Communication with Transparency I thought that somebody who was going to come and save me, I thought that somebody else knew better than me. I thought that I could just ignore something that I didn't want to deal with and that it would somehow work itself out because somebody else would come in and take care of it. That's the first part of it. The second part of it is. I went in the completely opposite direction and thought that I had to do everything myself. And then it was all on me and that I couldn't count on anybody for anything. And it was just completely my responsibility, everything. So what I'm learning, how to do is find that balance in between it to be able to lean on the team, empower the team, support the team, to take on the things that that they are specially Wired to do better than me. But then also to be able to like, keep my pulse on everything and kind of understand where everything's at. It's not my responsibility to do. It's just my responsibility to be aware of the doing of it so that I know what's actually happening. So I'm playing that balancing game.It starts with communication, man. We've got a team. I know not everybody has a team, but what everybody has is resources around them. We need to take a moment to look down and see the pot of gold that's in front of us or around us or one ask away. What it really starts with is first I had to like take inventory of what do we have around us? Who are the amazing people that are here on our team? What are the things that they love to do that they're really good at doing? And then having conversations with everybody, getting to know the people on our team. We have a VA and I know a lot of people who hire VAs and they're just like, Oh, I just shoot an email to my VA every once in a while.And then they just go do the thing. But we literally jump on a video call with our VA every week to check in, how's it going? What's your bandwidth? What are you liking? What are you loving? What are you not liking? What's keeping you stuck? What's what are you driving forward? And just really staying like current state with them, showing them that we're here to support, but then also making sure that he understands this is his own, and this is your realm, dude. This is your thing, you get to build the process, you get to own the process. It doesn't really matter if you do it as long as it gets done. If that makes sense, build the process so that somebody else can do it. And then you can be, you can move yourself up to be a manager of that process, but it's your job to own it and make sure it gets done. So just very strongly like taking inventory of what are the resources we have around us. And that's usually people relationships, and then empowering those people, communicating with them and empowering them to find out what is the job they can do better than anybody else. And what do they need in order to do that and making sure that they understand that it's theirs. And then from there it's just weekly communication. Like we are very clear on what our projects are. We understand each person's role is on the team. And we understand what each person's responsible for throughout the completion of that project.Basically be aware and then communicate with those around you. Like you find strengths, you lean into your community, you lean into your other team members. You find a solution and realize that if it's not your superpower or your QBR, then you have to find a solution and protect yours, and then you communicate effectively and you empower everybody else to own it so that you're not micromanaging or being a part of it. And a really important thing is whenever I realize there's something that needs to be done. I don't just jump on the grenade. I let everybody know that, Hey, there's this thing that needs to be done. I'll send it in a group. Chat to the whole team. There's this thing that needs to be done. And inevitably the right person jumps up and says, I got it. We communica