Mark Esper

Well, you raised it earlier.

It's you're leading large organizations and typically, you know, hundreds, if not thousands of people.

And so again, it's, it's a, it's a clear articulation of who you are, what you believe in and emphasizing that and, and doing so not in terms of sending out memorandums all the time and speeches, those things are important and notes to the, and notes to the company, but also going around talking to employees, getting to know them, walking factory floors, things like that.

So to me, communication is,

articulating a clear set of principles and ideas that guide you, accountability and responsibility, right?

There's no harm in saying I made a mistake or we made a mistake or I'm responsible.

Too often in D.C.

you hear you're not supposed to say those things.

And some leaders are kind of, I think, courageous enough to do that.

So I think taking responsibility for your actions, but then also having the courage of your vision.

to take the company maybe in a different direction.

And you see that happening at times.

And what you often find out is that you always have a minority of folks who are on board with you, another minority who are opposing you, and who you have to persuade is that big mass in the middle, that you're doing the right thing, you're on the right path, and we will be successful.

It may not be easy, but ultimately we will be successful if we put in the hard work, the intensity, the focus over a sustained period of time.

Nothing wins like success, right?

Another military principle, lead by example, right?

You have to be willing to do what your soldiers are doing.

You have to be able to live their hardships, live their lives and, you know, if need be, help them clean latrine or put up a tent or whatever the case may be.

Yeah.

Yes, I think it would be bad for the military and expensive for the country.