Steve, where did this vision come from?
Gosh, you know, probably from.
You know, maybe the first job I ever had, which was a chore
doing, you know, yard work and and I didn't like it.
And it wasn't that I didn't like yard work.
It's like I didn't like the situation.
I didn't like doing it on my own.
As I got older and actually got jobs,
you know, talk, I worked at Taco Bell,
you know, a cinema.
I worked for Adventure 16 and REI.
I came across great managers and I came across poor managers
and and also great and poor owners of different companies.
And and I always felt even though it took me till I was
I don't know, mid 30s before I started the company
that I wanted to run companies that I would be proud to be an employee.
So I think a lot of my vision comes from soaking in
the bad experiences I had with owners as like, here's what not to do
and the good experiences with with owners and managers and other people.
But here's what to do.
And so as I as I've moved along, I've incorporated a lot of that stuff
into how I run my own companies.
For instance, one of my biggest influences
is actually Stephen Sloan, who wrote the book Humane Leadership,
and he's the founder Humane Leadership Institute.
And he taught me a simple acronym MOCA,
which is motivation, opportunity, clarity and ability.
And it's not necessarily new.
It's it's like a
accountability and performance framework that first popped up in the 70s
with some businesses that were sort of melding psychology
and performance inside major corporations. Right.
But, you know, I use my vision of being a good owner,
a good manager, a good runner of companies very much includes
talking to people with MOCA in mind.
It's a very reciprocal kind of conversational framework.
And I go way beyond I use it way beyond what Stephen Sloan
envisioned it for and he envisioned it for, you know, the greater good.
And it works really well as a way to talk to people.