Eli Crane

And I think all those things are great skills that could be transitioned well into public service and Congress.

I think where a lot of us get caught up is that

We're so used to being a part of a chain of command that when we go up to Washington and we see a new chain of command, because they have speaker, leader, whip, on down, they see a new chain of command that they've got to fall into and take orders.

And they also start to game plan, well, if I want to become a subcommittee chairman or then a chairman or then get into leadership, how do I do that so that I can affect the change that I want to see happen here?

And, you know, I understand that mindset, but the way I always looked at it was that my chain of, first of all, that Washington DC is completely busted and broken.

And so therefore the chain of command is not doing a good job.

And secondly, my chain of command is really the people.

the 750,000, 800,000 people back home that sent me there.

That's my chain of command.

And so I'm going to work for them.

I'm going to try and bust this up as much as I can.

And I don't think that everybody comes in with that mentality.

And I also don't believe that many people, and maybe I'm wrong, Sean, but

I don't think that everybody comes in with the mentality that – a lot of people come in with the mentality of incrementalism, right?

Well, back to Tim's point on compromise, if we can get one little good thing here, yeah, I might have to vote for a lot of crap over here, but I'm willing to do it if we get a little win over here.

And I've looked at it as in we're in big trouble.

We need to make big moves.

And that doesn't go over well in D.C.

You are.

And then there's a step above it.