now, where's this coming from?
Well, first off, I want to telleverybody I'm okay.
I don't want anybody to be likewhat's going on?
Jimmy, are you good?
This is pretty deep for you.
(06:00):
Yeah, it totally is, for sure,for sure.
But one of the things I kind ofjust had this light bulb moment
kick in.
Jenny and I were on a road tripdriving back from a client.
I got to take her to.
You know, just kind of show herwhat I got to do, sometimes One
(06:20):
of the perks of being thebosses, I guess.
And we were talking about ourplans.
And those of you that know meoutside of work know that I do
not handle my planning, myschedule at all.
Our office manager tells mewhere to go and what to be at,
(06:43):
monday through Friday, fromabout 7.30 to 8 o'clock at night
usually, and my off-dutycoordinator, my wife, tells me
what to do when I'm not there.
I do not like making plans, Ido not like talking about plans,
I don't like any of that stuff.
(07:04):
Tell me what to do and I'll doit.
And I like to tie this into theincident command system.
So the incident command systemwas a system that was invented
in the 70s during the MalibuHills Palisade fires that you
(07:25):
know.
This maybe kind of sparked thisalso.
That just burned again.
What happened was a lot offirefighters, a lot of people,
showed up at these big fires.
There was no plan, there was noway to communicate and there
was nobody in charge.
And I've always just kind oflived my life like that, because
I kind of grew up in the fireservice and working on the, you
(07:48):
know, ambulances and what haveyou.
So I'm just I fall in line.
You know, maybe folks from themilitary career military kind of
realize this and kind of maybekind of I don't know understand
this a little bit more.
But I've always had an instinctcommander.
So that person tells me what todo because they have plans and
(08:12):
objectives.
They have plans and objectivesand my incident commander, my
wife, always has these greatplans and these objectives of
what she wants to get done is,if it's, you know, planning our
weekend, planning where we havefor dinner for the week,
whatever it is, I usually fallinto what they call the
(08:34):
operation section.
So in the incident commandsystem there's an incident
commander person in charge andthere's an ops section, a
logistical section, a planningsection and finance HR, if you
will.
Well, I guess I said earlier,I've always either been the
(08:55):
incident commander or theoperations person.
The incident commander makesthe plan, tells the operations
team this is what the plan is,go make it happen.
So that's my mentality.
I take that plan and I put myhead down and I run through the
wall and put the fire out or dowhatever I need to do.
And I run through the wall andput the fire out or do whatever
(09:20):
I need to do.
But I'm getting older.
Now obviously there's otherplans that are happening,
there's things that are justgoing on in life and the
business and things like that.
And I've always been a littlebullheaded about these things.
And one of the Jenny kind oftalked to me during our
conversation on our road trip,like I was saying, and she said
(09:41):
we've got to reassess our plan.
And I looked at her, notdirectly because I was driving,
I didn't take my eyes off theroad, but I kind of out of the
corner of my eye.
I kind of went wait, what'd yousay?
And she said we have toreassess our plan.
And I went oh my gosh, allthese years I've been fighting
(10:07):
you and arguing with you aboutall these crazy things.
I I never thought of it thatway.
And let me kind of break thisdown team.
In an emergency, the incidentcommander assesses the situation
, creates their plan, tells theops person to go do it.
(10:30):
The ops person comes back andsays this is what's going on.
I need more support.
The logistics person goes okay,Excuse me.
The incident commander saysokay, logistics person, I need
you to support this person withsupplies and equipment.
And then the incident commanderis going to say operations
(10:52):
person, what's going on now?
Then the operations persongives a situation report.
We've done this, this and this.
We've stopped the fire here,we've provided medical care,
we're going back, we got thebuilding evacuated.
Whatever the situation is, it'sa progress report that allows
(11:15):
the incident commander then toreassess the situation and ask
questions how come we haven'tstopped the fire at this block?
Or how come the people arestill standing outside because
we evacuated them so long ago?
Do they need shelter?
Do they need water?
Do they need a place to use therestroom?
Whatever the reassessment is,and let's make a plan about it
(11:43):
or change our plan.
And I've just never really beena person to be able to do that
until recently.
I mean, we just had thisconversation a couple of weeks
ago.
So I'm still learning, stilllearning.
So I'm still learning, stilllearning.
But I just thought it wasreally interesting that I've
(12:12):
kind of always put the way Iresponded and I've tried to be
the same way in life.
So that's safety first.
I've always lived by that, soto speak, sometimes better than
others.
But I've also never looked atlife like using the incident
command system as far as it's ajoint or unified command, and
that's usually when there'smultiple agencies together, all
(12:36):
kind of an interest of we've gotto protect certain things,
we've got to put the fire out.
I'll use that and, you know,keep people safe.
Well, I've always looked at arelationship, if you will, and
our life as single command, oneperson in charge, and it's truly
(12:56):
not that.
And it's kind of silly thatJenny and I have been married
almost 20 years and I'mrealizing this now that I guess
we both get to be in charge.
We just have to talk about it.
And I know when Jenny listensto this, to edit it and to
publish this, she's going tolaugh because she's always told
(13:18):
me we're in this together, youbig dummy.
It didn't connect or clickuntil Jenny said use that
reassess word.
Now circle it back to theincident command system.
You arrive, you assess youaction plan, you reassess Right
(13:46):
and then you adjust accordingly.
Now that's life.
You arrive at the situation,you assess it, you make an
action plan, you reevaluate itRight and you adjust accordingly
and I don't know, it just kindof worked.
It kind of worked.
(14:07):
Another good life example I givepeople when I teach the
incident command system in myclasses is when I used to coach
Jameson's little League baseballteams.
I would always kind of be likeall right, I'm the head coach, I
need a manager.
That manager is going to bekind of my right hand.
(14:30):
I'm going to tell them this isour practice plan.
I need you to go do this, setup the field this way.
Right, this is what I want todo.
Go and I just have them do that.
And then my logistics personwould always be my team mom,
doing things that I definitelydid not like to do.
Can you communicate with theteam, other parents?
(14:50):
Can you communicate with theleague?
Can you make sure you knowwe're doing the right things,
our schedule is up to date?
You know our snack schedule'sgood to go, those kind of things
.
And then you know finance.
I'd always kind of have tomanage that a little bit and the
team side of things like theLittle League stuff.
(15:11):
You know any kind offundraising and things like that
.
I'd kind of have to help withthat just because I was in
charge and ultimately I wasresponsible for it.
Going to have to help with thatjust because I was in charge
and ultimately I was responsiblefor it.
And then, making plans, I'dalways have somebody, a team mom
, and maybe a helper or anothercouple parents being my planning
group going.
Hey, you know, we have the endof the year party, what do you
(15:31):
all want to do?
Or, hey, I think it's going tobe really nice after this game
on Saturday.
Or we're traveling, we're goingto be at this really cool park,
let's set up a barbecue afterthe game on Saturday.
Or we're traveling, we're goingto be at this really cool park,
let's set up a barbecue afterthe game.
So that's kind of cool.
So I've always used the kind ofused the instinct command system
, but I've never.
I used to use that example whenI taught, but I've never, I
(15:54):
don't know.
I just really applied it tomyself.
So it just kind of hit home theother day.
So that's kind of why I'mtalking about it and I just feel
like there's lots of lessonshere.
There's lessons in everything,I guess.
So, with that being said, team,I just wanted to kind of get
that out there and say, hey,emergencies in real life,
emergency training in real life,they go together, they go
(16:18):
together.
Maybe another group thing youcan think about, the planning
group from the incident commandis, you know, preparedness.
You know, is your house safe oris your house prepared.
You know whatever that meansfor you.
Do you have food and water?
Do you have you know emergencyshelter, a tent?
Do you have food and water?
(16:41):
Do you have you know emergencyshelter, a tent?
Do you have you know, just away to communicate with your
family, all kinds of things?
There's all kinds of thingslike that, so you can use the
incident command system in yourlife lots of different ways.
Adjust it as accordingly, whichis how the incident command
system is designed.
It's based on the incidentcommander's needs and the
resources they have.
So look at your resources, planaccordingly and obviously,
(17:09):
think safety first.
Think safety first.
Think care of yourself, yourfamily and then the patient,
whatever that problem is.
Lean on your resources, yourteammates, family, friends, all
that kind of stuff, and thenanything else that comes up
after that, act accordingly andhopefully you're in a good spot
(17:30):
to help those folks.
All right team.
Thanks for listening to myramble by myself, but I had to
get this one off my chest.
Be safe, think safety first andpeace.
What's happening.
It's your boy, jimmy, withanother life and safety podcast
Going solo.
Today, meg started school andour schedules just have not
aligned.
So here I am sitting in thisoffice by myself with just my
notes and we'll see what happensand see what comes out.
So today we're going to talkabout emergency response
(00:26):
training in real life and how wecan use the things we learn in
class and apply it to life, orat least how I do it.
This isn't going to solve theworld's problems.
It's not going to, you know, doanything like that.
It's just kind of aninteresting thought that created
(00:50):
a spark, that created awildfire in my head from a
conversation I had with the wifethe other day driving.
So what do I mean by that?
What do I mean by that?
So if you've ever taken asafety class, a medical class,
(01:10):
they always tell you, theinstructor always tells you you
know there's a hierarchy insafety and the number one, most
important person there isyourself.
And if you don't take care ofyourself, you can't help anybody
else and, honestly, no truerwords were ever spoken If you
can't take care of yourself,you're not going to help anybody
else.
You might be able to do itshort term, but long term it's
(01:38):
just not going to work.
And that might be youexercising, meditating, throwing
a baseball, cheering at abaseball game or painting, or
whatever.
It is right, no judgment, youknow, as long as it's, hopefully
it's healthy and something youneed to do for you and it makes
(02:02):
you happy.
You got to do it In that scenesafety.
In my class I always teach thenext group of people or the next
person is your teammate.
So if you take care of yourselfand you take care of your
teammates, you're going to beokay.
You're going to give thatpatient a pretty good chance of
(02:23):
you know, pretty good care.
I should say it that way.
Not a chance of survival.
That's not up to us.
It's just we're going to givethat person the best chance Now
in an emergency situation.
That's awesome.
How does that work at home?
Well, if I take care of myselfand I'm good, I can then go and
(02:44):
take care of my family.
I can make sure the kids aregood, I can make sure my wife's
good, I can make sure mysiblings are good, my mom's good
, the buddies are good.
Whatever it is, I have to be ina good, healthy spot for myself
to be in a good, healthy spotfor them.
And it's just true, it works.
(03:07):
You have to be that way.
Now, in my class I teach thepatient is next.
Actually, I think I teachequipment.
Those are your tools, whateveryou need to do to keep yourself
happy and your family happy.
I'm not going to get into thattoo much.
But after that you're patient.
(03:28):
So it's pretty straightforwardwhen somebody needs CPR, that's
your patient.
We're going to check the scene,make sure they're breathing or
not breathing, startcompressions, call 911, get the
AEDs.
It's a dance, right.
We just got to know the stepsand we got to do it.
(03:48):
Now, outside of that, you knowthat patient may be somebody in
need, that somebody may need,you know, a tire change.
That person may need 10 bucks,who knows what.
(04:09):
It is Just the problem and ifI'm not good, and I'm not good
with my family and I don't havethings going on, I can't help
that person, right?
So it's really pretty simple.
You know those first four things, five things we got to do, and
(04:29):
in my class I always ask isthere anybody left that we have
to worry about?
And usually it's the friendsand family of the patient.
So if it's somebody in need,maybe they got sick.
We should ask how's theirfamily doing, ask their, you
(04:54):
know, if it's a family friend,reach out to their siblings, to
their mom, their dad, whateverit is, see if they're doing it
Good.
You know the fire department,the police.
You know they always have,they're always doing some kind
of charity work with.
You know, burn victims orpeople with different situations
(05:16):
going on in their lives,because they're taken care of,
hopefully, and they're able toreach out and not only help
during that emergency butcontinue to help and be there
and be supportive, becausethat's what people need.
So, safety first.
Take care of yourself, yourteammates, your family, your
(05:38):
equipment and then your patientand that could be lots of folks
like I just kind of talked about.
Now, where's this coming from?
Well, first off, I want to telleverybody I'm okay.
I don't want anybody to be likewhat's going on?
Jimmy, are you good?
This is pretty deep for you.
(06:00):
Yeah, it totally is, for sure,for sure.
But one of the things I kind ofjust had this light bulb moment
kick in.
Jenny and I were on a road tripdriving back from a client.
I got to take her to.
You know, just kind of show herwhat I got to do, sometimes One
(06:20):
of the perks of being thebosses, I guess.
And we were talking about ourplans.
And those of you that know meoutside of work know that I do
not handle my planning, myschedule at all.
Our office manager tells mewhere to go and what to be at,
(06:43):
monday through Friday, fromabout 7.30 to 8 o'clock at night
usually, and my off-dutycoordinator, my wife, tells me
what to do when I'm not there.
I do not like making plans, Ido not like talking about plans,
I don't like any of that stuff.
(07:04):
Tell me what to do and I'll doit.
And I like to tie this into theincident command system.
So the incident command systemwas a system that was invented
in the 70s during the MalibuHills Palisade fires that you
(07:25):
know.
This maybe kind of sparked thisalso.
That just burned again.
What happened was a lot offirefighters, a lot of people,
showed up at these big fires.
There was no plan, there was noway to communicate and there
was nobody in charge.
And I've always just kind oflived my life like that, because
I kind of grew up in the fireservice and working on the, you
(07:48):
know, ambulances and what haveyou.
So I'm just I fall in line.
You know, maybe folks from themilitary career military kind of
realize this and kind of maybekind of I don't know understand
this a little bit more.
But I've always had an instinctcommander.
So that person tells me what todo because they have plans and
(08:12):
objectives.
They have plans and objectivesand my incident commander, my
wife, always has these greatplans and these objectives of
what she wants to get done is,if it's, you know, planning our
weekend, planning where we havefor dinner for the week,
whatever it is, I usually fallinto what they call the
(08:34):
operation section.
So in the incident commandsystem there's an incident
commander person in charge andthere's an ops section, a
logistical section, a planningsection and finance HR, if you
will.
Well, I guess I said earlier,I've always either been the
(08:55):
incident commander or theoperations person.
The incident commander makesthe plan, tells the operations
team this is what the plan is,go make it happen.
So that's my mentality.
I take that plan and I put myhead down and I run through the
wall and put the fire out or dowhatever I need to do.
And I run through the wall andput the fire out or do whatever
(09:20):
I need to do.
But I'm getting older.
Now obviously there's otherplans that are happening,
there's things that are justgoing on in life and the
business and things like that.
And I've always been a littlebullheaded about these things.
And one of the Jenny kind oftalked to me during our
conversation on our road trip,like I was saying, and she said
(09:41):
we've got to reassess our plan.
And I looked at her, notdirectly because I was driving,
I didn't take my eyes off theroad, but I kind of out of the
corner of my eye.
I kind of went wait, what'd yousay?
And she said we have toreassess our plan.
And I went oh my gosh, allthese years I've been fighting
(10:07):
you and arguing with you aboutall these crazy things.
I I never thought of it thatway.
And let me kind of break thisdown team.
In an emergency, the incidentcommander assesses the situation
, creates their plan, tells theops person to go do it.
(10:30):
The ops person comes back andsays this is what's going on.
I need more support.
The logistics person goes okay,Excuse me.
The incident commander saysokay, logistics person, I need
you to support this person withsupplies and equipment.
And then the incident commanderis going to say operations
(10:52):
person, what's going on now?
Then the operations persongives a situation report.
We've done this, this and this.
We've stopped the fire here,we've provided medical care,
we're going back, we got thebuilding evacuated.
Whatever the situation is, it'sa progress report that allows
(11:15):
the incident commander then toreassess the situation and ask
questions how come we haven'tstopped the fire at this block?
Or how come the people arestill standing outside because
we evacuated them so long ago?
Do they need shelter?
Do they need water?
Do they need a place to use therestroom?
Whatever the reassessment is,and let's make a plan about it
(11:43):
or change our plan.
And I've just never really beena person to be able to do that
until recently.
I mean, we just had thisconversation a couple of weeks
ago.
So I'm still learning, stilllearning.
So I'm still learning, stilllearning.
But I just thought it wasreally interesting that I've
(12:12):
kind of always put the way Iresponded and I've tried to be
the same way in life.
So that's safety first.
I've always lived by that, soto speak, sometimes better than
others.
But I've also never looked atlife like using the incident
command system as far as it's ajoint or unified command, and
that's usually when there'smultiple agencies together, all
(12:36):
kind of an interest of we've gotto protect certain things,
we've got to put the fire out.
I'll use that and, you know,keep people safe.
Well, I've always looked at arelationship, if you will, and
our life as single command, oneperson in charge, and it's truly
(12:56):
not that.
And it's kind of silly thatJenny and I have been married
almost 20 years and I'mrealizing this now that I guess
we both get to be in charge.
We just have to talk about it.
And I know when Jenny listensto this, to edit it and to
publish this, she's going tolaugh because she's always told
(13:18):
me we're in this together, youbig dummy.
It didn't connect or clickuntil Jenny said use that
reassess word.
Now circle it back to theincident command system.
You arrive, you assess youaction plan, you reassess Right
(13:46):
and then you adjust accordingly.
Now that's life.
You arrive at the situation,you assess it, you make an
action plan, you reevaluate itRight and you adjust accordingly
and I don't know, it just kindof worked.
It kind of worked.
(14:07):
Another good life example I givepeople when I teach the
incident command system in myclasses is when I used to coach
Jameson's little League baseballteams.
I would always kind of be likeall right, I'm the head coach, I
need a manager.
That manager is going to bekind of my right hand.
(14:30):
I'm going to tell them this isour practice plan.
I need you to go do this, setup the field this way.
Right, this is what I want todo.
Go and I just have them do that.
And then my logistics personwould always be my team mom,
doing things that I definitelydid not like to do.
Can you communicate with theteam, other parents?
(14:50):
Can you communicate with theleague?
Can you make sure you knowwe're doing the right things,
our schedule is up to date?
You know our snack schedule'sgood to go, those kind of things
.
And then you know finance.
I'd always kind of have tomanage that a little bit and the
team side of things like theLittle League stuff.
(15:11):
You know any kind offundraising and things like that
.
I'd kind of have to help withthat just because I was in
charge and ultimately I wasresponsible for it.
Going to have to help with thatjust because I was in charge
and ultimately I was responsiblefor it.
And then, making plans, I'dalways have somebody, a team mom
, and maybe a helper or anothercouple parents being my planning
group going.
Hey, you know, we have the endof the year party, what do you
(15:31):
all want to do?
Or, hey, I think it's going tobe really nice after this game
on Saturday.
Or we're traveling, we're goingto be at this really cool park,
let's set up a barbecue afterthe game on Saturday.
Or we're traveling, we're goingto be at this really cool park,
let's set up a barbecue afterthe game.
So that's kind of cool.
So I've always used the kind ofused the instinct command system
, but I've never.
I used to use that example whenI taught, but I've never, I
(15:54):
don't know.
I just really applied it tomyself.
So it just kind of hit home theother day.
So that's kind of why I'mtalking about it and I just feel
like there's lots of lessonshere.
There's lessons in everything,I guess.
So, with that being said, team,I just wanted to kind of get
that out there and say, hey,emergencies in real life,
emergency training in real life,they go together, they go
(16:18):
together.
Maybe another group thing youcan think about, the planning
group from the incident commandis, you know, preparedness.
You know, is your house safe oris your house prepared.
You know whatever that meansfor you.
Do you have food and water?
Do you have you know emergencyshelter, a tent?
Do you have food and water?
(16:41):
Do you have you know emergencyshelter, a tent?
Do you have you know, just away to communicate with your
family, all kinds of things?
There's all kinds of thingslike that, so you can use the
incident command system in yourlife lots of different ways.
Adjust it as accordingly, whichis how the incident command
system is designed.
It's based on the incidentcommander's needs and the
resources they have.
So look at your resources, planaccordingly and obviously,
(17:09):
think safety first.
Think safety first.
Think care of yourself, yourfamily and then the patient,
whatever that problem is.
Lean on your resources, yourteammates, family, friends, all
that kind of stuff, and thenanything else that comes up
after that, act accordingly andhopefully you're in a good spot
(17:30):
to help those folks.
All right team.
Thanks for listening to myramble by myself, but I had to
get this one off my chest.
Be safe, think safety first andpeace.
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