 I made mistakes during my space motion. One was really bad. I stripped the screw during a repair of the Hubble. And there was no backup plan for this because it was such a simple task. Even I couldn't mess it up, but I messed it up. And I remember looking down at the planet, before I fessed up to the ground, I kind of leaned out of the telescope. I was in a foot restraint so I could lean back and take a look at Earth. And we were over the Pacific Ocean and I'm in space. And I couldn't even imagine a hardware store I could go to to get help. And I was like, who's going to help me now? But I reached out to the Mission Control Center and for an hour, between an hour and an hour and a half, we tried all kinds of things and then they came up with a solution to fix it, which I never thought we were going to be able to fix it, but they came up with something. And then I learned later about what was going on. I couldn't see them, right? But it was a guy in a back room in Houston that had an idea. He called up to the Goddard Space Flight Center in Maryland and he did a little test in a clean room. This is on a Sunday, they're all doing this. And they came back with the results and they just talked about it. So it was like the whole team sprang into action to help me. I couldn't see any of this. And I try to recommend to people that reach out to their Mission Control Center whenever you need help. People are still there. They're there waiting to help you, just like you should be there waiting, not waiting, but being available to help them be Mission Control for others. So that when one of your teammates needs something, you're there for them. People should know they can reach out to you and it's not going to be a bother in the same and the other direction. Reach out to your control center when you need them, don't hesitate. And that I think was a lesson I learned as an astronaut that applies to Earth, but even more so in these times where we don't see each other, but the teams are still in place. We're not in the same room, just like the three of us are in different parts of the world right now apparently and we're still able to communicate. Well mistakes definitely happen. And you have a story in the book where someone who you look up to makes a mistake in front of you and you're new on the job. And now you are hearing the mistake, but going along with that person's mistake instead of speaking up. And how important it is to find your voice in those moments even if the other person who's leading the charge has more experience, more knowledge and shouldn't be making that mistake. Yeah, that was another thing, AJ, that I thought was important about our culture that I learned early on. And people can tell you these things, right? Oh, you should do this and you should speak up but what the book is a series is a bunch of stories to try to help people picture what was happening and how important some of these rules or guidelines are. So we were encouraged to speak up and for me what happened was as you mentioned was one of my early training flights in the T-38 and I was flying with a very experienced pilot and as we were taking off our heading was changed by the tower. And it was at night, things happen at night is usually an indication it just lose awareness at night. It's always things are more likely to go wrong I think when it's nighttime for whatever reason can't see as well and lose some of that awareness anyway. So I put the correct heading in the flight computer and we rolled down the runway and my buddy starts turning in the wrong direction. Now I had about three hours in the airplane at this point I had like this might be our fourth time inside. I wasn't even sure how to strap in and get the oxygen mask on, you know, and everything. So this guy had about 8,000 hours or whatever. 1,000 hours of experience he had. He was a test pilot with the Air Force. Jim Kelly Vegas was his name and he was a combat veteran. So this guy knows what he's doing. What the hell do I know? And so as he's going in the wrong direction I don't say anything. And then I was like, I must be wrong. And then the tower comes over the communication loop and over the headset and it was like, you know NASA 922 turn right now sharp turn right now. And he immediately whips the airplane around it's a very maneuverable airplane. So we're able to get out of the way. What it was is that unbeknownst to us another airplane had showed up in the time that we got our initial clearance and the time we reached the runway and we almost had a midair with a guy coming in the land. And, you know, my buddy said, what the heck was that? Did he change our heading? I go, yeah, I put it right in the flight computer. And he goes, you saw me go the wrong direction. You didn't say anything. They said, I thought you knew what you were doing. You know, there you go. And that was the end of that until we landed about an hour later and we came down to ladders and of the cockpits. And, you know, he said, look, Mass, you know, I made a wrong turn and that almost got us killed, but you didn't speak up. And that almost got us killed as well. You got to learn to speak up. So that I think is really important in what, you know what he said he would have done. And what I found in further times was that when you're wrong, it's okay to be wrong. It's better to be wrong, speak up and be wrong than to stay silent and be correct. And then something bad happens. And I never did that again. And, you know, hey, especially when you have a close call like that, you learn your lesson, but hopefully it doesn't take that for people to understand that it's important to speak up. But it's, I think it's more important for the leadership to encourage that. You know, there was, you know, and thank you was always a good thing to say in a cockpit is what we would say. So if I would have told Vegas, hey, you're supposed to be going to, you know heading 250 and be like, no, no, no, no. He would explain it to me, but, you know thanks for speaking up is, thank you was always a good thing to say in the cockpit because sometimes especially new people are going to say things that really aren't correct, right? They may have an idea that's not going to work or we've already tried that, but you don't yell at them. That's not the way it was at NASA. It was, you know, you always try to encourage them. It's just, oh, you know, this, we can't do that for this, this and this reason, but thank you for bringing that up because the next time they might have the good reason. And if you react badly to the bad idea, then you're not going to hear about the good idea. People are going to shut up. The bad idea was always important, especially for leadership to encourage that.