Mm-hmm

... who they are, where they're going, right? The ecosystem that they thrive in, and then the motivators or what actually motivates them to action.

And from there, um, once we figure out those core things, like those core p- pieces of that puzzle, what I find is it's a lot easier to not only understand where growth is actually gonna go instead of just saying, "Oh man, I'm burnt out.

I need to hire somebody," right? It's, "Oh, I've got all these four things.

Here's what I'm good at.

Here's what I actually like to do, and now I'm ready to grow in a way that I know I wanna grow." Like, "Here's my actual vision for my life, and now how does a team or building a team really fit into that?" And when we start to cascade that through any type of organization and starting to do that blueprint exercise with your people, because that's really what it's made for.

It's made for not only yourself, but for your people.

Mm.

And when you say like combat leadership, what like what what has that taught you through, you know, especially with your high legal high leader positions like in corporate, like what what kind of pressure does like, you know, these high level corporate executives and leaders completely misunderstand? that you have seen?

Um, yeah, I think that's a great question.

Um, I think we're in a trend right now where there's a lot of, well, call what it is.

Most of the time, if you've done the, if you've done the right work on the front end, meaning you've taken the time to understand, uh, yourself, your people, um, what type of leader you are, what type of leader you're not, what type of decision-making and what types of decisions you like to make and what types of decisions you don't.

Sticking to where you're good, I think it becomes an easy, not an easy, but an easier way of being in the moment and making smart tactical and strategic decisions where I think that's the key.

It's like when you, if you take the Marine, right? We'll just dive into this.

You take the Marine, it's generally the, I think the movies get this totally wrong.

Like, what would you say to them?

[chuckles]

So it's a little bit like, you know, you sort of wonder, but it's also proved out to be a really big passion over time.

And at Akina, like, we were really trying to be identifiable with homeowners, get a household name, and we were using the Westinghouse name.

We started to really reduce costs in marketing.

We tried to leverage referrals and do solar seminars, do solar home parties, inviting customers over to each other's houses and have them share their story about solar, and it was really about educating the homeowners about, hey, you really can power your home with electricity from the sun, locally produced, and, and use it locally in your home.

And, you know, at that time it was the sale.

The sale was, you can have an alternative energy source.

Right