Episode Transcript
[00:00:01] Speaker A: The Grow show is brought to you by Mardi Grinder's Grow Group, where we specialize in teaching landscaping companies how to clarify their platform, grow their people, build their processes and realize profits. Everything we teach is grounded in real experience. Our team is actively involved in the day to day operations of Southwest Ohio's Grunder Landscaping Company.
New episodes of the Grow show are released weekly on Wednesdays. Remember to subscribe so you never miss an episode.
Now, here's your host, Marty Grunder.
[00:00:30] Speaker B: Well, good morning, good afternoon, good evening, whatever the case may be. This is Marty Grunder from Grunder Landscaping Company and the Grow Group. Today we're going to talk about how we work and why that matters with one of our ACE peer group facilitator extraordinaires, Megan Parker. But first, a reminder. You can get the latest edition of the Grow show delivered to your phone, tablet or computer by subscribing wherever you get your podcasts or Watch us on YouTube for an enhanced learning experience.
The Grow show is the greatest thing since StrengthsFinder, an incredible tool we use at Grunder Landscaping Company to improve our teams. And I want you to read this book and by all means look into how the book and what it teaches in there can help you improve your ability to lead and retain a world class workforce. It's truly made a difference in my life and, and this is a perfect segue because Megan and her partner Tracy are the ones that have helped us with all the StrengthsFinder work. So Megan, welcome.
[00:01:28] Speaker C: Thank you, Marty. It's great to be here.
[00:01:30] Speaker B: So, folks, Megan is an ICF certified leadership coach who has spent the last six years with our strategic partners, McFarland, Stanford, Working side by side with landscape business owners from all over the United States and Canada, helping them build their businesses, making their teams full of better leaders and and overall a stronger team. She co facilitates two ACE peer groups, speaks every year at ACE Connect and our annual event Grow. She'll be there again in February. That's one of the reasons I wanted to bring her on, so you could get a taste of what she's going to be teaching. She focuses on practical leadership skills, folks. Not theory, not buzzwords, not something you read on LinkedIn and forget by Tuesday. Okay? She's also a Gallup certified strengths coach, which basically means she helps leaders stop trying to fix people and start leading them better. Megan, let's get into the conversation.
[00:02:26] Speaker C: Can't wait.
[00:02:27] Speaker B: So before we dive into accountability, which I think in a lot of ways is a favorite word of folks until they actually have to practice It. Okay, tell us a little bit more about you beyond the bio.
[00:02:40] Speaker C: Well, one of the things that I get asked quite often is, how did you get into landscaping? So what I want to tell you is I grew up in Iowa rural community, a farming community, and graduated with a class of 18 people in my high school class.
[00:02:56] Speaker B: I didn't know that. Wow.
[00:02:58] Speaker C: Yeah. That's my fun fact whenever anyone asked me, you know, to give those fun facts. But so very much a service oriented community. My parents owned the only restaurant in that community and I grew up in the service industry.
So when I work with landscapers, I feel like I am working with people I know people I grew up with, people who work hard, who are scrappy, who just want to be a better version of themselves, and they know how to work hard. And I. So I grew up, you know, I grew up waiting tables my whole life, from the time I could walk until the time I graduated college.
And, you know, I just really love working with landscapers because they have that same mentality, that work hard mentality.
[00:03:39] Speaker B: So when you're not coaching landscapers or facilitating a peer group or even, I'll say politely telling owners that they might want to look in the mirror first, because you and I both know that guys like me that run landscaping companies where we're most of the problems emanate from. And we gotta understand that who are you when you're not doing that?
[00:03:59] Speaker C: Yeah, good question. So I live in North Carolina and I have three kids.
I live in Chapel Hill, so I'm usually either at a Tar Heel.
[00:04:07] Speaker B: I mean, that's not a very pretty part of the country.
[00:04:11] Speaker C: It's beautiful. We've got the oceans and mountains. We were at a Tar Heel game last night. Right. At a basketball game. So it was really fun. Or you could find me on the soccer field. So my daughter plays competitive soccer and travels a lot. So lots of talent in the soccer fields, too.
[00:04:25] Speaker B: That's fun. Well, you and your wonderful partner, Tracy Wallingford have made a real impression, not just on the Grunder landscaping team, but on our clients with your strengths, finder work and executive coaching.
And I know in the last six years you've learned landscaping from the inside. Like we talked about. Owners, leadership teams, peer groups, real business folks. You've probably seen people that were working on the crew that are now managing people. I know you've seen all kinds of things there. From your perspective. Megan, what do owners and leaders in this industry struggle with the most?
[00:04:59] Speaker C: You know, one of the things that comes up over and over again Is this word of accountability? And accountability is one of those. I call them a $10 word. You know, you've got like $1 words or $10 words. Accountability is like a $10 word, Marty.
[00:05:13] Speaker B: Okay.
[00:05:14] Speaker C: It's a great word. And a lot of times I find that people don't really know what, what accountability means or how to do.
[00:05:21] Speaker B: I would agree with that. What does accountability mean to you?
[00:05:26] Speaker C: So actually, I want the listeners, if you're listening to the podcast right now, what word comes to mind when you think of accountability or just what feeling comes to mind? My guess is in that split second when Marty and I just started talking about accountability, that your reaction might not have been a positive one.
[00:05:43] Speaker B: No.
[00:05:43] Speaker C: Right. Maybe it was a negative one. Right. Like a. Or at least. Or like maybe a. You know, I don't even know if I had to define that word so that, you know, that word, that $10 word get kind of a bad rap. Honestly, it's a big word. People just don't know what to do with it. Honestly, sometimes when we think of accountability, we think of maybe conflict. And conflict isn't always like a positive experience for people.
[00:06:06] Speaker B: Right.
You know the book Winning with Accountability by Henry J. Evans? We read that in our peer groups. And that was when I first read that book, Megan. That was my biggest takeaway was that when you lead with accountability, it doesn't have to be a dirty word. Like there is. People cringe like, oh, I'm going to hold you accountable. It almost sounds like, you know, I'm going to take you out in the woodshed and beat you.
We both know that that's not the case.
I do chuckle sometimes, Megan, when people think landscaping is easy, because I think when you factor in the fact we're doing landscaping work, but then factor in the fact that it's so physically demanding, the weather, all the other things, it seems, and I don't mean to lament this or make this a negative thing, but it does seem like there are a lot more moving parts in a landscaping business because it's dealing with the weather than a business that's in a controlled environment in a factory or, you know, where you don't. The weather doesn't affect you when you're coaching leaders. Knowing what you know now about landscaping, your small business background, waiting tables and other tough job. What are one or two key ideas around accountability that can actually move the needle forward?
[00:07:17] Speaker C: Yeah, so I think a couple of things, right? So one is getting clear about what the expectations are. So I think of three different things when I think of key components to accountability. So first off, you have to have clear expectations. So if we are not on the same page about how to plant a tree, then you can't hold me accountable for the way the tree was planted. Right?
So we have to have standards that mean the same thing to both of us, and we have to be clear on those expectations and what the anticipated outcome is as a result of those.
Also, we need to have resources, Right? So I have to have the ability to do my job and get that tree planted in the way that you want me to plant the tree. And then the third component that I talk a lot about is those consequences. So if you and I are not clear on what happens as a result of a failure to meet those expectations, then you can't truly hold me accountable for something I didn't know was going to happen.
So those are kind of the three key ingredients that I'll talk about that I talk about a lot.
[00:08:25] Speaker B: And as I'm listening to you, I think, you know, I'm 57 years old. I have come to understand accountability.
I've also come to understand that.
And you might have to help me draw this out in the right way that our listeners and our viewers will understand. But I don't really care anymore who's wrong. I will often take blame for something, even if the blame is gray, because it seems like if somebody says, hey, listen, that's my fault. I should have explained this better to you. Here's what we're going to do going forward because I'm trying to get a solution as fast as I can. If we're going to argue over who was wrong. And don't you remember I told you how to do this and I handed you the sop?
Well, maybe your SOP stinks. Like you really think somebody a couple rungs below you on the ladder is going to say your SOP stinks. When I think of accountability, Megan, and you've heard me say this, I think we've used this in our peer groups. What am I doing or not doing that's getting me the results I don't like or I don't want? How does that relate? Like in accountability, when you have somebody that's learning how to lead people and they're not like, you see them struggling and they're not getting.
Maybe they took over for someone else that was getting results, and now they're not getting results, and you're wondering, I think rationally, of course, they must not be explaining things right on the front end. Like, how do you deal with that. How do you coach somebody through that?
[00:09:48] Speaker C: I will talk a lot about this in my session that's coming up at Grow. So I think my session will cover three things. What is accountability, which we talked a little bit about, and then why is it so hard? Right, right. That's essentially what you're asking me is why is this so difficult? Right, right. And when I think about why is it so hard, I think about two things, skill and will.
So does the person have the skill to do it, and do they have the will to hold someone accountable?
[00:10:12] Speaker B: And when we're talking skill and will, I often say there's three reasons people don't do what you want and need them to do. It's along the same lines as skill and will. Number one, you didn't properly train or equip them. Number two, you didn't.
They don't have the capacity to do a job, and you moved them into something. And number three, they have a bad attitude. And the most dangerous of all people in organizations are smart people with a bad attitude. So I think your skill and will is similar to that. When you say that, what does that mean? And why is that such an important distinction for leaders to understand? The skill and the will? I think that's better put and more easily to remember than the way I.
[00:10:49] Speaker C: It is like an eloquent thing, which I love. So skill. So in my opinion, I've done both skill and will. So skill means do I know how to hold people accountable?
So do I literally know how to have a conversation like that, you know, without flying off the handle? Do I know how to hold somebody accountable and get the best out of them? And do I.
Do I know when to have that conversation? So there's all kinds of, like, tactical things.
[00:11:15] Speaker B: So this is really good. So let's go through each of those just a little bit.
Flying off the handle. What's the. What is the danger of flying off the handle? If you can't contain yourself from that, what are the consequences to that?
[00:11:31] Speaker C: So, I mean, you're. You're going to send people into fight or flight mode. So Tracy and I talk a lot about fight, flight, or freeze, and everyone will have one of those three reactions. And essentially at that, what that means is that you're not going to get the best from people.
[00:11:45] Speaker B: No.
[00:11:45] Speaker C: When you go into that mode without the skill to have that conversation, you're going to send people into fight, flight, or freeze mode, and nothing productive is going to come from that. Right. So the skill part is really important. And I talk a lot about how to have a 60 second accountability conversation and then there's a five minute accountability conversation, as you can imagine might come a little bit later. Yeah.
[00:12:08] Speaker B: And what were the other elements there in the skill and the will?
[00:12:11] Speaker C: Yeah, so the will. So the skill is how do I know how to have that conversation? How to hold people accountable. And will is, am I willing to hold people accountable? Because even though you might think you are, when it comes down to it, are you willing to be the person who toes the line to be the bad guy to. To worry about whether people. What people will think of you or whether people like you?
[00:12:33] Speaker B: I know you have worked with countless landscapers on this topic. I often get an entrepreneur that we work with in the grow group to see this. And I just had this happen two weeks ago with one of my coaching clients.
He has 29 employees. One of them has been with him since he started the business. And he's become a dear friend. He's not pulling his weight. And my client is beside himself because he realizes he has to terminate him. And he said to me, he has a family, he has this, he has that. And I said, and I'll change his name. I said, george, yes, he does. But he's also the one that hasn't held up his end of the bargain. He has repeatedly been told he needs to do this. You have written him up and he still continues not to do it. And I said, george, you're looking at the wrong way. You're worried about one guy, but there's 28 other people that are suffering because of his poor performance.
And Megan, it was amazing. Once I said that, he just kind of looked at me like I'm looking at you now.
And he didn't know what to say. And I said, what's the matter? He's like, I never thought about it that way. I don't even know what to say.
How.
How have you gotten an entrepreneur or leader to see. To see the damage they're doing by keeping their. Keeping them there on the will part, like what, what advice do you have for us for that?
[00:13:52] Speaker C: Yeah. Okay. Two things. One, I often will ask my. My leaders your do you want to work for someone who will not hold you accountable? And the answer to that is typically no. Right.
[00:14:06] Speaker B: So that's the biggest issue one course.
Right.
[00:14:11] Speaker C: And the, the biggest issue with people who aren't pulling their end of the weight is that other a players do not want to work with people who are not a players.
[00:14:21] Speaker B: Why?
[00:14:22] Speaker C: So they want everyone to be held To a. The same standard, a high standard. People who are your best employees, your A players, they want to be held to a high standard. They want to be held accountable, and they want others on the team to be held to that same standard because they know they're.
[00:14:38] Speaker B: You're. You're a professor. You have a much better way of saying things than I do. And I love how you just described that, because that is so true. And that's not a. I'm better than you. I'm almighty. I don't want to work an environment where people get away with things. I don't like it.
[00:14:54] Speaker C: And as an owner, you're gonna lose your A players if you, you know, we, we. What we tolerate is what we allow, and we are going to lose key people who work for us if we allow other players in that we're working with to be held to a different standard.
[00:15:11] Speaker B: And I, And I think a lot of that has to do with the fact, look, I don't begrudge anyone that only want to work 8 to 5, especially if they're a focused, hard worker. Like, when you get in here, give me everything you got between eight and five and you can go home. That's fine.
So if we're trying to be a good employer and have a good work environment and we got people that are mediocre performers, and, you know, you. You pack a bunch of mediocre performers together, you're not going to get the results you need to build a business for it. It's just. And like you said, a. Performers, they don't. They don't want to work in those environments. I mean, that. That's just. You see that in sports. You see that.
You know, I even see that in some volunteer organizations that I have left because I got in there and really all they wanted was a resume builder. They really were not interested in doing the work, and the chair didn't want to hold anybody accountable. So I just left. And I remember he's actually a friend of mine, but the legendary leadership guru, Dr. John Maxwell told me one time at lunch that the greatest sign of a leader is if he can get a volunteer organization to move at breakneck speed, because the only thing tying him to the. To the volunteer effort is the emotion of the effort. It's not a salary, it's not a job. There's not consequences. And as I listen to you there, Megan, like, I don't want to work with a subcontractor that's working for us that is sloppy or doesn't want to Adhere to our standards. I think it's a part of what a winning organization is all about.
[00:16:38] Speaker C: Absolutely.
[00:16:39] Speaker B: If an owner is listening right now and they like what you're saying, something I said resonated with them and they say, yeah, we could sure use some more accountability around here. Where should they actually start?
And I'm not talking like a system or a fancy spreadsheet or anything like that. Like, what's the first step?
[00:16:57] Speaker C: So the first step is creating clear expectations. So, you know, I could. This was not going to be a shock to you, but most places don't have accurate job descriptions. They don't necessarily know what is the outcome that they are expected to achieve. Right.
So, Marty, you fly a lot, right.
Fly all over the world, right. Doing what you do. Have you ever flown through like a storm or turbulence where the pilot, pilot has had to reroute?
[00:17:24] Speaker B: Yep.
[00:17:25] Speaker C: Yep. Okay. What is the. What does the pilot do in order to minimize the turbulence?
[00:17:30] Speaker B: He. He goes up or he goes down in altitude gently and tries to find smooth air.
[00:17:35] Speaker C: Absolutely. So I think everybody's clear on what is the expectation for the pilot. Right. The pilot's expectation or the outcome that they need to have is that they need to get a plane full of people to the destination saf.
Now, there are different ways to go about getting there. Right. So if you're flying through a storm, you can adjust the altitude so that you're not going through the bumpy. Or if there's a really bad storm, you can fly around the storm. Right?
[00:17:59] Speaker B: Right.
[00:18:00] Speaker C: But the person, in order to get the best out of your people, ideally you're giving them the leeway for. To. To pilot that plane to go the best route possible. Right.
[00:18:11] Speaker B: I see.
[00:18:12] Speaker C: So you, your a players need to have ownership and personal responsibility, have some skin in the game. Right.
[00:18:19] Speaker B: Not.
[00:18:19] Speaker C: You're not just looking for an expectation or an outcome. You're looking to give them the ownership so that they can fly the plane the best way they. They need to.
[00:18:27] Speaker B: It makes total sense. Yes.
[00:18:29] Speaker C: Never once have you ever heard the pilot, Marie, say, get on the speaker and say, I need to reroute, but I need to call my supervisor and ask them. Right, Right. Has that ever happened?
[00:18:39] Speaker B: No, no, no. This is a great analogy. I'll give you credit, but I'm going to steal it.
[00:18:44] Speaker C: Well, what would happen if the pilot said that actually to the plane?
[00:18:47] Speaker B: The whole, the whole. I think any passengers listening would be horrified. Like, what kind of a pilot do we have here? I don't want to. I don't. I'M not flying on this plane again. Probably start saying Hail Mary's.
[00:18:57] Speaker C: Exactly. And you'd. I mean, in likewise, you don't want your clients feeling like the person who's on the site has to call back and get permission.
[00:19:06] Speaker A: Right.
[00:19:06] Speaker B: I tell my team that all the time. Listen, if you're faced with a challenge or a question and you don't know the answer, do not say, I have to go back and check with Marty, because you've just undermined all your authority and they're no longer going to want to talk to you. Why would they want to talk to you? So what you say is, I got to think about that. Let me see what solutions I can come up with. Like put it on yourself. Same thing there.
[00:19:28] Speaker C: Yeah. And. But I think that the tricky part is that sometimes as leaders, we don't want to necessarily give over that ownership to other people.
[00:19:38] Speaker B: Yeah.
[00:19:39] Speaker C: But if we don't, we risk, like you just said, we risk the credibility of that person. And so we have to be willing, yes, it's okay to hold people accountable and have those expectations and a clear outcome, but we also have to give some parameters so that they can have some latitude and leeway about what course of action to take and to have the freedom to make that happen.
[00:20:00] Speaker B: And I think, Megan, correct me if I'm wrong, but I think if you're trying to grow an organization, you need the people under you to get better at this stuff. They are not going to handle the first conflict as well as the 13th time they deal with it. We're trying to get people to take ownership here, what they're doing, and you got to let them fail a little bit. And, you know, you go with it. When I'm coaching with my clients, I try to get them to put theirselves in the person's shoes, you know. All right, you just did a whole 20 minute training session on how to do something in Aspire, the industry specific software we use for our business, and then somebody goes to use the software the next day and they're not using it the way they were shown the day before.
Okay, I guess then. Then go fire them and go try to find somebody else. You're going to end up with nobody working for you. Because I know you've hear this in your peer groups. We get heard. I need some experienced salespeople. Where do I find them? I need team leaders, men or women, that can take two or three people out and get a job done. And Megan, even though you know, McFarland Stanford's a wonderful Recruiter, experienced salespeople that can come in and sell two or three million dollars worth of work like that, or team leaders that can show up and run a crew. They're not a lot of them out there. You got to make them, you got to create them. And, and look, you and I, I'm older than you, but you and I weren't that good when we were right out of college. These are all experiences. This is stuff we've tried.
We get better at, we seek advice, we get in a peer group and we see how someone else handles something and we're like, you know, the next time I'm faced with that, that's what I'm going to do. I guess what I'm saying is everybody's on a journey. You got to cut some of these people some slack and make investments in them, because every investment you make in them and learning, you're going to get a return in it. Maybe, maybe it's not next week, but maybe it's next month, maybe it's next year.
Sometimes I found. Megan, I don't know if you found this.
There's a big difference between somebody that's 22 and 26, and then there's even a big difference between somebody that's 26 and 30. They may have a child, they may have other responsibilities. I mean, there's just. Things happen.
Is that a fair statement?
[00:22:07] Speaker C: Oh, yeah, absolutely. And there's actually a lot of science behind that. Right. So your prefrontal cortex and your brain is not developed until you're mid to late 20s. So there's a reason insurance is so expensive.
[00:22:18] Speaker B: I'm learning that I probably should team up with you. We probably could have a great conversation.
[00:22:22] Speaker C: We could. And I mean, that's why teenage boys are so expensive on the insurance. Right. Because their prefrontal cortex is not fully developed until their mid-20s. That's when their insurance rates drop. Yep.
[00:22:34] Speaker B: So if someone comes to your workshop at grow, what are they going to walk away with?
[00:22:39] Speaker C: Yeah, I can't wait for this workshop. It's going to be really, I think, impactful. So they can expect to walk away with confidence about how to address issues before they escalate or start. So we'll address the skill and the will part so with some practical tools.
So I'll talk them through the two frameworks of the 60 second accountability discussion and then the five minute accountability conversation. There's another tool I'll talk about called the accountability ladder, like how to visually show people how to move up that ladder, and hopefully they will walk away with a defined next step for the person that is the most difficult person on their team to hold accountable.
[00:23:19] Speaker B: I can't imagine anything that we've said here today not resonating with someone.
Your talks have made a tremendous impact on our team. We've done all kinds of things from conflict management.
Your talk on don't take the monkey back is one of the highest rated classes we've ever had it grow in terms of impact that it's made. And I love the fact that I liked you when I met you six years ago, but I really like you now because you've been in the trenches with owners and leaders of landscaping companies. Now, that's. That's predominantly who you work with.
And I think if you come to grow and you see what Megan does, when you get back in the office or back in the field or back into your real life, you're going to have some skills to do something better with. And we don't want grow to be something that just fires you up for five minutes. We're trying to implement permanent change and make you better leaders, make more money, have more fun, have less stress. All those things that come, they can happen in a business. So 2026 is a new year, ladies and gentlemen. It's a chance to reset, refocus, and get better as leaders in the green industry. You start planning your year ahead.
Megan, what's the best piece of advice you have for. For an owner or leader in a landscaping company in 2026?
[00:24:35] Speaker C: Gosh, 2026 is going to be a year. I can already feel it. I would say, you know, kind of building off of this topic of accountability. And, like, sometimes maybe it breeds a little bit of conflict. Right.
So what conflict are you avoiding that you need to deal with before we hit the ground in 2026?
[00:24:54] Speaker B: Oh, that is good. What are you avoiding, and how is that probably holding you back?
It's probably holding you back financially.
It's certainly holding you back spiritually, and it's probably affecting your sleep.
You know, the older I get, I'm. I go to this concierge doctor, and I'm really in tune to my health, and sleep is a big part of that. And you carry this stuff around, Megan. I know, like, for myself, my wife often says it's Catholic guilt. I don't know if that's true or not, but I will lay in bed and I will think about something that I didn't say to someone and how unfair that was to not tell them what I thought.
Oftentimes, I find myself waiting. Because I have learned, Megan, and I've shared this with you, that in my quest to become a better leader, I have certainly learned that when you react with anger, no one hears the message. They only see here and feel the anger and you don't get anywhere. So I do find myself at times giving a night to sleep on it or try to sleep on it and process it. And I would say better than half the time I wake up and I'm like, I don't know why I was that mad about that. That's not that bad. I still need to address it, but that's probably something their manager should address, not me. Leapfrog them and go into that. I love what you're talking about there. The conflict is real. We hold onto that too much and it causes a lot of issues.
Megan, any last words of wisdom before we tie up this episode of the Grow Show?
[00:26:24] Speaker C: Well, I just want to say I'm so grateful for what I get to do every day. I love talking about this stuff with landscapers. I feel extremely grateful that I get to, you know, use places like the East, Connect and Grow to talk about this stuff because I'm fortunate to be able to do what I love every single day. So thanks for the opportunity to be here, Marty.
[00:26:44] Speaker B: It's been great. I am a college graduate. I was not a great student.
I have great respect for what you've done and all the schooling that you've done. And I think it's cool that we're kind of melding some of the commonsensical things that we landscapers have learned with a little bit of science. Like, for example, when you talked about the cortex, I didn't know any of that and I think it's kind of good because it kind of provides some irrefutable proof as to why we are the way we are.
And just deal with it, folks, like it's an issue. Go get better at it.
[00:27:15] Speaker C: Yeah, absolutely. Thank you, Marty. Appreciate it.
[00:27:18] Speaker B: All right, folks, that's going to do it for this week's edition of the Grow Show. If you haven't done so already, subscribe to the Grow show. And if you can give it a rating or share a comment that helps more success minded landscape professionals find us. And if you really want to help us, take out your phone right now. Forward text this episode to a landscape pro. You know, that helps more success minded landscapers find us. And of course, do not forget to check out GROW 2026, February 10th, 11th and 12th in the wonderful city of Dallas, Texas. Great flights on American Airlines and Southwest right into Dallas, where Megan will teach a few sessions and there'll be 50 plus other sessions going on, all designed to help you grow your landscaping business.
Because we at the Grow Group know better than anyone what it takes to grow a landscaping company. So sign up right now while it's fresh in your mind. Thanks for joining us on the Grow Show. We'll talk to you next week.
[00:28:14] Speaker A: Join Marty grunder and the Grow Group team for the annual event for landscape pros. Grow 2026 will be held on February 10, 12, 2026 in Dallas, Texas and feature a behind the scenes tour of complete land sculpture alongside breakout sessions diving into deeper into the topics we cover each week on the Grow Show.
