 You know I was sitting back there and I said, who's that guy talking about? Hey, you know, so hey, great to be here today, my second opportunity, my second time in the state, you know, it's real rare that I get an opportunity to visit both wings in the state because I travel quite a bit, you know, the goal is to try to get out to all the states, three territories in one condition that we have in our National Guard. As NCOs, we need to make decisions. That's how we make decisions quicker to make a change to be affected on that mission. As I go around to the different wings, I'm talking to senior NCOs and I'm challenging them to allow that airman at the lowest level, that NCO at the lowest level make a decision to get the mission done because we got to speed things up to accelerate that gap. But I think it's most important if I can go to this animal right here and I got that performance feedback saying, hey, let's sit down and get a game plan and what you want to do. This is the road map. Will that road map work for you? Push on those, push on desires. Let's plan this out. We can't, there's not enough policy for me to change that. I cannot pass that issue. So a question I had was from the pivotal change from missions that our units had across the country and just in the Air Force in general, speaking to the senior NCOs that explained how the mission worked when they were back at your guys' tip. Back when we did, huh? Exactly. What are some future missions you envision for the guardians? Each branch of service exists for the same thing. The mission savings for the Air Force is fly, fight, and win. Air power anywhere, anytime. The Army is to deploy, fight, and win. Win our nation's war, that's enough. Number one, desire for job security. Number two, resistance to change. And number three, lack of self-worth. Those are the three things why people will not be proud of those that other people in our country have the privilege to wear this uniform. We secure the nation for the other 99%. Between the ages of 18 and 24, less than 10% of people even qualify to wear this uniform. And then that shrinks down to about five. With one of those four foundational competencies, we have 22 attributes. And six of those qualities came from those, out of those 22 attributes. And one of the hardest missions since Nassau was based on, I use that term every series in what's going on today. Because we got to focus on the side of warfare based on our adversary. You know, what we see on the news, like I mentioned, the Colonial Fight Line, the Meeprox, those are just small things that we can do. There's stuff that bridges going on all the time. Things that we can't wait for ahead, you know, the major headline. Constantly. So the focus will be more on the side. Intel, because we're creating this new domain, they call it, anybody here in the jazzy too, join all the domain command and control. And what they're doing, all the main command and control is that each branch of service is able to communicate within and control. Meaning that everybody can see the same thing on the ground. They can see the aircraft, they can see troops on the ground. So the Air Force, we will contribute to that system. It's called ABMS, Advanced Battle Management System. The three big services, the Army, the Air Force and the Navy, will contribute our systems to build this one system. So we can have, as a DOD for managed control. Just give you an example. Come to right now, get about it for me, but tag please. They come here and they bring their expertise with them too. From there, R.C. Remedic, so Sergeant La Violette is one of our search and extraction medics who she would provide any life-saving interventions that she can do on the footprint. We then triage those patients to see who takes the highest priority, get them decontaminated from any zebra and debris that's still on them, and then we bring them in here. They're in here for about 15 to 30 minutes. These folks got them spun up for the deployment. What it was, as you could tell from the video, it was a joint mission. The Army here in the state is much larger than we are. So we had under the joint mission 200 Army folks and medical folks and 40-year medical. Some of these were not medical folks, but we trained them up to be medical folks whether. Hey, just one of the things I want you to think about. I've answered my nation's call. You're answering your nation's call. Things like that that you really touch lives to change things. You know, I was at one state and I was talking to a major, and it was me and General Lowe, and he was actually saying, so, Major, tell me a little bit about the background she was taking place. She said it was an older gentleman that she was sitting there with, that passed away, and she called. She had to get some more information. Two weeks later, as she called, we have, you know, in that Air National Guard, we have 108,000 and 100 airmen. And right now, we have approximately 88,000 that either had the first shot or the second shot. So we're constantly moving the ball down the field to make sure, as an enterprise, that we stay down on January the 20th. We had over 26,000 soldiers and airmen at our nation's capital to let history continue to prevail, do a transition of power from one commanding chief to the other. That's additionally what you do. You know, as I was out there walking and talking with airmen, some airmen and soldiers, you know, if they've been down there, they've been standing there while things happen. This right here shows that profession that you're in that makes things change. But what you're doing changes the community and how they perceive this uniform. They look at it now, and they see it, and they look at it as a lifeline that came in within the community and saved them. So it's important that you understand how important you are, not only to the state, but the entire nation. You know, and as a National Guard, we've been doing it since 1636, and that's what a starting point is right now. Be with you, and you provide an information to me to see what you do within your career shell. You know, like I say, many of you, as I told the staff side, is that multi-capable airmen that make us unique. That's National Guardsmen. And sir, hey, every organization build their culture around the leadership. And based on your compassion and how you feel, that's what helped build this culture. You know, as I said over there in the other room, and I'll say it again, people don't leave organization, people leave people. And if you keep that culture good, people will remain with you. People will follow you through that wall once that trust is built. But through that culture will build that trust. You show them that you care about it. And they've seen that in how you exhibit yourself and showing that you care about it. And that's how you're so emotional about what they're doing in the field. Because they're taking that within themselves and expressing to all those that they touch. And that's what makes things a difference.