Rudy Mawer

I think I do pretty well at it because I'm like good at business and structure and I'm very level-headed.

But what I would hate is the game of chess behind it because I'm always like a pretty blunt person.

I say British, I say it how it is and I do the right thing and I just move forward.

But yeah, behind it, there's a game of chess.

Yeah, I imagine that's tough.

So talking about, you know, leadership and military, I wanted to ask you one thing.

One,

One thing that I think really changed my look at leadership, I was very fortunate.

About 10 years ago, a friend took me to an extreme ownership seminar.

I think it was Jocko's first ever seminar or second, and there was only like 50 people in the room.

And I read the book and I've installed that into my business for every ever since.

Right.

And every business, every department, every person.

How, you know, how much of that exists in the military in terms of taking ownership and responsibility?

And, you know, I always quote to my team when it's like the tech team hands off to the design team or the legal.

Right.

It's like, hey, in the military, if you're, you know, moving for a combat zone, you can't just, you know, the guy covering the flank can't just forget.

Yeah.

Right.

So I always use that sort of acronym and analogy is, is that something you see a lot of people?