Why the hell are you? You know, not looking after your children. This is kind of crazy. You could look around the carriage and lots of other people, lots of other passengers were also equally kind of perturbed by these unruly children. So Stephen, being the sort of leader himself says, Hey, what, you know, what's, what's going on here with your kids. And the father of the children says, I'm so sorry, I'm, we're absolutely beside, I'm actually beside myself, the mother just died. We were just coming back from the hospital. And, of course, at that moment, the whole situation changes. And it's not the father's performance that changes. It's Steven Covey's the author's ability to perform and to act and to respond, completely transforms. Okay, so now he's open his eyes up to being compassionate, and understanding and he immediately begins to, to help the kids and to kind of, you know, comfort the Father and to listen to be there. So what what we see the way that the situation suddenly changed, and the way that the perception of the situation changed the way that it's occurring, changes, change the author's ability to perform and the actions that they were choosing to take suddenly went into someone being consoling and compassionate. The leadership principle that accompanies this is that leaders have a say you give others a say in how situations occur. So that's quite incredible actually, when we start to think about this in a business, that you, as a leader, have a say, in how situations occur and how situations occur to others. And you give other people, the means for them to change the way that they're looking at something, you give them the means to change paradigms, and will often talk Business of Architecture or how can you, how can you do this? And I think, really, if you start listening to your team members, as leaders, number one, that changes a lot of things, okay, you're starting to listen for their ability, as a leader, rather than listening to them as someone who can't do something, okay, or someone who is struggling or someone who is smaller, okay, we're listening for their leadership, we're listening for their greatness, okay. And developing a business that actually, as part of your culture has a an element of coaching and environment of coaching. And support and performance, I think can be very, very powerful. We often talk about a number of different leadership languages from first of all being very directive, or the delegation type of language, which is, you speak to somebody, you give them a result that you want, you don't care how they do it, but you expect them to go off and do it. We do that a lot as business owners, and often it's quite ineffective, because we're expecting either too much from somebody, or we haven't gone through the process of the other leadership languages, in order for them to be the right person to be able to do that kind of job. Other teams, you might have had this experience with your own team, which is quite the opposite, where you lift an eyebrow, and they know what that lifting of the eyebrow means. And they've already gone and prepared the report or they've already brought that piece of information up for you. And you look at them. And then they go, here you go, this is what you needed. And you're like, wow, okay, great. That's the kind of level of complicity or flow, if you like that we can have in a high performance team. That's what that's the kind of where we want to be going. But this idea of the leadership languages, we're talking about delegation being very directive with somebody, you know, just giving them the answer. But there's a next one, which is actually much more hand holding, and kind of showing somebody how something is done step by step. Okay, so you give them here's number one, here's step number two, here's step number three, here's step number four, and you actually do it with them. For them, you show them bang, bang, bang, then we'll move on to the second language of leadership, which might be coaching, which is now you're allowing them to do things by themselves, and you're there to motivate and inspire. And also, you're allowing them to make their own mistakes. Okay, third, is more supportive and listening. And then fourth, we're in the language of delegation. Okay, so you, as a leader, have a say, and give others a say, in how situations occur. Okay, so you're empowering people to be able to change the way that events are occurring for them. Okay, so you're able to shift paradigms, you're able to use language, and communicate in a way where you're able to expand somebody's viewpoint, you always change the context with which they're operating. It takes a lot of skill, but it's very, very pertinent and powerful. Number two, the second law of performance is how a situation occurs arises in language. And the leadership principle that accompanies that is leaders must master the conversational environment. So how a situation occurs, arises in language. Now, we could have a longer philosophical debate about what is a language and there might be musical language, mathematical language. But let's just focus it on the domain of verbal language because that's very easy for us to understand. And it's also very useful, because immediately, we know now the power of our words, and that actually, everybody has a some kind of mastery of language because you won't be able to be able to interact with them and certainly in your own organization, and that by changing the language, the words that they are using to describe a situation gives us an access point into changing how an event or circumstances are occurring. This is massively. It's so simple All. But it's also incredibly profound when we start to, to recognize that just by the language that we're using, we can change our whole concept of reality. There's another great book that will often get people to read, called, what to say when you speak to yourself by a guy called Dr. Shad Helmstetter. And this is a fabulous book that gives lots of very practical ways of being able to reprogram your mind. And actually to become aware of the habitual thinking patterns that are existing, that describe and color your everyday experience that have a result that have an impact on the way that you're behaving interacting and performing.