what could people learn from you from what you've done?
Just what could you convey to them through,
I'm sure you're speaking inside and stuff like that.
What is it something you could provide to others
so they can learn from you and gain that vision
or even just the motivation to do certain things?
Well, so I wrote a book called Be Visionary,
so it kind of codifies my thoughts.
There you go.
My second business book.
It kind of codifies my thoughts about
that it's okay to dream, it's okay to kind of wildly,
with a sense of awe and wonder,
contemplate the future out to a horizon
that's at least two years out.
And not just professionally, but also personally look at it.
Sometimes they're intertwined, sometimes they're not.
And that particular book,
the essay kind of runs you through the first couple chapters,
it's okay to dream, it's okay.
It's not weird to do it.
It's not weird to come up with ideas.
Even if the ideas won't fly or they don't pass the smell test,
that's okay.
What's really not okay is not coming up with any ideas.
It's just sitting there and just conforming
to what's going on and bottling up those impulses.
Now, from a mechanical standpoint,
if you're the leader of an organization
and you don't have a strategy,
like a good comparison is the United States versus China.
So China's got this road strategy.
It's like a 50, 60 year strategy.
And everything they do, economically, militarily,
socially, fiscally, is focused and is aligned.
It's coherent to that strategy.
And they're very patient,
because you should be when you're performing
a strategic process.
The United States, we kind of hop around
administration to administration.
And almost to the point now where, you know,
I don't know if you ever watched,
there's an old movie where Clint Eastwood was a DIA,
a sergeant in the Marine Corps.
It was like the invasion of Grenada.