So what does that look like, unlocking ownership?

Well, I find, you know, in the book, what's really fun about writing this book is that not just, you know, speaking and kind of consulting work and helping create cultures.

And I love that stuff.

But also just in our own personal lives, John, people like are renting their own life.

They are making excuses and opting out and justifying instead of like, owning it all.

And so, you know, I'm walking around thinking, you have the potential to be 100% responsible for everything in your life, if you will take ownership of it, you know, because people will blame and, you know, we live in a culture where there's a lot of, because of past or because of situation, you know, like, everybody's got a reason to have some sort of trauma in their life, you know, and some sort of difficulty.

And it's like, okay, but you know what, you can own that too, and unlock the potential that you have inside of you.

And I think that's a really important point you bring up.

Should we, in a spirit of transparency, should we communicate something like that? Or is just kind of staying mum on the topic the better approach in the absence of good information?

I don't think mum is an option.

I'm not proposing that leaders just share everything.

Because there is strategic kind of deployment on how things roll out.

With AI, what I find interesting, and I've got kids now, they're 23 and 26, so they're Gen Z, full on.

But just even, I don't know, you've seen the college graduations where people were booing.

And the response of even the Alpha and the Gen Z, there's this really interesting kind of revolt.

Obviously, Microsoft coined the term co-pilot for their version of it, but thinking of it as a co-pilot, thinking of it as not a job replacer or a total disruptor as much as, to your point, something that can unlock, hopefully, more opportunities and um you know ways of working i mean when you think about something like this right where you have a big you know kind of transformational uh technology that's taking hold i mean what are some of like the the guiding principles through your own uh act like an owner book and like the ownership message series that you feel like regardless of the situation, whether you're a manager or an even, you know, again, like a rank and file employee to fall back on, to help process, go through a thought process kind of like you just went through to rationalize and, you know, figure out a good path forward.

So how do you advise your clients to spot and nurture the owners within their organizations?

Honestly, the ones I've worked with, the challenge I have for them is how do you recognize the potential you see in someone? How do you nurture it out of them? Because a lot of times people that already show up with an owner, they usually have a distinction about them that has a make it happen kind of personality or make it happen mindset.

It's like, I'm going to do what it takes.

I'll figure it out.

So those kind of people, it's recognizable.

I work more with like, how are you looking at renters and saying, How do you get people who have said it's not worth it, but they're good people.

They did care once and maybe a season of life or a bad experience or a bad manager or difficulty with a colleague have caused them to pull back.

Do you want to walk us through your framework and how that fits into the discussion?