A (50:15)
I guess I'll start to your very good point. They always got to be number one. And when we talk about that, I think Shane and I have mentioned it on maybe the first or second soft cast, you know, as we came in. What's your priorities? And one of the things we sat down and kind of scoped out was, well, I don't know what two and three are yet, but we know what number one is and it was going to be people. Right. And to your point, not just a bumper sticker, but this underpinnings of all that we've all held dear for years, ever since you've come to soft. Human is more important to hardware. And all that we'd seen in terms of the elements and the icons and things around us was a person. We don't have pictures of, of, of platforms per se in our, in anywhere in our headquarters, wherever we go. If you went and did a survey, 80% would be of a human somewhere in the struggle and the saving and the rescuing and mission completion, obstacle course going, it's people, right? And so how you get under that? What does it mean to buttress that human that's in our organization? I think POTIP is a part, but we hit one. You know, education is a huge part. We had a commitment to folks that as you stay in sof, we're going to develop you to some level. As Shane just mentioned, it's a tactical level. As you're moving your way up through the tactical formation, we have both component level courses, military courses, greater level interagency courses folks can go to. And then as you get even beyond that, what are we doing to make sure that, as I mentioned, it's the great equalizer for the uncertain environment. I think the other thing we thought about in this headquarters in particular, this wasn't really meant necessarily for a composer AT T socks. Do folks understand what they're getting into when they come in? The SOCOM headquarters can be daunting, right? If you've never been joint, you're coming to a joint headquarters. If you've never been soft, you're coming to a soft headquarters. What does that mean, if you've never been joint or soft? Well, both of those have to be addressed and I think we took a pretty big swing and I'm sure there's more for the, you know, the future command team to fall in on, on how you bring folks in and inculcate to them wherever they may be in this enterprise here. What we do, the privilege of the pressure, we have to never let those who came before down. That's a very odd statement to most folks. Pressure is a privilege. Yeah, it is here. Right. You have to look at it that way because there's a lot of folks who put tons of skin in the game for if you go back to the oss, eight decades of soft, but the modern day, so calm with all the elements underneath it. 38 years of doing this. There's planks that have been laid that we've got to be very respectful to and make sure we don't screw it up. We'll lay our own planks, so to speak, on the road to wherever the vision goes. So really important to bring folks in here and know what they're getting into even before they parachute into their section. Mosquito rate, skill or specialty, we hired them for that, but we're bringing them in to be soft. One year, two year, three years, whatever it may be. I think the next thing was absolutely the prize possession pot. If how we take care of a performance based organization through those five pillars, I'd say in some ways we're in a recasting era of that. We want that to grow faster, stronger, harder, better. In an age of both the human and now, the technology and all the things that can address, I think from challenges folks have personally, professionally, if we talk about behavioral health or even mind health, the science based approach to working out and nutrition and sleep and things we didn't know three decades ago, at least when I came in, you know, if we ever talked about sleep, it was how little can you get? We talked about nutrition, it was again, I can't properly, hey, have you had your bag of potato chips today? Because you got to keep moving. All things we know now that we do totally different. Sure. And you watch our young team, younger five generations in the workforce. When you look at I think generation three, two and one, so mid to new to newest, a lot of them got it. I mean they're in a world that that stuff matters. They work out differently, they nutrition themselves differently. Either two of you hear about meal prep when you first came into. No, it was called go to the vending machine, get the quarter. Here's your meal prep. Folks take it seriously because they know that it makes them a more performance based human. It's also better for them in the long term. So I think we want to make sure that thing number one is on the upward ascendancy even more than it already has been for the formation. And then I would offer that it's also been about us taking on really hard issues through the first soft truth series and we started not too long after we got here Once a quarter now, 05 command teams and above from across the entire soft enterprise running right at those things that really get that get to the heart of who we are as humans. Behavioral health, suicide, suicide prevention, cancer studies, transition. Somebody come up to me after the transition event, say it's scarier hitting a target in Afghanistan in the middle of the night than it is to figure out what am I going to do as a civilian, how do I get there when it's time for me to leave? And I couldn't disagree with them. So I think a lot of those in terms of the number one priority of people, they became passion projects. And while there's always going to be more work to do, our job was to put, Shane says put our shoulders in the scrum and push. Get an inch, get a foot, get a yard. And some of those we move the needle. Maybe not as far as we'd wanted, some maybe we did. And some of those would be needles for folks to continue to move. So I think work to be done across all those because all those things are going to be here with us for as long as we're around. When you think about angst of transition, not only service member but the family, people having personal and professional challenges that cause the ups and downs of life and then the requirement to have a performance based organization that can in a moment's notice go from cold start into war Wolverine. And how you do that, there's science efficacy all along, the physical, cognitive behavior, all those domains. So yeah, I think there's, you know, if we were staying another 10 years, we'd have 10 years worth of work to do on that.