 So, the key thing I thought about when I systemized our framework, this idea of how do you get unusual results is pretty simple. In order to obtain unusual results, you have to do unusual things, or the usual things in an unusual way. Now, the corollary, that's almost a tautology. If you just do the usual things in the usual way, you'll get the usual results. The usual results are usually terrible. So, I couldn't see in the context of at least building products why that was an approach that most people would want to take. If you visually think about this, it sort of breaks down to this. You can get unusual results in all of the outer quadrants. It's only the lower left quadrants where you're doing the usual things in the usual way that you oftentimes get the usual results. Coming from the entrepreneurial world, failure is the norm, and it always struck me that you want to do everything you can to break out of that lower left quadrant, which is something I think is very, very interesting to contemplate, because a lot of people, many people, live their entire lives in the lower left quadrant. One of the things I constantly remind myself, both as a PM, as an entrepreneur, day to day is whenever I find myself in the lower left quadrant for too long to be cognizant that I'm stagnating. I constantly think of either, can I do unusual things for my product, for my team, for myself? Or can I do things that are usual, but in a different way, to break out of this stasis and stagnation that you otherwise would fall into?