 Obviously as a leader, you're setting the example for the crew and you're building the culture. And I think particularly the military, a leader can have more influence on the culture and the success of mission than any other position. And that's true, certainly on the outside as well in the non-military roles. You have to accept, I think, and be confident enough to know you're not always going to be right as a leader. I think you also have to be comfortable and confident enough to demonstrate that. So I had my sons, one is already out of the military, he's a Navy veteran, the other son is in the military. It's sometimes interesting to see their perspective and hear them come home and talk about what they had to do for the day and the idea of what would you do today? And he's like, well, we swept the courtyard all day in the rain. I'm like, why did you sweep in the rain? Well, I don't know. They wouldn't tell us. That's what we were told to do. Did you tell anybody? Oh, yeah, we told them. They just said, we had to do it, quit asking. This is your order. So I know it exists and I know that I can't expect that everybody, every leader out there is going to have the time or patience to explain it or communicate in a way that might instill a little more trust, I guess, and confidence. But as a leader, as you become more senior, it's incumbent upon you to demonstrate and exemplify what you expect from your other leaders beneath you. I knew as a CO, if I was short tempered and I yelled at people in public, man, I just gave permission to like 5,000 other people to do exactly that. So again, air on the side of kindness, air on the side of being patient, air on the side of accepting criticism publicly. Ideally, that's going to translate down the ranks, as it were. There's the trickle down effect. But I knew it wasn't perfect. I knew that you have to be patient, too, knowing you have leaders that are learning beneath you. You might be a division officer and have a chief working for you. So you're the officer in an organization. You have a chief petty officer, a senior enlisted that works for you that's given some of the day-to-day orders. And they might be a little more short tempered in their style and delivery. It doesn't mean you allow them to be toxic or yell at people, but you have to use the opportunity as well to mentor and develop your leaders. So whether that's set an example, if you're in a high enough position or sometimes it's just the mentoring day-to-day and pulling people aside and saying, hey, you know what? I know you think that's effective, but I got to tell you, I don't think you're going to... That's not an effective style. In fact, we'll lose people. And now that I'm in a non-military position, I see that even in the outside. And I think it surprised me a little bit at first when I see very senior people in the non-profit world that tend to be short tempered and yell at people more than I ever... Maybe I ever saw the military. And then I kind of take a step back and go... The reality is they just haven't had the benefit of a lot of leadership training that I had throughout my career. They haven't had any good maybe mentorship or feedback along the way. But it's absolutely something I have to address, because otherwise, in this line of work, people can quit and leave. And in the military, you can't take for granted just because people can't just quit and walk off the ship, that you can take advantage of that. I think it's more incumbent to treat them with respect.