Rob Walling

coming up with brand new ideas and then weighing them, not having entrepreneurial ADHD and shoving that all to their team, but actually evaluating thoughts and ideas that are coming up and opportunities and then getting the team on board to implement those.

It includes not only management of people, but management of priorities, saying no to a lot of things, a lot of decision-making as an owner-level thinker, making a lot of hard decisions with incomplete information, versus as a task-level thinker, you don't have to make hard decisions, and you usually have very complete information.

And as a project-level thinker, you might have to make some hard decisions, but for the most part, you have...

most of the information.

And then as an owner level, it's your whole job.

Anything that comes up to you is a hard decision with incomplete information.

And so to wrap up the definition, owner level thinkers obviously are managing a lot of priorities and a lot of people and they are painting a vision, keeping everyone accountable and moving the whole team in a direction.

But you can have an owner level thinker who doesn't manage anyone and you'll still know that they are

They're kind of next level.

They just think and execute at a level that is seriously advanced compared to the other folks you're working with.

So with that definition, my first question asker said, this was very well framed and laid out.

Would you say owner level thinkers are typically more senior and experienced, or is it more of a personality type and a mindset?

And in my experience, I think it takes years to learn it.

I can't think of someone who has just the personality type, you know, or the mindset and is in their first couple years thinking like an owner.

Because owners think strategically.

They think long term.

You need a lot of information.

You need good, really, really good founder gut, really good intuition.

You need to be making good decisions.

And I just think without question,