 Different institutions, be they business or be they government or be they not-for-profit charitable organizations respond very differently to pressures and they have different kinds of pressures placed on them. The biggest pressure of course is if you have a competitor and if a company has a major competitor that your customers can go to then you realize you better be on your toes. On the other hand if you're the IRS and it's probably not wise of me to attack the IRS but if you're the IRS and somebody has a problem with you and isn't being treated fairly there's only one IRS you can go to and they know that and as hard as their management may try and I think they do try to be responsive. The fact is that when you don't have somebody breathing down your back you're not as good probably and so whether you have competition or not I think is a big factor. Also there are just very different kinds of leadership that one finds in those three sectors. One would think that leadership is leadership but the the demands are very different. There's some fundamentals that I think carry across all kinds of leadership to act ethically to treat people all people decently and those fundamentals they translate but if you just compare for example leadership and government and leadership in the private sector. In government first of all you have a in the federal government you have a 535 member board of directors that likes to dabble in operating matters. In the corporate world you have probably a 12 person board of directors that understands the difference between governance and operations and doesn't dabble in operations. The in the government you have a turnover of the top leadership every few years and administration at least whereas in the private sector although it's becoming shorter hopefully the senior management stays around for perhaps ten years. There are just so many differences in the private sector your results are very measurable. You could look up every day in the stock pages and see how you did yesterday. I had to have a son-in-law play professional basketball and each morning we'd open the newspaper and he'd open the sports page and he could see right the box score how did he do yesterday. I could open the business page I could see our company was listed right along with all the rest of them. In government there's no place you can turn to find out how am I doing am I doing well and that is often a very long-term matter. I think there's another important difference in leading in government and leading in the private sector and that is the founding fathers as I an engineer would describe it, set our government up to be more or less horizontally integrated whereas business tends to be vertically integrated. In other words they set up checks and balances between the judicial department the judiciary and the executive branch the legislative branch and so they did this with a very good purpose in mind they didn't want anybody to have a great deal of control they didn't trust government with a lot of control in one person. Industry is sort of the opposite they put a CEO in charge and if that CEO is wise he or she will listen to the advice and to sending advice hopefully of those around them but once a decision is made everybody lines up and goes whereas in government there two parties and the party in command may make a decision but that won't cause the other party to get behind it so I think the really the challenges are very different in these different branches of endeavor.