How did you navigate doing that and at the same time keeping the trust with the executive and senior leadership team without them feeling like, o gosh, dave's checking up on us. I know a lot of people have fear about that. Did you find samething that worked? You're not trying to trap anybody. That's the key in all this. Woare simply trying to create teams that are performing at their best. And the best way to do that is through open and transparent communication. This actually is a great leadent to one of the other big themes in the book, which is, and you make this invitation in the afterward, a movement away from us thinking about

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