Unconsciously I had been managing people by giving them everything that I ever got growing up and always wanted. I wanted to feel safe. I wanted to beat failed value. I wanted to feel supported. I wanted somebody to thoughtfully direct me, you know? How'd you do on your paper? Oh, here's how we might be able to do that better next time. Don't worry about this grade. Let's take this class to make sure you stay on schedule. I had none of these things. And so I just unconsciously gave people everything and what I discovered, so glad you asked this question. The main discovery that I made was that we never outgrow needing this. We think by the time people come to work that they should be grown-ups and they don't need to be cared for or nurtured or advocated for. It's like, that's the workplace. That's not what you need. That's not what we give you. And what I found is that when you do give this to people that human thriving leads to employee thriving, which leads to organizational thriving. Like when people are supported in the ways that I supported them, they do incredible work, which ultimately translates into everything business wants, right? They want people to be highly productive. They wanted to meet their goals and their profit and what I proved over and over and over, even as you mentioned at the end with these couple thousand stockbrokers. These are people that are principally driven by money because they don't get paid unless they sell something. But what I found is that by caring about them by helping to understand their business by helping to understand them and finding ways to support them. That I elevated their performance simply because they went that guy. He really cares about me. And that proves to really matter. So part of your epiphany was not just noticing what you were doing and how you were providing the care that you'd never received. But it was suddenly realizing that you're doing it differently than other people, that you are leading in a way that's not the normal way in corporate America. Was it this awareness that you're doing something different that works and that helps people that cause you to think about leaving your successful career as a leader to become an expert helping other people to become leaders? No. In fact, when I realized that I had been influenced so greatly by my childhood and I realized, wait a minute, I have a 20 year history of doing of seeing extraordinary things happen. So in other words, the teams that I've managed had consistently done exceptional work and people understood that Mark Crowley is a really great leader. No one ever looked under the hood to see what I was doing. And I wasn't really motivated by that. When I was motivated by it was, wow, now that I figured this out, how can I make it better? So for the next few years, I started to experiment like trying just refining what I ended up writing about in the book, these four practices of leading from the heart. And of course, there are more aspects to it than any four things, but these are if you do them together, I found that they are unbelievably powerful and influencing human performance. But I did the, the further research, if you will, for the purpose of making myself more effective. That was my goal. But what ended up happening was our organization ended up getting bought and it got bought by an organization whose culture was so foreign to me. It was so abusive of people. It was so exploitive of people. It was a culture that principally didn't care about people. What they said was we have a machine in your part of that machine. And so we are happy you're here to be part of that machine, but we're just as happy having somebody else be part of that machine. And I just couldn't, it just not only didn't it resonate with me, it repelled me. So I just kind of saw that this wasn't, by the way, one of the largest banks in the country. So your audience can probably figure it out. They're based in Ohio are originally. But this is a company that I just couldn't work for. And so I decided I was going to leave and worked out a negotiation with them where I did that. And I my wife literally had her sister die one day. The day that I left, her sister died, another sister died ten days later, and within 90 days her dad died. So my wife went into this deep depression. And I just went into her one day and I said, would you support me if I took this time to write a book? And she could not have been more supportive, like in fact, with all the grief that she was experiencing. She said, you need to do that. This is your next chapter. No pun intended. But what she was telling me was like, she saw this in me. She knew who I was at this point in our relationship so deeply that she goes, you need to convey this. And so I dedicated the first book and the second book door because it's interesting, but when I started to write the book, I almost felt crippled again. My father's voice was in my head telling me you're not a writer, nobody wants to hear what you have to say. Other people are authors, you know, get off yourself kind of a thing. And she was the one that kept saying, no, you have something really important to tell. So she ended up she followed the path. She followed the path of misses Whitney. She did. What was her name? Yeah, it sounds like a really fortunate with her. Well, you know, it's really interesting because there's been synchronicities through this entire process, starting from the time that we're honestly from the time that I was 9. You know, from all the way through, people in my life that came at the right time that were there with the right support that allowed me to actually convey this message. People that are in the book who showed up miraculously with the information that I'm using to try to change leadership. But my wife and I have been married for many years, but she knew this was my purpose. And has really just been such a huge advocate. There were many days, honestly, for despite all the success that I had in my career where I just thought, I can't do this. I just simply can't do it. And she would just say, it's in you, you can do it, go back, if you need a break, take a break, whatever, but by the way, the word encouragement means to give heart to people. I find that really interesting because that's exactly