Enjoy, and until next time.

So the idea of being a flexible leader, to look at the context of a situation to say, "Hmm, what might I really need to do next? What really should be our approach here based on the context?" would be a skill, very practical skill, for us to have.

That when we are able to take what I call a bird's-eye view, excuse me, of our situation, we give ourself the chance to understand the context in new ways and take us out of urgent enough that we can start to think a little more strategically.

And the second thing I would say is this: uh, that whenever you hear yourself saying or thinking this w- these two words, "It depends," you need to stop.

Like, if you say, "Well, what we ought to do here, it depends," but then we just go ahead and do what we would normally do, we've missed an obvious moment to consider flexing.

It doesn't mean that we will flex.

It means that if we hear ourselves say or if we think or if we hear someone else say, "Well, what we do next depends," the question is depends on what? Because now we're considering context and we can s- we can say, "Okay, given that, what is our best next step?" It might be a little bit uncomfortable, but it's something that may, having surveyed the actual situation, that might, even if it's uncomfortable, might give us a better chance of better results.

That's exactly what I was thinking.