Mike Glover

So that would have been a good, in hindsight, in hindsight, it was the perfect timing.

Because honestly, I think at the time we talked about the book, people need a guide to leadership that's more practical.

Because here's the defining moment where I think you were on board.

We were talking about how a lot of military leadership books, when they communicate about leadership, and we discovered this, by the way, I think in our seminars that we were doing together again and again and again, was that a lot of the principles that we think translate, they do not translate.

Most of them don't.

Yeah, and your exact verbiage was, it's because you have buy-in.

Most of the operators you work with, they're there because they volunteered, they went through a process, and they're there.

In civilian speak and terms, a lot of people don't want to be where they're at.

Yeah.

And I had a lot of mistakes in the beginning of running a company where I tried to migrate some of those processes

and completely failed.

Like, I had a sergeant majors board with civilian employees and reviewing their performance.

Dude, it was...

Where I had like the tables and then people came into a chair and I was like, this will be effective because it's like organized and they know what to expect.

And they were nearly crying.

Like they would sit in a chair and they're like, what is happening?

I'm like.

And that was a surprise to you.

You didn't inherently realize that that might be an outcome.

I was so close to transitioning and I was like, this is what you do.