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what could people learn from you from what you've done?

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Just what could you convey to them through,

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I'm sure you're speaking inside and stuff like that.

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What is it something you could provide to others

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so they can learn from you and gain that vision

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or even just the motivation to do certain things?

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Well, so I wrote a book called Be Visionary,

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so it kind of codifies my thoughts.

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There you go.

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My second business book.

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It kind of codifies my thoughts about

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that it's okay to dream, it's okay to kind of wildly,

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with a sense of awe and wonder,

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contemplate the future out to a horizon

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that's at least two years out.

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And not just professionally, but also personally look at it.

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Sometimes they're intertwined, sometimes they're not.

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And that particular book,

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the essay kind of runs you through the first couple chapters,

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it's okay to dream, it's okay.

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It's not weird to do it.

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It's not weird to come up with ideas.

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Even if the ideas won't fly or they don't pass the smell test,

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that's okay.

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What's really not okay is not coming up with any ideas.

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It's just sitting there and just conforming

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to what's going on and bottling up those impulses.

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Now, from a mechanical standpoint,

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if you're the leader of an organization

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and you don't have a strategy,

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like a good comparison is the United States versus China.

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So China's got this road strategy.

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It's like a 50, 60 year strategy.

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And everything they do, economically, militarily,

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socially, fiscally, is focused and is aligned.

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It's coherent to that strategy.

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And they're very patient,

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because you should be when you're performing

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a strategic process.

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The United States, we kind of hop around

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administration to administration.

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And almost to the point now where, you know,

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I don't know if you ever watched,

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there's an old movie where Clint Eastwood was a DIA,

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a sergeant in the Marine Corps.

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It was like the invasion of Grenada.