I've got to go forward with an open mind, with a humble mind, looking at the world. You know, it's classic. Like when I get asked a question, I don't think to myself, oh, I know the answer to this. And I get asked questions all the time. And generally when I hear a question, 99% of the questions that I hear, I've heard in some form before but I don't go I've heard this before I know the answer. I say okay well let me let me hear this what what detail is this person talking about? What angle is this person coming at it from? What can I learn from this question? How can I assess this question? Everything that I look at I try and look at from a humble perspective and if you don't do that it's going to be a problem. mean, even when you're asking me questions about God, you're asking me questions about my beliefs. It's like, Hey, here's my beliefs. I'm humble and I'm listening and my mind is open and this is what I've seen. And this is what I can tell you about it. I'm not sitting here jumping up and down saying, or you should believe that I'm saying you should stay humble. You should keep an open mind about what's going on in the world. The dichotomy of leadership is like, you can't be extreme in one direction or the other. If you're in a leadership position, you can't talk all the time, right? Obviously as a boss, you need to communicate. You need to talk to your people. But if you talk too much, guess what happens? People stop listening to you. You're putting out too much information. They don't know what's important and what's not. So that's bad. You can't go too far in that direction. The other direction is you can't not talk enough and now no one knows what's going on. No one knows what's happening. So you have to be balanced. And that's the whole idea of the dichotomy of leadership. But probably the first dichotomy in leadership that I had to say to myself, you know what? There's another side to this, is I used to tell the young SEAL officers that you have to be aggressive. You've got to be default aggressive. That's how you've got to be. Because when something's going on, you've got to be aggressive to get that problem solved. And if you're not being aggressive, then you're hesitating. Well, then you can get killed. Okay, so there you go. And that's what I used to tell guys. Can you be too aggressive? Absolutely. Hey, there's a machine gun nest over there. Let's attack it. So what you have to do is you have to be balanced. So even as I had these kind of mantras, like default aggressive, can you do too much of that? Yes, you can. Can you be too passive? Oh yeah, absolutely. Well, now we're not making any progress. Now we're getting crushed by the enemy because we didn't maneuver. Okay, so that's bad. So where do you want to be? You want to be balanced. Even the idea of extreme ownership. Can you take too much ownership? Yes. Yes, you can. If you're working for me and I say, okay, here's the mission I want you to accomplish tonight. Here's the people I want you to take. Here's the weapons I want you to bring. Here's the vehicles I want you to bring. Here's the route I want you to use to get to the target. Here secure the target. Here's the route I want you to do to get back. So that's the plan. Now you take ownership and go execute. Now, can you really take ownership of that plan? If someone else gave you the whole thing. I mean, I gave you the whole thing, right? Is that your plan? No, no. It's your plan. It's my plan. So when you go in the field and now you come up against an obstacle and you're executing my plan what's your attitude well it's not my plan it's yeah and you're at an obstacle now and you're like hey jaco didn't think of this right so now you just back away and you come back and you say hey we failed the mission because you didn't think of this you didn't think of this option that's me taking too much ownership so what i need to do is i say hey here's the mission how do you want to do it now you all come up with a good plan. And you come back to me and you say, here's the plan. And I say, that looks pretty good. Go execute. And now when you hit an obstacle in the field, what's your attitude? I need to adapt. I need to adjust. What's your plan? You'll make it win. We came up with this. Yes. So can you take too much ownership? The answer is yes, you can. You can name a trait, right? You can name a trait from a leadership perspective that you think is a positive trait. And you'll immediately see that if you go too far with it, it'll become bad. It'll become bad. So you have to be balanced. So even as I came up with the dichotomy of leadership, I had to be humble enough to say to myself, you know what? Being aggressive is really, really good most of the time. But if you're too aggressive, that's not good. If you're working for me and you're going to meet with a client and you have a bad pitch that you're going to give them and the client is some tiny client that i think is a low probability of us working with and the contract doesn't really matter i'd be like hey give it a shot here's a couple i might give you a couple adjustments and then you go and you do your thing you come back you like, oh no, we didn't land it. And I say, well, what do you think? Let's debrief. And now we talk about it. I said, you know, you said this and you said that. Here's some other ways to go about it. I might even actually have you do it to me. So then I could sit there and take some notes and say, hey, here's some other things that might've worked. Now, if you were going to meet with a big client that really was going to add value to our company, I'm going to either. Yeah. I'm going to step in and be like, okay, let's think about that. What's their reaction going to be. And by the way, that's what I'm not going to say, no, don't do it that way. I'm going to say, tell me that again. And let me hear you. Let me give you some objections that you might hear from them. And all of a sudden I'll let you come up with the solutions. Even though I'm sitting there going, yeah, what he needs to say is this. No, I'll let you come up with a solution. So then you're kind of going in there.