How do you keep everyone on the same page?

You know, I think that that's always sort of the perpetual question here.

I would say some tough lessons learned across the board has certainly helped.

My typical MO is to keep my foot on the gas and keep pushing us.

And my sort of expectation based on how I work is if you're sitting in one of the sort of the chairs next to me, you just need to be able to run your agenda.

Sort of there's no micromanaging here, so you need to be able to see the big picture and fine picture at the same time.

But what I've learned over time a little bit is at the same time, while keeping a pretty high and robust agenda for the company, I need to take that piece into consideration, which you sort of spoke to, which is what is the impact across the board, and are our timelines really appropriate? And so, you know, a couple years ago, a really large agenda, you get behind on one, you add another, and all of a sudden it's landing in like June when that's the culmination of a bunch of things.

Shifting gears a little bit, I would love to hear from you one or two of the most important characteristics someone should have to be successful in the hotel industry today.