Hello, everyone, and welcome to another episode of the Leadership Growth Podcast. I'm your host, Daniel Stewart, along with my brother, Peter Stewart. And we are especially excited to have a fantastic guest with us today. Boo Boucousis, welcome to the Leadership Growth Podcast. Daniel, Peter, thanks for having me. Very excited. Absolutely, especially to talk about such a fantastic topic, iterative leadership in the age of this digital, digital factor, digital front, digital marketplace, digital world that we live in. As we, before we dive into what leadership looks like in this digital age, I just want to share a little bit of background around Boo. So some of you may not even know his first name. So Christian “Boo” Boucousis is the CEO of Afterburner, a leadership company that has spent the last 30 years bringing fighter pilot precision and execution into business. His latest book, The Afterburner Advantage, is an Amazon bestseller in the leadership category and shares how this mindset has helped over 3,500 organizations and more than 2 million leaders, including two NFL teams that went on to win the Super Bowl, perform under pressure and lead with intention. I love it. So Boo, welcome again to the Leadership Growth Podcast. Thanks guys. This is going to be awesome. So give us a sense. I know I had mentioned to you, we might be diving into iterative leadership, but before we do that, give us a sense of your background, if you don't mind. I see you are well suited physically, already in your background. Give us a sense of that background and what that has led to, to help kind of define how you support and build leaders today. Great. I've got to be very careful with this question because I can literally talk nonstop for 45 minutes from now. So I'll try and give you the abridged version. So let's use the way fighter pilots think, which is all about the destination, right? So we always start with the target, the destination where we're going. So right now I'm the CEO of an organization that's on a mission to build what we call flawless leaders. And we're looking to build 2 million leaders in that five year period. And a flawless leader is a leader who transcends overwhelm and moves into a world of impact where they're driven by impact, they create impact, and if you look at modern era, leadership is a force for good in the world. And being a good leader at the moment is actually pretty hard to do. The... Why am I passionate about this? Because my life has been very, a random cataclysm of events that have got me into this seat right now. So I'm obviously, if you're listening to this, you're not going to see it, but I'm wearing a flight suit, right? And, and for 2026, I've made a decision to wear a flight suit all the time. All right. Cause I need to try and embody this brand as deeply uncomfortable as that with that, as I am. Uh, and, and catching airplanes and wearing this thing. I appreciate that part of this journey and leading this journey is to be ambassadorial in what I do, right? So that also connects me to my core DNA and how that feeds into flawless leadership. So when I was five, I went to an air show in Australia and I was in a, in a state that we call Queensland, which is like Florida, you know, we have crocodiles instead of alligators. And, and at this air show, I was kind of introduced to this idea of fighter, fighter, fighter flying jets, the whole deal, right? And I was at this air show, watching these jets fly past and seeing the pilots in the cockpit and walking around in their flight suits and patches and these helmets and masks. And, you know, this was back in the late seventies. So star Wars was a thing. And I felt like, wow, this is like the movie, you know, brought to life and then the noise and, and probably the most memorable thing is the jet fuel. Just the smell of that, that the potency of, of the jet fuel and what that actually means in these, in these airplanes that are really engineered for combat and embody the warrior's creed. And for me, it was just, I was going to be a fighter pilot. You know, that was it. I decided that was, that was my destiny. And that drove everything I did from that day forward. So I, a few years ago I was diagnosed with chronic ADHD, sort of 99.6 on the self-assess scale. And I did that because my son was struggling at school and the school wanted me to take a test to see whether it was hereditary and sure enough. And that explained a lot because during school, I really struggled academically. I loved sports. I was an athlete. I rode, I ran track, I played volleyball. Uh, and anything that required like effort really, that was really focused into something tangible, I was really, really good at. But get me in a chemistry lab or understanding the fundamentals of physics and I was tuned out, right. But because I had this passion of this destination to become a fighter pilot, you know, it motivated me to do the things that as a jock at school, I didn't want to do. Go to the nerd... the, the, the kids that struggled at school, the lessons after school, uh, and doing the, the extra yards. And that one-on-one time really helped me. And I was so bad at school that I repeated my final year of high school. So I, I didn't get the marks that I wanted in the first time around, and I did it again. Uh, and I still struggled. And I got just the bare minimum marks that I needed to become a fighter pilot. And in Australia, we have a direct entry pathway to be a fighter pilot. We don't have to have a college degree to be a pilot. Uh, we can just join straight from school. And I'd already started flying. You know, I was flying at high school at nighttime. I was going to a community college and doing all my aviation subjects. Uh, I flew first solo in an airplane when I was 15 years of age, I had my private pilot license at the age of 17. And I was flying around the country and holding down three jobs at a video store at a bar, um, and mowing lawns to pay for that. Uh, and whilst at school, I was applying to be a fighter pilot from the age of 17. Uh, so, so I was, I was in the system. I was there all the time. I was learning, I was learning. And eventually, you know, I got to the final hurdle, which is an officer selection board where there's four people assessing you. There's like a psychologist, a recruiting officer, and then there's a pilot, right? Uh, uh, a, um, Lieutenant Colonel pilot. And he sort of said to me, he goes,“Look, you know, you're, you're barely getting through on the academics here.” Um...“But your passion for being a fighter pilot and for, for the job is, is very real.” And he said, “You got, unfortunately you scored on the math assessment here, 0.1% below the benchmark. Technically shouldn't be in the room with us right now.” So he asked me this really simple question, which was, you know,“You're flying at 200 miles per hour, and an airplane next to you is flying 300 miles per hour. Which aircraft gets to the airfield first?” And I said, the 300 mile per hour, he goes, yep, there's your 0.1, away you go. So, so for me, what I've learned in my DNA is that often we create a self-limiting belief, which I've never had. I've never suffered that. Uh, I've, I've always been free of that burden, which, which is very, I'm very grateful for that. But at the same time, as I moved from being a fighter pilot into business and now into being a bit more of a coach, I'm very aware of this self-limiting belief that most humans are run as their internal program. So through that, I, you know, I went through pilot course, I was selected to be a fighter pilot. I was a fighter pilot for about nine years. I was in the air force for 11 years. And then I was diagnosed with an autoimmune disease. Uh, and that autoimmune disease was arthritic in nature. And when you're pulling seven and a half G in a fighter jet and you've, you've got compression of the spine every day, it was very, it was deeply uncomfortable. And I was diagnosed because effectively my neck froze, I couldn't move. And anyway, so, so then I went into business. And I started a business in Afghanistan in a post-war reconstruction. And that business was very successful. It grew rapidly. Um, we had nearly 6,000 staff when we sold it and I didn't know what I was doing at any point in time. Uh, all I kind of had was the fighter pilot stuff that I was unaware of that I was using. Then I went into property development, built a, we, we, we set a world record building a 17 story tower in Australia using totally unique construction methodology. And then when I finished that, I found out about this company called Afterburner. And a friend of mine was running it in Australia and he invited me to an event and I went and watched it. And when I watched this keynote of a fighter pilot on stage helping business, because I'll be honest at first, I was like, this is just a gimmick. Like what could a business possibly learn from a fighter pilot? I was struck by something and it was like, it was like this mass synapses occurred and I was like, oh my gosh, I didn't realize that the successful side as the business founder was fueled by the mindset and ways of working as a fighter pilot, which is what the presentation was all about. And at that point in time, the universe creates a pathway for you, right? This, this mate of mine had been running the company for 11 years. And after that keynote, he said, you know what? I want to join the air force. Do you want to take over? And I was like, yeah, I like this. And I came to America. I met the founder, Jim Murphy. I went to some events and, and I ran this business in Australia and throughout Asia for eight years. And then three years ago, I was on a telephone call with the founder and I'm like, dude, you sound tired. Like, you know, he's been running the company for 27 years. And he goes, man, I'm so over it. I'm done doing this too soon. And as a joke, I said, I'll buy the company off you. He's like, give me an offer. And I gave him an offer and I was on the plane three months later. And within eight months I was living in the U.S. where I am now. So, so there's a lot of destiny in, in where I am now and what I do. There's a lot of discomfort for me in, in what I do as well, because there's a lot of very smart people in the world. There's a lot of ideas. There's a lot of leadership. There's a lot, there's a lot of opinions, but I just really believe that the way fighter pilots are trained to lead, the way we're trained to work, the way we're trained to think is... without doubt—and I've worked with nearly 400 businesses over the last 10 years— is without doubt, the most powerful system that a human being can use to not just be a good leader, but to actually live the life you want and not to bust through a lot of the myths you're telling me about. And that's the fundamental nature of iteration. So when we talk about iterative leadership, when we talk about that word iteration, all it means is what I am today, I can iterate. I can grow a little bit tomorrow. That's a free pass. No, one's going to stop me from growing. There's nothing in the world that stops me from trying something new. But what I don't know how to do because no one's shown me is how do I do that structurally in a way that I just improve a little tiny bit each day rather than,“Oh, I want to lose weight.”“I want to run a marathon.”“I want to start a hundred million dollar business.”“I want to run a unicorn.” That's all great intention.-Yeah. But as a fighter pilot it's... we have this really unique microcosm where we turn really big complex things into utterly simple focused execution each and every day in an environment that's high speed, that's overwhelming, where you're constantly distracted, but yet we managed to successfully win 99% of the time. In life, we successfully achieve our life dreams 8% of the time. In business strategy sits somewhere between 20 and 50%, depending on what you read, and the missing link to get from 50, even if it's just up to 70% is just reprogramming your brain a little bit. And through that reprogramming, you automatically update what you do each day, how you see the world, how you bring curiosity into your life. So like I said, to be careful with that question, because there's a big answer. But I, but I love it, Boo, in what you're sharing, because in many ways as, as you're sharing the backstory of how you really got to this point, you're illustrating this principle of iterative leadership, you know, as you think about the kids smelling the, the jet fuel at that air show to the scrappy teenager working three jobs, trying to figure out a way, how do I get into pilot school? To all of the iterations to eventually where you're at now, as a CEO of a business teaching leadership, you didn't just wake up one morning and say, all right, here I am. It was all of those little steps that have led you and looking at opportunities that changed or challenges that occurred and forcing a pivot, but then taking advantage of opportunities and working your tail off the whole way. Um, so I love that, that story. So let's, let's dig into this concept of leadership a little bit more, as you've alluded to these principles of how do you see leadership really changing or being different now in this digital age? You've got to look at what, when we talk about digital age, what we're really now talking about is creating a parallel consciousness, like that's, that's where we are with AI, right? So, so we're historically, we've always needed human consciousness and intelligence to make decisions, to drive strategy. We're moving into an era where there's going to be platforms that do that much better than we do, not, not just cause it's AI, but because it's got a wonderful contextualized memory that we just forget stuff as human beings that AI never forgets. So if you think of the way we lead today is a slightly refined model of how we used to run a village back in the medieval times. You know, we, we have a village chief, a CEO, uh, we have warriors, we have sales teams, we have hunter gatherers, we've got the support and contracts teams. Uh, the way we replicate that in life, we have a mother and father that's got disassociated a bit with two, two people working. You look at a football team, any charity organization, everyone's in service to the chief is, is how we kind of operate. And that's fine when you've got time, when you've got time to take some information from the frontline and go through all the different layers to get it to a leader, and then for them to make a decision and come back down. So, so this model is wonderful for the industrial era. It's wonderful for steady static businesses that do the same thing each and every day, but it is certainly not equipped for this new age, which is in service to outcomes, in service to destinations, rather than an individual. And in the world of fighter pilots, that's the system we operate in, in that we have a hierarchy in how we operate a squadron. We have a commanding officer that looks after everything. You've got a, an executive officer that looks after the flying and operations. You've got an admin office. So you've got a hierarchy, which is the nice, safe, bureaucratic, you know, makes you fit. That's the human side of leadership. But every day we decouple from that and we create mission objectives and the commanding officer might be a wingman for me on that day and on that day in service to the objective, the C the commanding officer is in service to me because I've been given the gift of leadership on that mission to execute. And that's what we try and create in business. We say, we need to missionize everything that you do. You can't just have a KPI that sits there and we, we measure it, you know, at the end of the quarter. That KPI has to be able to be broken down into a daily outcome. And if you think of it in terms of... we need to shift leadership and teams from what do I need to do today to what do I need to achieve today? And that just shift in mindset around achievement versus doing sets you up to be free of the digital distractions, to be free of the reactive notifications, to, to really start to invest in what do I need to do to achieve what I need to achieve today?-Yeah.-So that, that fundamental difference in terms of, I call it the digital vortex, speed, overwhelm, and the battle of attention, is something that legacy leadership models just are not equipped to deal with and all traditional leadership models create in the speed of digital is chaos, disconnection, disengagement, confusion, because the world is moving much faster than the decision-making that's occurring in the hierarchy. So keep talking in terms of this iterative leader idea. If you could paint the picture of what an iterative, iterative leader looks like, what are the kinds of habits? What are the activities? What are the outcomes? What's the mindset versus what are the things that is not an iterative leader? Because I think that's also a tremendously helpful, and you've already begun talking about kind of the command and control idea, the unilateral, the one voice without a communication. What is that iterative leader? What, what are the practices that we want to pursue to achieve that, that mindset? Well, the first thing is to be aware of this concept of iteration for starters. You, we, we live in a linear world. We just think everything's A to B. You know, I set targets, I work hard, I get there. You know, whereas iteration is, I have a target, I get there or I don't get there. And I ask myself, why did I get there or why didn't I? And what can I do differently tomorrow? So when we talk about iteration, it's bringing the practice of intentional reflection, and when I talk about intentional reflection, I'm saying reflecting in the context of where you're going, not just reflecting for the sake of it, not just, not, there was a great study done in 2015 by UC Berkeley. And, um, and Harvard, and they stuck a whole bunch of people in a white room and a white chair for six to 15 minutes. And they said, “Hey, how did you enjoy that experience?” And most people didn't really enjoy it. So then they gave half of the room, something to think about and half of the room, nothing to think about. And the people that had something to think about, enjoyed the experience twice as much as the people had nothing to think about, then they also added another layer to it. And they put a machine that gave people an electric shock and they put the machine on the table and they, and they said,“Don't touch the button because you're going to get a severe electric shock.” And being... people being left with their own thoughts for six to 15 minutes would rather give themselves a severe electric shock, 75% of men and 28% of women would rather hit the button and get an electric shock than be stuck with their own thoughts and reflecting and thinking. So, so we have this primal urge as humanity to be busy. And busy doesn't mean doing the right things. Busy means doing something. So we have to break that cycle, right? And as fighter pilots, we break the cycle through the practice of debriefing. And the way in which we debrief at Afterburner, we call that ORCA. And ORCA is a mnemonic for Objective Result Cause Action. So when we, when we start reflecting, the first question we ask is what's the objective, what am I going to reflect on in the context of where I'm going? Right there. That never happens. 30 years of business. We've never once in 30 years ever met a company or a team that ever has done this, whereas fighter pilots do it every single day, right? And when you do it every single day, it stops becoming a practice and it starts becoming a mindset. It starts becoming a habit. It's how you live your entire life. So ORCA is set the objective, which means we have to have one. We have to create that intention and turn it into something that can be measured. The, then the R is results, or you can, you can put reality in there if you like, but it's basically, where are we? And as a leader, your job is to take people into the unknown and to grow them along the way. So realistically every day, you should be doing new things. Something new should be happening because you're moving forwards. So there's always going to be this gap. And then we call it the execution gap between where are you going and where you are, and this gap is zero emotion. And it's all based on what's right. Not who's right. It's a, it's a full, uh, lean into your metrics. So if it doesn't have a number, it can't be debriefed. The C in ORCA is the cause, or you might call it curiosity, where we have... everyone who's involved in the execution to arrive at that objective, unpacking their personal performance as to what they did that didn't deliver or what they didn't do to deliver that. And often it's not personal. It's just a breakdown in communication. I didn't understand something. We got a little bit out of sequence. And it's just a bit of a course-correct. And the A in ORCA, which is the most important part of a debrief and the most important part of the fighter pilot mindset is act. Do something. Don't just pontificate. Don't just intellectualize. Don't create more work. Just do one small thing first thing in the morning, that's going to incrementally close that gap for you. So when we talk about the iterative leader, the iterative leader is fundamentally fueled by this conversation. Their entire existence should be facilitating this conversation to align their teams, to allow everyone to be fully engaged in the process, to learn what's actually happening rather than what you perceive is happening, because 95% of leaders' decisions are actually based on perception, not reality. And, and really connecting the intention and future of the company to the day-to-day execution. That is the iterative leader. I own that space. They bring the ideas into execution and they allow the organization the opportunity to have conversations that they've never had before.-These are great suggestions, Boo, and good tools. So I'm going to, I'm going to take the part of the skeptic that might be listening to this, saying, “Okay, I'm hearing this guy, and he's telling me that I'm supposed to take time to reflect, supposed to implement a new system called ORCA, which sounds nice, but, and I've got 18 personalities I'm trying to keep track of on my team, and I've got this to do and that's doing that. I don't have time. There's just too much pressure to get all these...” What advice do you give to that leader who's saying,“This all sounds nice in theory, but how do I actually have time to implement it? I'm already underwater.”-Yeah. Well, you don't have time because you're not, you're not debriefing. You're, you're managing chaos. That's why. You're creating the busy. It's, it's on you. So the reason you're busy is because you're not leading effectively. A good leader is not busy. So step one, you're telling yourself a story and the story makes you feel good because when you feel busy, you feel good, but you're not effective. So first of all, stop telling yourself the story. Second, I'll give you 75% of your day back. If you start thinking and using this as a way to talk, a way to plan, a way to email, uh, a way— I'm going to take your existing time and get you to think differently, speak differently, think differently. That is going to give you all your time back. Uh, and I know this happens and we at Afterburner know this happens because when we do our embedded programs with leaders, the feedback we get the most is,“Boo, I think I'm going to be out of a job, I'm not actually doing anything anymore. And it's like, yeah, you're actually being a leader now. You actually have the big picture. You're actually guiding and empowering your people to do the work. Oh, by the way, in a lot of organizations, they reduce their head count by 20 to 30% because all of a sudden they don't need all the people to do the work because the work's actually getting done. So it's, it's, and you're right on the money. That is the first thing everyone says when it says the debriefing sounds good. Don't have time. And I'll give it back. We as a team will give you back 75. You will have meetings that go for 15 minutes and they'll probably really go for about eight. We will fill your day with time to think, to, to just focus and just get things done. We're going to remove you from the overwhelmed chaotic world of the digital era and equip you with the mindset and skillset to actually take disruption and turn it into opportunity. And right now, if you, if you, to give you a really topical point is everyone's struggling with what does a human do? What does an AI agent do? And it's the wrong question to ask. The question to ask is what does the company need to do in order to get to where we're going? And once we engineer that, let's figure out who's better at doing it, a machine or a human. So, so it's, again, the way we come at leadership is we come at the problem first, and we do not frame it in the context of what we need to be. Uh, in our organization, we saw AI as a thing, right? And we didn't know what that thing was in February. But as we turn into December, we're a fully AI native organization. We've created agents for coaching, for selling, for marketing. And we went from zero AI into a AI native organization and reduced our head count by 40% in the process. Because we were very clear in our destination, and we just did the work to figure out how to do it. What, what you're describing is something we often call, uh, leader work. So it's the work that leaders need to do, and it's helping leaders recognize what leader work actually is. Because leader work is fundamentally having conversations to set clear expectations, to be able to coach and guide and support, to be able to then have interactive collaboration, and not so much to dive in and do the work yourself. It's to build the team. It's to be able to prioritize and remove distractions. And yet it's, it is remarkable to your point, how we as humans inherently think that's, that's not what we should be doing. Cause it's just so satisfying in the moment to put out the fire. We feel needed. We're the hero. We can come and save the day. It's our identity that we haven't shifted. And so Boo, keep, keep going in terms of talking about how does a leader remove distraction? How does a leader help prioritize not only for him or herself, but for their team. Because there's going to be all sorts of emergent new activities and needs that are all seemingly important. What is the process? What, what are the things, what are the tools or ideas to help a leader prioritize for themselves and for others and remove some of these distractions? It's look, it's a good question. And I, and I go back to the reason why there's so much emerging things and change and chaos is because the leaders are just not doing a good job. Like the, the, the, it's a, it's a self-licking ice cream. You know, it's, we, we, we are creating the problem set that we're solving. It's, it's not, it doesn't exist without you as a leader. And we, and you see that because there are leaders that can run very focused, high-performing teams in the digital world and they're called startups. Uh, and then you've got legacy organizations that are so entrenched in the doing work and rewarding effort rather than results, you know, the participation medal, that you're, you're, you're a creator. So, so, you know, when we talk about leaders, you know, doing the conversation work, well, let's dig deep on that. It's not the conversation. It's the quality of the conversation. It's the quality and the value of the work that you do. And it shouldn't feel like work. It should feel like natural facilitative growth. So when we talk about new and emerging, the reality is no matter how new something is, it doesn't get adopted that fast. There's plenty of time. You know, AI is a five year, 10 year journey. Like it's, there's no point panicking about it because the more we panic, the more we just do stuff that doesn't work. There's just Band-Aid, Band-Aid, Band-Aid and the patient's dying. Uh, and then you go out of business because someone who was really focused on being AI native figured it out before you did, and they're running a much leaner operation. So, so I want to bust the myth of leadership and, and, and, and be really confronting in saying that what you understand about leadership today is built on generations of people operating in businesses where humans did everything. That is not the future. There is no documentation whatsoever. The people that are holding onto this myth that our AI is not really going to replace humans. It absolutely is. There is no question about it. Only question is how long is it going to take? So, so it's, so, so it's uncomfortable to think that all, particularly as a leader, like you start to get into your forties, fifties, and sixties, it's very uncomfortable to think everything I've learned is irrelevant moving forward. And that's a big statement. It's not irrelevant, but a lot of it just isn't, isn't important anymore. Think of the whole concept of experience that we put people in leadership roles because of all the other times they've done product launches, all the other times they've run a production line and we need their experience. With AI, you don't need experience anymore. You don't need it. It's there. You can just ask, you can just pull contextualized data from a platform that gives you the benefit of a consciousness that's way more experienced and has a much better memory than a leader. And also they're not infected by the cognitive biases that we have as humans. So you've got to, you know, what, what I've certainly learned over the last few years is, you know, for me as a fighter pilot, I just did it, right? I never thought about it. Well, why do we do it this way? And what are we doing now? I, you know, I just plugged into the machine and did what I had to do. Whereas now I reflect on it. And one of the things I've learned is to be a fighter pilot is a reprogramming process of a human being. That's what it is. And, and a human at their fundamental level, we're an animal that just has a bit of a computer on top of it. You know, the, the, the human intelligence. But underneath that we're the same as a dog, a cat, you know, a tiger, a lion, and we have to understand that all of those primal drivers have a lot more strength than our consciousness. So we're talking about less than 1% of the brain power gets plugged into the intelligent part of the brain. So when we talk about distraction, we're talking about a primal piece of programming because distraction was encoded into a human being to survive. Because a hundred thousand years ago, you're walking around a bush and you hear a rustle in the bushes. It's pretty important to be distracted by the rustle in the bushes, right? If you were like hyper-focused and you didn't hear anything around you, you'd get eaten. So, so distraction is a primal survival mechanism that you have a choice to buy into it or to actually put a bit of human consciousness in there and say, Hey, it's just a distraction. It ain't a big deal. It's just an email. It's just the notification. It's just a message. And when we talk about how fighter pilots, you know, when we mission execute, it's somewhere between an hour or three hours of focused time, right? Focused execution. So, so if you create that as a leader and you create 90 minutes a day where there's no technology in front of you, you've got a pen and a piece of paper. And we at Afterburner have some structures that you can go through to collect your thoughts. You'll find after sitting there for about 20 to 30 minutes, all of a sudden, boom, it hits the deep flow, the focus, and all the connections that are in your subconscious automatically start to come to life. And that, when we talk about leaders work, that's it. 90 minutes of, of just being focused. Then it doesn't feel like work because it starts to get fun because you start to surprise yourself. And you're like, ooh, ooh, ooh, look at that. And I thought about this and I thought— and all of a sudden you start to build this, uh, this, this pathway of where I need to take my people and what in terms of what they need to do in terms of helping them understand where they need to go and then coaching them to get there. So the work, the work should be invested in focus and growth, not in doing. And you mentioned Daniel, the superhero effect in my, in my new book, Flawless Leadership that comes out next year. I call it the Avenger effect in, in this, in, in the way that the human reward system is designed. It's saving the day, the wonderful way to be rewarded. So subconsciously leaders try and create themselves in the image of Iron Man, where my job is to save the day. And then everyone pats me on the back and says, “Geez, Boo, lucky you were here.” Lucky we had you. Because if you weren't here, everything would have fallen apart. So there's, it's almost demotivating to build a team, to defer that reward further down, right? So, and, and the reason that the reward system that we're missing is organizations don't win enough. Right? So as fighter pilots, we win every day. We, we win every 99% of the time, every now and again, we have a bad day, three, three, four times a year. But we win every day because we map out what winning today looks like. So if, if a leader can, if a leader can shift from saving the day into designing the wins, then all of a sudden we start to feel good because we're winning all the time and I'm getting stuff done, I'm, I'm moving. My work is actually delivering results. This makes me feel good. It feels less like work now. It feels more like action. So all of these, I mean, I can't really understate the paradigm shift we're looking at here with flawless leadership, like in terms of cognitively, in terms of the action-based, the processes that we use, it is a, it is a very, new way of, of showing up as a person, as a human being.-Yeah. So let's, let's kind of sum this up. In a minute or less, Boo, minute or less, what's the one thing that a leader should be able to start doing to help become a iterative, effective leader? Debrief. That's it. I'll give it to you in two seconds. That's all you need to do. Do nothing else, but every single time before you open your mouth, before you send an email, before you write a PowerPoint presentation, ask yourself what am I trying to achieve here? What is my objective? And, you know, again, I've done hundreds of these. I've sat in a room, multi-billion dollar organizations, 50 leaders in a room, and asked them, what is the point of your existence in this business? And they, no one can answer it. They don't know. And that is a crying shame. That is not, that doesn't, it doesn't need to be that way. Because all they do is react to the world around them. So what do I do? And, and, and we pose the next question is I bet you just react all day. Is that what you do? And everyone laughs and they're like, yeah, that's what I do. I just react all day and solve problems all day. Cool. So let's, so let's now sit down and spend a few hours designing what a, what a quarterly win looks like, a monthly win looks like, a weekly win looks like, and what is a daily win for you? Like, like let's really map that out. And let's just define three things a day that you're going to achieve. And through that process, all of a sudden you see the, the weight start to lift off these leaders. The, the wins just start to come. So I took two minutes, but I only, I took two minutes to explain the two seconds. I hope that's okay.(laughing) I love it. Boo, thank you. And thank you for being on the Leadership Growth Podcast. This has been fantastic. And guys, look, thank you for the wonderful service you're doing for the world to bring those two words together, leadership and growth. Those two words alone is what's going to right the ship for humanity. If we do both of those things and we invest in those two things, I'm really positive about the future of humanity.-I love it.-Well, it makes a difference. And I appreciate the endorsement. And really what you've helped to highlight today is the ability for leaders to really unleash and untap that ability to win every day, which is what people want to do. And, and I just, I love the way you framed that. So thank you, Boo.-Fantastic.-Thanks guys. It's been an absolute pleasure.-To all our listeners, thank you for joining us. Please like, and subscribe, and look forward to listening to future Leadership Growth Podcasts as we talk about tips and tools to help us all become better leaders. Thanks again, everyone. Take care. Bye. If you liked this episode, please share it with a friend or colleague or better yet, leave a review to help other listeners find our show. And remember to subscribe so you never miss an episode. For more great content or to learn more about how Stewart Leadership can help you grow your ability to lead effectively, please visit stewartleadership.com.