Speaker 1: M beautiful. If it doesn't work, you're just not using enough.
Speaker 1: You're listening to Software Radio Special Operations, military news and
Speaker 1: straight talk with the guys in the community. Hello again, everyone,
Speaker 1: Welcome back to Software Bradio, Software Pradio, on Time, on Target.
Speaker 1: We have a very special guest with us this afternoon,
Speaker 1: Pete Blabor, who was a Special Mission Unit commander. I
Speaker 1: guess we could say Delta Force, right, I mean it's
Speaker 1: in you BUYO. Yeah, I was. Yeah. I always worry
Speaker 1: about personal security there, but it's in your bio. So yeah,
Speaker 1: Pete's gonna join us today. Uh. He served quite a
Speaker 1: few years in Delta. We're gonna talk about, you know,
Speaker 1: his military career, and we're gonna talk about his new book,
Speaker 1: The Common Sense Way, a New Way to think about
Speaker 1: leading and organizing. He's written a couple of books, and
Speaker 1: we'll we'll also mention his earlier book, The Men The
Speaker 1: Mission to Me, because I think they all kind of
Speaker 1: tie in together. But before we go any further, let's
Speaker 1: welcome Pete to the podcast. Pete, thanks for taking the
Speaker 1: time to join us this afternote. We really appreciate it.
Speaker 1: Great to be or Steven. So let's uh let's talk
Speaker 1: a little bit about this. You you started off in
Speaker 1: the military. What possessed you to get down and write
Speaker 1: a book about it? Uh? Yeah, it's a great question.
Speaker 1: Uh and uh I, of course I'm still piecing that
Speaker 1: one together. I think, Uh, the same thing is is
Speaker 1: everyone who who winds up or a lot of people
Speaker 1: who end up right in a book. It's a combination
Speaker 1: of uh, you know, your experiences driving you toward putting
Speaker 1: it on paper and memorializing it. For me, I got
Speaker 1: out of the military in two thousand and six. Uh,
Speaker 1: the Global War against terrorists was you know, I don't
Speaker 1: know how to describe the ebbs and flows of it,
Speaker 1: but it was obviously still ongoing in two thousand and
Speaker 1: six as it is today. And you know, as as
Speaker 1: I got out, I think anyone who who has gotten
Speaker 1: out during the Global War against terrorists experiences the same thing.
Speaker 1: It's kind of like, you know, you just finished a
Speaker 1: marathon and you're catching your breath and now you're thinking
Speaker 1: about the race and trying to learn from it. And
Speaker 1: you know, when I get out, almost all my friends
Speaker 1: were still in and so obviously I was in touch
Speaker 1: with what was going on in all the different theaters Iraq, Afghanistan, Africa.
Speaker 1: And you know, one of the things, one of the
Speaker 1: main takeaways was, m we don't appear to be learning anything. Um.
Speaker 1: You know, where are these foundational lessons? Uh? Not complicated,
Speaker 1: not tactical, just the simple foundational principles that so many
Speaker 1: UH great UH soldiers have have learned over the past
Speaker 1: few years and in many cases paid the ultimate sacrifice
Speaker 1: to learn UM. And you know it. It had an
Speaker 1: effect on me. And you know I was I had
Speaker 1: learned to write early in my career, and not to
Speaker 1: write right, I guess is the quote. But I was
Speaker 1: taught in my very first UH unit as a lieutenant,
Speaker 1: you know, to write things down and always carry a notebook.
Speaker 1: And I did, and I wrote everything down. You learned
Speaker 1: right away that by writing it down, you remember it, UH,
Speaker 1: and you pressure test it, you learn from it, which
Speaker 1: you know is the main reason for writing it down
Speaker 1: in the military. You know, combat experience only matters if
Speaker 1: you learn from it. And so you know, I was
Speaker 1: already in that habit of writing things down, writing these
Speaker 1: foundational principles and UH. You know, I had this great
Speaker 1: H experience in the military, especially in the unit of
Speaker 1: being and just about every continent, uh, and being in
Speaker 1: combat and almost every continent. Uh. And you know, every
Speaker 1: time every place I went, every group of people I
Speaker 1: worked with, there was one or two lessons, big foundational
Speaker 1: lessons that I took away, and along the way, I
Speaker 1: wrote them all down and aggregated them. When we got
Speaker 1: to Afghanistan, uh in two thousand and one. You know,
Speaker 1: it was it was probably a unique period in modern
Speaker 1: warfare and maybe in warfare in general, because the way
Speaker 1: that that conflict started was less than five hundred American
Speaker 1: Special Mission Unit members and that's all the Special mission
Speaker 1: units along with a few government agencies. Handful of guys
Speaker 1: from a few of the government agencies were on the
Speaker 1: ground and we're able to drive out, um the entire
Speaker 1: Taliban government along with all their four foreign fighter allies.
Speaker 1: And uh. You know, I I remember when we first
Speaker 1: got on the ground, ah, because everything happened so fast
Speaker 1: in the country collapsed so fast. Uh. There was no
Speaker 1: connectivity anymore to Tampa or d C or Bragg. The
Speaker 1: plan had been overrun by real world events, and the
Speaker 1: chain of command was out of country and mostly in communicado.
Speaker 1: And so you know, here we were on the ground
Speaker 1: with no guidance for what we were supposed to do
Speaker 1: next or how we were supposed to organize. And you know,
Speaker 1: I found it to be an incredibly valuable learning experience.
Speaker 1: And you know anyone who's listening right now can can
Speaker 1: learn the same thing. Just imagine what you do and
Speaker 1: how you'd organize if you had no idea or no
Speaker 1: guidance on what to do next or how to organize
Speaker 1: for it. And the value of imagining that is we
Speaker 1: all do the same thing. We use common sense and
Speaker 1: then we do this instinctive process called developing the situation,
Speaker 1: which is what humans have been doing to UH solve
Speaker 1: problems and make complex decisions since you know, the dawn
Speaker 1: of our species. And developing the situation is just bringing
Speaker 1: out the possibility and potential of what's going on around you.
Speaker 1: It's learning from, adapting to and interacting with what's going
Speaker 1: on around you. And UM, that alone that developed the
Speaker 1: situation concept UH is you know, a central principle we
Speaker 1: used throughout Afghanistan and a central reason we were successful
Speaker 1: in Afghanistan. UH one year almost UH to the month later,
Speaker 1: we found ourselves in almost the same predicament outside of
Speaker 1: a country getting ready to go into another country, Iraq,
Speaker 1: behind the lines with a small interagency UH international group
Speaker 1: of special Mission Unit operators and for that mission. UM.
Speaker 1: You know, I I had the privilege of being the
Speaker 1: commander and the mission statement I wrote out for UH
Speaker 1: that first in fill into Iraq was to develop the situation.
Speaker 1: That was the mission statement I gave to my team. So,
Speaker 1: you know, bringing that back to two thousand six, that's
Speaker 1: that's just one example of a very simple concept. UH.
Speaker 1: That was you know, I didn't come up with that.
Speaker 1: I should say, that was taught to me by you know,
Speaker 1: senior and fellow unit members. UM. And I'm sure if
Speaker 1: you could access some World War Two veterans, some Korean
Speaker 1: War veterans, and some Vietnam veterans, they'd all if you
Speaker 1: explain to them what developed the situation is, they'd all say,
Speaker 1: that's it. That's what we did too. UH. And that's
Speaker 1: one of the hallmarks of common sense. UH. Common sense.
Speaker 1: Whenever you find out what common senses or why something's
Speaker 1: common sense, it's always an aha moment. You always end
Speaker 1: up going, of course it is, UH had your brain
Speaker 1: it's making sense. And so you know, again that's what
Speaker 1: drove me. It was not Um. It was not for
Speaker 1: certainly for fame or fortune. You don't get any of those.
Speaker 1: And I didn't want that. I wrote that book because
Speaker 1: I felt I had a duty to write it my
Speaker 1: first one, to pay something back uh those who worked
Speaker 1: with me, uh and for me and the future warriors
Speaker 1: who be going through the same thing, uh, you know
Speaker 1: in the years ahead. And that's why I wrote it,
Speaker 1: um And uh, you know, I felt good about it
Speaker 1: after I did it. My second one turned out kind
Speaker 1: of the same thing. I learned more in the in
Speaker 1: the ten years after I wrote the first one, I
Speaker 1: learned about the biologic and evolutionary under opinions of common sense.
Speaker 1: And so this new book is explains what common sense is,
Speaker 1: how we make sense, and how to put it into
Speaker 1: practice across all context of leadership in life. You know,
Speaker 1: it's funny when you talk about common sense. I think
Speaker 1: if you asked anybody you know you meet on the street,
Speaker 1: regardless of if he was you know, a special Mission
Speaker 1: Unit guy or just you know, Joe the plumber, you know, yeah,
Speaker 1: everyone recognized is what common sense is. We see people
Speaker 1: with common sense, we see people all the time without it.
Speaker 1: But if you asked anybody, how con would you define
Speaker 1: common sense? I think you'd get a gazillion and I'm
Speaker 1: probably not exaggerating their different answers, wouldn't you? Yeah, you're
Speaker 1: you're spot on, you and anybody can do it. You can.
Speaker 1: Instead of a thousand or a hundred, you can just
Speaker 1: do ten. You know, ask ten people if they know
Speaker 1: what common sense is, you'll get ten. Of course I do,
Speaker 1: and ask people to define common sense, and you'll get
Speaker 1: ten different answers. And the reason for that is there
Speaker 1: is no agreed upon definition for common sense. There's no
Speaker 1: You can go online or into the dictionary. Online. I
Speaker 1: think there's ten thousand definitions. Uh. Uh. And in the
Speaker 1: dictionary you're going to get a different definition depending on
Speaker 1: what dictionary you look up. Uh. It turns out both
Speaker 1: science and philosoph of be have turned their back on
Speaker 1: common sense. Uh. And they also have no scientific definition
Speaker 1: or explanation for it. Um. But as always, we the
Speaker 1: people are the ultimate governors of what doesn't doesn't doesn't
Speaker 1: make sense, and we know common sense is real. Uh.
Speaker 1: And that's a big part of this second book. I
Speaker 1: just explain it very simple, uh, forms understandable to anyone.
Speaker 1: You certainly don't need any kind of science background to
Speaker 1: understand the biologic underpinions of common sense. Uh. And it's
Speaker 1: real simple. We all make sense a common way via
Speaker 1: our five primary senses uh, site, sound, smell, taste, and touch.
Speaker 1: And uh, that's what makes it common the way we
Speaker 1: perceive the world. The only way we perceive the world
Speaker 1: is through our senses. Uh. And it's also why we
Speaker 1: all have two eyes, two ears, a nose, a mouth
Speaker 1: of brain, spinal cord packaging inside of body elegantly wrapped
Speaker 1: in skin. Evolution won't let us make sense any other way.
Speaker 1: And why is that important? You know, why is that
Speaker 1: more than just uh, you know, cocktail party trivia. Because
Speaker 1: if we all make sense the same way, then we
Speaker 1: should have a language. Uh. And we should we should
Speaker 1: always fall back to that common ground uh to explain
Speaker 1: what does or doesn't make sense and to pressure tests
Speaker 1: the sense we make. And you know that's that's part
Speaker 1: also of what my new book, The Common Sense Way
Speaker 1: does in it it has what I call the language
Speaker 1: a common sense, and it's a new way to think
Speaker 1: about leading and organizing based on that biologic and evolutionary
Speaker 1: under opinions. Uh. And like I said, you know, there's
Speaker 1: nothing uh, there's nothing magical about it, but understanding it
Speaker 1: enables you to make better decisions and think better thoughts.
Speaker 1: That's metacognition. If we understand the way we think and
Speaker 1: why we think that way, we can use that knowledge
Speaker 1: to make better decisions and think better thoughts. And that's
Speaker 1: what you know, any reader will get out of the
Speaker 1: out of my new book, The Common Sense Way. And
Speaker 1: and this is not just for military people. This is
Speaker 1: for corporate people and basically any walk of life. Um.
Speaker 1: You know, it's a better way of you know, leading
Speaker 1: your people because that's what you know, corporate leaders are
Speaker 1: supposed to still be leaders the way you know. And
Speaker 1: I'm kind of getting ahead of myself here, but there's
Speaker 1: seems to be a leadership problem in this country. And
Speaker 1: I don't know if you want to get into that conversation,
Speaker 1: but you know, it doesn't seem to be we we
Speaker 1: seem to be darkly sharp short of leaders in this
Speaker 1: country today. Uh, spot on, Steve, I think the problem.
Speaker 1: You know, it's pretty hard to get to the bottom
Speaker 1: of the problem. Uh. But if I had to, you know,
Speaker 1: if I had to put my thumb on one thing
Speaker 1: right now, it would be leadership. And you know, if
Speaker 1: you think about it in terms of just classic leadership traits, uh,
Speaker 1: it's hard to find just a handful of those that
Speaker 1: are practiced by you know, most of the people who
Speaker 1: are making these life changing choices, uh in our country
Speaker 1: right now at all levels. Um, you know. And that's
Speaker 1: another part of you know, of the book that I
Speaker 1: also felt compelled to talk about. And you know, leadership
Speaker 1: is not some amorphous thing that you know, no one
Speaker 1: can define. Leadership is an evolutionary pattern of human behavior
Speaker 1: that emerged the first few moments the first few members
Speaker 1: of our species breathed their first few breaths. Those first
Speaker 1: few leaders weren't kings or queens, presidents or prime ministers,
Speaker 1: sirs or man's. Those first few leaders were parents. Uh,
Speaker 1: you know, and those parents, our ancient ancestor parents, uh,
Speaker 1: had no walk in the park. Their lives were appropriately
Speaker 1: described as nasty, brutish, and short. They lived their life
Speaker 1: in the moment, because every moment prevent presented a survival choice. Uh.
Speaker 1: They either found something to eat and for heat, or
Speaker 1: they starved, frozen and were eaten by something else. Uh.
Speaker 1: You know. For our ancient ancestor parents, their purpose drove
Speaker 1: everything they did, and their purpose was to ensure that
Speaker 1: both they and their offspring survived, thrived, and evolved. And
Speaker 1: that is why our nervous system evolved the way it did.
Speaker 1: Its purpose is to help us survive, thrive, and evolve
Speaker 1: as a species. Uh. And one of the things people ask,
Speaker 1: you know, again back to that, what is leadership. While
Speaker 1: our ancient parents knew what leadership was, leadership was taking
Speaker 1: care of their people. That's the only way they could accomplish.
Speaker 1: Their purpose was to which it was to ensure they
Speaker 1: in their offspring survived, thrived, and involved. So you know,
Speaker 1: taking care of your people again, is not just some
Speaker 1: platitude or some philosophic thing that's up for debate when
Speaker 1: we talk about leadership. It's the purpose of leadership. The
Speaker 1: purpose of leadership is to take care of your people,
Speaker 1: not rule them. So a simple principle and apply it today.
Speaker 1: It's almost as if, you know, let's just talk in
Speaker 1: our federal government today. Uh, every one of those leaders
Speaker 1: should be required to take at oath. They should almost
Speaker 1: have to go through a course before they begin their Congressman, senator,
Speaker 1: the head of the Department of Defense, the head of
Speaker 1: the CIA, the head of the FBI, the president, the
Speaker 1: vice president, every one of them should have to take
Speaker 1: a common sense leadership course. I'm not talking about for me.
Speaker 1: I'm talking about basic common sense and they you'd have
Speaker 1: to recite that oath because it's very obvious that it's
Speaker 1: you know, as far out of their awareness and their
Speaker 1: you know, foundational principles as you can get right now,
Speaker 1: and we, we the people, need to do something about
Speaker 1: that to change it. Yeah, that's that leads me into
Speaker 1: that's a question, and it's kind of open ended maybe,
Speaker 1: but how do we make that an important I guess,
Speaker 1: uh part of our society again, because it seems like,
Speaker 1: you know, maybe I'm looking at things through rose colored glasses.
Speaker 1: But you know, I look back to my my parents generation,
Speaker 1: and there was so many great leaders, both politically, militarily,
Speaker 1: you know, civically. I think it's I think people, you know,
Speaker 1: they I'm getting off on a tangent here, but you know,
Speaker 1: I look back at my own as a journalist, and
Speaker 1: you know, I worked for a couple of newspapers and
Speaker 1: one of my newspapers said to me, and besides covering
Speaker 1: the things that I got hired to do, they said,
Speaker 1: you're gonna have to cover local town politics. And at
Speaker 1: first I didn't want to do it, and you know,
Speaker 1: then I got into it. I started covering it, and
Speaker 1: then talking with the town manager one evening afterwards, we
Speaker 1: got into that and he said, you know, the of
Speaker 1: the people could care less about local town politics, but
Speaker 1: this is what drives of their their lives, and we
Speaker 1: need better leaders at the local level, not just up
Speaker 1: at this you know, national level, but locally because this
Speaker 1: is what drives us. And I know I got off
Speaker 1: on a tangent there, but how do we make the
Speaker 1: leadership of important again? Okay, it's first The question needs
Speaker 1: to continually be asked. So I applaud you for for
Speaker 1: bringing it to the forefront. Everyone needs to ask that question.
Speaker 1: Think about it. Um, you know, part of it is
Speaker 1: just we have to stop some of the almost anti
Speaker 1: leadership rhetoric that goes on. Now. Um, you know, just
Speaker 1: think about Because you were in the military, you know,
Speaker 1: pretty much the same time I was, you understand this. Uh.
Speaker 1: You know, the military is at its best sprawling leadership academy,
Speaker 1: and you know, after a couple of years of attendance,
Speaker 1: you've seen and heard about the importance of taking care
Speaker 1: of your people and doing the right things so many
Speaker 1: times that it sticks with you for the rest of
Speaker 1: your life. But hearing and reading it on banners in
Speaker 1: the auditorium in the hallway only goes so far. To
Speaker 1: learn how to fly it, you have to see it
Speaker 1: in action. You have to have models, common sense leadership models,
Speaker 1: UH that you can pivot off of. And I talked
Speaker 1: about that in UH chapter seven of my new book.
Speaker 1: You know, I was very fortunate in the first part
Speaker 1: of my career to work for just an amazing UH
Speaker 1: group of leaders at all levels. And you know, my
Speaker 1: everything from my squad leaders, my platoons start and my
Speaker 1: first start, and my sergeant majors, my company commander, my
Speaker 1: battalion commanders, these I was just incredibly fortunate. And I'm
Speaker 1: saying that in retrospect. I did not know it at
Speaker 1: the time, you know, I came in. And because my
Speaker 1: first couple of units had such amazing leaders, it set
Speaker 1: a high standard for me for the rest of my career.
Speaker 1: But more than that, and you know, of relevance to
Speaker 1: your question how we make it, how we get it
Speaker 1: back front and center, the lessons I took away the
Speaker 1: model for leading I took away from those amazing officers
Speaker 1: and n c O s would stay with me for
Speaker 1: the rest of my life. It was foundational. It was
Speaker 1: every everything I lad from then on was built on
Speaker 1: the foundation I learned from those great leaders early in
Speaker 1: my career, and that includes in the corporate world. My
Speaker 1: my big take away in the corporate world is the
Speaker 1: same takeaway you get in the military from having the
Speaker 1: benefit of working on all these different continents, all these
Speaker 1: different countries, all these different cultures. Uh. And what is
Speaker 1: that takeaway that's the same for military as corporate or
Speaker 1: from going military to corporate. It's that we're all the same.
Speaker 1: It's the people are people. That old adage is is
Speaker 1: true today as it was for ancient ancestor parents. Uh.
Speaker 1: We are all the same, and we now know that
Speaker 1: as a fact. The Human Genome Project in in the
Speaker 1: year two thousand validated and proved empirically that our genome,
Speaker 1: that's your individual makeup of genes, is nine point five
Speaker 1: percent the same among all humans. Uh. There is no
Speaker 1: as an example, there's no genetic basis of nationality, religion,
Speaker 1: or race. Those are just surface features and man made
Speaker 1: up cultural uh features that differentiate us but what connects
Speaker 1: us in the common ground upon which we all stand
Speaker 1: is our ninety nine point five percent the same D
Speaker 1: n A uh. And you know, geneticists will tell you
Speaker 1: if you brought together five D geneticists, they tell you
Speaker 1: the same thing, that we're all the same. There is
Speaker 1: no genetic basis for any for race, religion, or nationality. Um.
Speaker 1: And you know we know that we can see it.
Speaker 1: We've known it all the all along, and in today's
Speaker 1: amazing interconnected global society, we can see it right in
Speaker 1: front of us in real time. And UM. You know
Speaker 1: those geneticists, if you ask them all why do people
Speaker 1: have such different appearances? Skin, I shape, head shape, uh,
Speaker 1: you know size uh, forehead, all the different things they
Speaker 1: tell you those are all just what they refer to
Speaker 1: as surface features, uh. And surface features that evolved based
Speaker 1: on the human bodies amazing ability to adapt to different circumstances,
Speaker 1: which you can explain. As an example, you can explain
Speaker 1: skin color that way. It's a pigmentation thing. You know,
Speaker 1: we have to have vitamin D from the skin. You'll
Speaker 1: die without vitamin D. So when you're in a place
Speaker 1: with a lot of sun, uh, there's no problem getting
Speaker 1: vitamin D. So now your skin has to actually block
Speaker 1: some of that sun in order to keep you from
Speaker 1: getting skin cancers and other ailments. And so you'll get
Speaker 1: darker in a place, uh that always has sun if
Speaker 1: you go to a place that rarely has sun, like Europe.
Speaker 1: Over time, the body adapts and our skin is the
Speaker 1: first thing it starts lightening up, so that the vitamin
Speaker 1: D can sink into that subderma level and feed our system.
Speaker 1: Is the life saving vitamin that it is. So you know,
Speaker 1: again we've known that all along, we've known we're all
Speaker 1: the same. Uh. Anybody who has friends with people of
Speaker 1: different nationalities, different religions, whatever, knows that intuitively. But now
Speaker 1: we can see it. We can see it in a
Speaker 1: couple of generations. Uh. You know, of of people who
Speaker 1: intermarried between ethnicities, it only takes about two generations for
Speaker 1: any ethnicity, whether you know it's skin color, I shaped,
Speaker 1: you name it, to just disappear and get lost in
Speaker 1: the genetic makeup of you know, those two generations. Um.
Speaker 1: And again when you look at that person, you know,
Speaker 1: two generations later the child or the children they produced,
Speaker 1: you ask, you know what what race, religion, nationality is
Speaker 1: that child um and it it reinforces that we're all
Speaker 1: the same, we are one species. And it's incredibly important
Speaker 1: to remember that right now because we have people who,
Speaker 1: you know, for whatever reasons, are trying to divide us,
Speaker 1: and we can never let them divide us. We can
Speaker 1: never let them delude us into thinking that we're different.
Speaker 1: We're not. We're all the same. And again, you know,
Speaker 1: the irony of this is, uh, you know, military have
Speaker 1: known this and known it before anybody else, uh, for
Speaker 1: many many years. And we've known it because it's common sense.
Speaker 1: Now we know it biologically as as a fact. Yeah,
Speaker 1: and UH, with that, we're gonna take a short pause
Speaker 1: here for a second. We're talking with Pete Labor uh,
Speaker 1: former Delta Force commander who has written the book The
Speaker 1: Common Sense Way, a New Way to think about leading
Speaker 1: an organizing And I have to read a quick statement
Speaker 1: from soft reap here for a second. Software giving away
Speaker 1: a top of the line smartphone as part of the
Speaker 1: third quarter sweep stakes running from July one to September thirty.
Speaker 1: If you remember a soft rep, use the link to
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Speaker 1: your friends to soft rep dot com. Now we'll go
Speaker 1: back to the podcast with Pete. Pete, you know you
Speaker 1: spend time. I know, uh, I've read a little bit
Speaker 1: about your background. Your first uh uh military assignment was
Speaker 1: up on the d MZ in Korea, and then you
Speaker 1: spent time in the seventy range of regiment before moving
Speaker 1: on the Delta. Is there anything in your experience particularly
Speaker 1: that made it easier for you to be successful to
Speaker 1: lead either in the military or corporate world. Yeah, I
Speaker 1: think yeah, I think it was. I think it was.
Speaker 1: I think it was all above. I think again common sense. Um,
Speaker 1: I'm very very fortunate as I, as I mentioned, to
Speaker 1: have worked for great leaders. They were common sense leaders. Uh.
Speaker 1: And then you know, to get to the unit at
Speaker 1: this formidable point in my career and I got there
Speaker 1: in uh spent thirteen years there. Uh. Everything in the
Speaker 1: unit was about common sense. So you know, senior the
Speaker 1: senior operators would tell you just use common sense. Uh.
Speaker 1: You know, the last word of guidance you've got going
Speaker 1: out the door was, you know, was common sense, whether
Speaker 1: just pure used common sense or keep your head up
Speaker 1: and eyes open. Uh. You know, it was all about
Speaker 1: common sense. And the unique thing about that was, you know,
Speaker 1: back then even I didn't have a definition for common sense. Uh,
Speaker 1: no one ever told me what it was. You know,
Speaker 1: you and I already talked about the ten people, ten
Speaker 1: different ideas of what it is. Um. But even without
Speaker 1: the definition, I knew what it was. The definition was
Speaker 1: incredibly important. The understanding of its biologic and evolutionary under
Speaker 1: opinions were incredibly important because one of the things I
Speaker 1: think that trips people up about referencing common sense is,
Speaker 1: you know, think of whether in the corporate world, their military,
Speaker 1: you're in a debate or you know, a brainstorming session
Speaker 1: about what to do next. When you try to say
Speaker 1: that doesn't make sense, or let's use common sense, it
Speaker 1: doesn't hold any water because there's no definition of what
Speaker 1: doesn't make sense or what common sense is. So once
Speaker 1: you understand it's basis, it's biologic basis, how it's how
Speaker 1: our entire nervous system is hardwired to interpret the world,
Speaker 1: it becomes easier uh, to validate it as a principle, Uh,
Speaker 1: to either support or uh, you know, show or go
Speaker 1: against a particular course of action, because you know, a
Speaker 1: unique thing about the fact that we all make sense
Speaker 1: a common way is that we also recognize senselessness a
Speaker 1: common way. And that's why you can go on no
Speaker 1: more any military or corporate blog site and really see
Speaker 1: the same things people complaining about the same things and
Speaker 1: really talking about problems, the same problems, with different haircuts
Speaker 1: and different outfits on them. Uh. So you know, we
Speaker 1: all make sense a common way, and we all recognize
Speaker 1: senselessness a common way. And you know, again, to me,
Speaker 1: that's why it's so important to recognize common sense and
Speaker 1: to recognize it's both the common ground and common language
Speaker 1: upon which our species stands. Yeah. I was reading some
Speaker 1: of the excerpts from your book and one that that
Speaker 1: stood out to me. It was actually something that I
Speaker 1: think we've all been taught the opposite and that's behavior
Speaker 1: control thoughts rather than you know, I think we've all
Speaker 1: been talked, oh your thoughts control your behavior. But it's
Speaker 1: actually the opposite, isn't it. It is Steven Uh for
Speaker 1: you know again back to wish I knew what I
Speaker 1: know now back then and oh yeah, you know, for
Speaker 1: all of our first responder listeners. Uh, it's just as
Speaker 1: important in life or death situations as it is in
Speaker 1: everyday situations. Decisions we make with our family, problems we
Speaker 1: solve at work. Uh. And it's understanding how our brain
Speaker 1: works in a very general way. Uh. You know, everyone's
Speaker 1: heard of left brain, right brain, all that stuff. Hard
Speaker 1: to take anything away from that or to apply it.
Speaker 1: But there's another way to understand the brain, and that's
Speaker 1: called the triune brain model. That's that we actually have
Speaker 1: three brains in our head. And if you think of
Speaker 1: a model of the brain, it looks a little like
Speaker 1: a fist. This part on top is the neal cortex,
Speaker 1: are thinking brain. That's the that's the wrinkled thing in
Speaker 1: the middle is our emotional brain. It it governs all
Speaker 1: of our especially social emotions, which you know are under
Speaker 1: gamut from love to embarrassment, uh to confidence. To shame.
Speaker 1: All those emotions and fear come from the emotional part
Speaker 1: of our brain. And then the bottom of the brain
Speaker 1: steam is our reptilian brain, and that's our most ancient brain,
Speaker 1: the part of the brain that developed when are before
Speaker 1: our species developed when we and that's why we share it.
Speaker 1: That's our cold blooded brain. It monitors all of our
Speaker 1: our systems, all right. So our breathing is unconsciously governed
Speaker 1: by it, our heart rate is unconsciously governed by it.
Speaker 1: Which is why, um, why the reptilian brain is the
Speaker 1: first part of our brain to react. Uh. It does
Speaker 1: not understand language. It only understands uh, visual and auditory experiences.
Speaker 1: So it's the part of our brain that is there
Speaker 1: to snap you into fight or flight when something bad happens. Unfortunately, Uh,
Speaker 1: you know, our brain. Human the human species is somewhere
Speaker 1: between three and four million years old. Human species, not
Speaker 1: Homo sapien. We came at the very end and over
Speaker 1: that time period for nine point nine nine infinity of
Speaker 1: the time, we were hunter gatherers, and our nervous system
Speaker 1: is still calibrated for our hunter gatherer ways. What does
Speaker 1: that mean. It doesn't mean our nervous system or our
Speaker 1: emotions are irrelevant. It just means they're outdated. Um, we
Speaker 1: don't have savor two tigers hiding behind every rock today. Uh.
Speaker 1: You know, instead our lives, our normal daily lives. It's
Speaker 1: very limited to come into a life or death survival situation. Uh.
Speaker 1: Truth be told. Driving our car is the only real
Speaker 1: life or death survival situation most of us have every day. UM.
Speaker 1: So that's a reptilian brain, emotional brain, that neo cortex,
Speaker 1: it's a it's an amazing part of our brain. And
Speaker 1: you know I gave you the hand model. It's important
Speaker 1: because think of the arm like the spinal cord. The
Speaker 1: that's the main pipe that sends all of our all
Speaker 1: of our sensory experiences up to our brain. So it's
Speaker 1: important to see it this way because you can see
Speaker 1: it's a bottom up uh, sensory delivery system. And what
Speaker 1: happens is the first early as part of our brain
Speaker 1: to get any sensory information is that reptilian brain, followed
Speaker 1: by the emotional followed about a quarter second later by
Speaker 1: our neal cortex, are thinking brain. So our first instinctive
Speaker 1: reaction to any type of external stimulus is always emotional,
Speaker 1: non contextual and instinctive. So a good example that is
Speaker 1: road rage. You know, we're angry before we even know
Speaker 1: what made us angry. And that's again our reptilian brain
Speaker 1: kicking in fight or flight wise. It its only purpose
Speaker 1: is to detect threats, is to keep us safe. So
Speaker 1: anything that can be interpreted is danger. Your your reptilian
Speaker 1: brain is gonna kick you into a fight or flight state. Um,
Speaker 1: And the only way you're gonna turn that back is
Speaker 1: to take about a quarter second and learn to turn
Speaker 1: on your neo cortex. And you know, that's the part
Speaker 1: that's so important, especially the first responders and especially to
Speaker 1: anyone who's making decisions and solving problems. The your neo
Speaker 1: cortex is the only part of your brain that can
Speaker 1: understand language, it's the only part of your brain that
Speaker 1: can monitor sensory information real time, and it's the only
Speaker 1: part of your brain that can think forward. So it's
Speaker 1: incredibly important to engage your neo cortex. And it's it's
Speaker 1: simple to do as taking a couple of long, full
Speaker 1: deep breaths in through your nose out through your mouth, yeah,
Speaker 1: or just counting to ten or backwards from ten. Thomas
Speaker 1: Jefferson uh said two hundred years ago, when angry count
Speaker 1: to ten, when very angry count to a hundred. Uh.
Speaker 1: So you know humans have understood this, this life hack
Speaker 1: where you can literally change the way you think about
Speaker 1: a situation. You can vanquish anger, fear, and panic, you
Speaker 1: can stay cool, you can be who you really are
Speaker 1: by simply engaging your neo cortext. And you know again,
Speaker 1: it's so simple. All you have to do is breathe?
Speaker 1: Why why is that? And you know, remember when I
Speaker 1: told you initially about common sense. Whenever one of the
Speaker 1: litmus of common sense is whenever you hear the explanation
Speaker 1: for it, you go, of course, well, and breathing is
Speaker 1: that way is? I told you that the reptilian brain
Speaker 1: controls breathing. So the only part of your brain that
Speaker 1: can take conscious control of unconscious processes is your neo cortext.
Speaker 1: So the only part of your brain that can make
Speaker 1: you breathe is your neo cortex. You've got to think
Speaker 1: about it to make yourself breathe. The same thing goes
Speaker 1: with smiling. A lot of people don't know this. You
Speaker 1: can put a smile on your face, and when you
Speaker 1: do that, you'll feel happy. And it's because those muscles
Speaker 1: in your face are attached to your brain and they're
Speaker 1: set up so that when they all go up in
Speaker 1: that certain formation, you feel better, you feel happiness. Uh.
Speaker 1: So these are life hacks and for first responders incredibly important.
Speaker 1: When you feel you know, when you feel those uh
Speaker 1: you know, your stomach titan or your you feel yourself
Speaker 1: get nervous or whatever. Take a few deep breaths. If
Speaker 1: you see someone going off in the equivalent of road
Speaker 1: rage in combat, screaming uh purple, you know, veins popping
Speaker 1: out of their foreheads, alive of flying out of their mouth.
Speaker 1: All you gotta do is put your hand on their
Speaker 1: shoulder and say, hey, hey, man, take a deep breath.
Speaker 1: Count ten. And every time you do that, that person
Speaker 1: will be grateful that you did it because you snap
Speaker 1: them out of reptilian non thinking brain inability to understand
Speaker 1: what's going on around it, and put them into thinking
Speaker 1: all senses, scanning, monitoring, real life uh, sensory information. If
Speaker 1: you if you want to have any chance of making
Speaker 1: a good decision, you've got to engage in neal cortex
Speaker 1: and it applies in everything you do. One of the
Speaker 1: things that was taught to me in that in the
Speaker 1: realm of that actions control thoughts was you have a
Speaker 1: really focus on something. If you ever want to really
Speaker 1: understand something, if you ever want to do it, is
Speaker 1: good as you're capable of doing it. Then pay attention
Speaker 1: like a cat who's looking for a mouse in a field.
Speaker 1: And it's an incredibly powerful image. It was thought to
Speaker 1: me by one of our sniper reconnaissance operators. Think about
Speaker 1: a cat looking at a mouths in the field. They
Speaker 1: set themselves up, their eyes are wide open, their ears
Speaker 1: perked up, they're all sensed. Is one focused on that field,
Speaker 1: and it's kind of amazing. If if you shoot with
Speaker 1: if you ever have a chance to go to a
Speaker 1: shooting school or shoot with elite shooters, there's there's so
Speaker 1: many out there. Kyle Lamb is a good friend of mine.
Speaker 1: Watch their eyes when they shoot every shot, not just
Speaker 1: not just when the cameras on them. Watch their eyes.
Speaker 1: You'll see them looking through those those looking at that
Speaker 1: front side post like a cat looking for a mouse
Speaker 1: in the field. And you know it applies to everything.
Speaker 1: It It applies supports to uh the offer and you
Speaker 1: want to hit the ball, better pay attention to that
Speaker 1: ball like a cat searching for a mouse in the field.
Speaker 1: And if you want to write something a paper, and
Speaker 1: you want to write it as deeply as possible, thinking
Speaker 1: that mental image and and focus yourself on what you're
Speaker 1: doing that way, that's that action for forces you to
Speaker 1: want to present. Engage your senses and your thinking brain.
Speaker 1: Your neo cortex allows you to make better You think
Speaker 1: better thoughts, and be who you really are. You're not
Speaker 1: that screaming saliva's feting person. That's a reptilian remnant of
Speaker 1: our ancestors. You are the cool, calm, thinking person. And
Speaker 1: believe in and trust your senses is the principle to
Speaker 1: take away from that, You know, Ernst mock in eighteen
Speaker 1: behind said, we know only one source of scientific fact,
Speaker 1: and that's our senses. And that principle has stood the
Speaker 1: test of time and real world feedback ever since then.
Speaker 1: Every scientific hypothesis has to be able to be explained
Speaker 1: through our senses or it always ends up not making sense. Uh.
Speaker 1: So incredibly important. Uh, whether it's a life or death
Speaker 1: situation or you just want to be better at what
Speaker 1: you're doing. UH. Learn about engaging your neo cortex. Learn
Speaker 1: about the three part brain. And again in my book,
Speaker 1: I go through all three of them. It's very easy
Speaker 1: to remember what each one does. And like I said,
Speaker 1: the result of conscious awareness is is what's called metic ignition.
Speaker 1: You can make better decisions and think better thoughts. You know,
Speaker 1: it's funny when you were talking about you know, guys
Speaker 1: in combat and getting that calming influence, immediately my mind
Speaker 1: snapped back to the the miniseries Band of Brothers when
Speaker 1: they were attacking the town of Foy and everything that
Speaker 1: could possibly go wrong went wrong, and you know, the
Speaker 1: unit was almost disintegrating before our eyes. And then Lieutenant Spears,
Speaker 1: who's like the com guy, comes running up and he's like,
Speaker 1: I'm taking over, and all of a sudden, you can
Speaker 1: see everyone get focused and he ran right through the
Speaker 1: German lines, get to the other side, you know, make
Speaker 1: coordination with the other guys and comes back. And then
Speaker 1: right then the whole unit everyone got their sense of
Speaker 1: focus back and come back together. Yeah. Well, and you're
Speaker 1: right in every all the great movies. Think about in Platoon,
Speaker 1: you know, when uh, they're lighting that village on fire
Speaker 1: and uh, William Dafoe runs up and you know, yells, barts,
Speaker 1: what the f are you doing? You know, he's snappy
Speaker 1: him out of it there, and it's almost like, you know,
Speaker 1: a modern day version. We should run up to people
Speaker 1: and go, hey, man, engage your knee of cortex. You're
Speaker 1: right now. And I really believe because look, this is
Speaker 1: another example. I've done it three times on combat missions
Speaker 1: i've had, and I learned it from my original battalion commander.
Speaker 1: He's the one who told me the most important thing
Speaker 1: you can do when talking on the radio is to
Speaker 1: speak slowly with a calm voice, no matter what's going
Speaker 1: on around you. Remember that the human brain takes of
Speaker 1: message from the tone and your body language if you
Speaker 1: can see it, and only ten from the words. So
Speaker 1: if you're a screaming, saliva spitting maniac, which I've seen
Speaker 1: on the radio in every combat zone i've been in, uh,
Speaker 1: you're not only not making sense, but you are passing
Speaker 1: on a panic like mindset. So common sense is contagious,
Speaker 1: so is calm, and so is panic. And that again
Speaker 1: back to our reptilient brain. That's the way we're hardwired.
Speaker 1: We are hardwired like a herd of deer in a field.
Speaker 1: If one deer suddenly go stock still. Uh, with a
Speaker 1: rigid body, looks over and then takes off. The whole
Speaker 1: herd of deer takeoff. And they're doing that. It's an
Speaker 1: instinctive reaction. It's why we able to call mirror mirror
Speaker 1: neurons in our brain. We mirror behaviors and the real
Speaker 1: purpose is the mirror survival behaviors. Uh. So you know,
Speaker 1: panic and senselessness or contagious, so are common sense and
Speaker 1: calm And again you know, leaders need to understand that
Speaker 1: they need to practice it. Uh And no matter how
Speaker 1: bad the situation is around you, just take a deep
Speaker 1: breath and speak calmly. And when we speak calmly, we
Speaker 1: calm the way we feel, we calm the people around us.
Speaker 1: Because again, calum is contagious, just like panic is. Well. Pete,
Speaker 1: tell our listeners and readers where they can find your book,
Speaker 1: how they can go about ordering it, and uh, you
Speaker 1: know how if someone wanted to get in touch with you,
Speaker 1: how would they do that as well? Yeah? So, Uh,
Speaker 1: I have a website Pete labor dot com linked to
Speaker 1: my Instagram page and uh it also has excerpts, also
Speaker 1: has hyperlinks take you right to Amazon. The books available
Speaker 1: both the version and paperback it'll be available on audio
Speaker 1: version sometime in the next month, but just go right
Speaker 1: to Amazon or Barnes and Noble, whichever your favorite is,
Speaker 1: and uh you can find it right there. Awesome. And uh,
Speaker 1: before we let you go, I know we were talking
Speaker 1: offline a little bit. Our readers and the listeners. Uh,
Speaker 1: they have a great affinity for one of your former teammates,
Speaker 1: George Hand. You guys actually served together. Geo is still
Speaker 1: one of the most popular people here on software dot
Speaker 1: com um and any amusing stories. You can tell our
Speaker 1: listeners about the won't break ops sex. No, well, not
Speaker 1: only won't break ops sex, but we'll merge right in
Speaker 1: with the theme we're talking about in common sense. If
Speaker 1: I had to describe Geo, I describe him as a
Speaker 1: common sense operator and also an example of the type
Speaker 1: of humans that that unit attracts. Uh. You know what.
Speaker 1: I what I still loved about that places um the
Speaker 1: you're always going to be a better person if you
Speaker 1: hang around with people who are better than you at
Speaker 1: everything you do. And uh, you know you need a
Speaker 1: lot of you need an eclectic group to have that.
Speaker 1: So you know, everybody's got their strengths and their areas.
Speaker 1: They can they can get stronger in Geo, you know,
Speaker 1: is in the category i'd call renaissance man um multitalented guy. Uh,
Speaker 1: you know, speaks five languages and there's an asterisk on
Speaker 1: those five. He's he's one of those people that can
Speaker 1: pick up a language and internalize it in weeks. So
Speaker 1: if there's a new country, a new hotspot, he can
Speaker 1: focus on that area, that language and have at a
Speaker 1: minimum survival ability to speak it, uh, within weeks, not months.
Speaker 1: And so g O and I, you know, all of
Speaker 1: all of our working together was in low viz operations
Speaker 1: where most of the time we were not in standard
Speaker 1: military garb. Um. You know, we were down south probably
Speaker 1: the most dangerous time and uh, this was during the
Speaker 1: drug wars of the nineties going after cartel kingpins, and
Speaker 1: GEO was absolutely essential to the successes, the amazing successes
Speaker 1: we had down there. And this was not a mission
Speaker 1: that um, you know that anyone in the right mind
Speaker 1: would volunteer for. Not only was extremely dangerous, Uh. GEO
Speaker 1: and you can ask him about this, probably lived in
Speaker 1: is an ausphere of environment for as long of a
Speaker 1: period as he could ever have imagined during that time,
Speaker 1: and you know, I bring that up because that's the sacrifices,
Speaker 1: the behind the scenes sacrifices that nobody knows about. Drinking
Speaker 1: contaminated water. Your gut is always, uh, you know between
Speaker 1: lean okay and not okay. Um, You're there's no sleep,
Speaker 1: You're you've got to hide the majority of time. Uh,
Speaker 1: totally austere environment, no food, and the food you get
Speaker 1: has to be checked to make sure it's not poisoned. Uh.
Speaker 1: Really really difficult situation. And he was the main reason
Speaker 1: we were able to come through that and accomplish our purpose.
Speaker 1: Uh my, my. More time than that I spent with
Speaker 1: him was in Bosnia, and of course his uh, his
Speaker 1: capacity for languages shined again there. He picked up Serbo
Speaker 1: Croatian uh like that, and was able to speak. We
Speaker 1: we could go into a cafe and he could order,
Speaker 1: he could chat and uh. You know, people I knew
Speaker 1: he wasn't from there, but they definitely didn't, you know,
Speaker 1: believe he was an American. UM. And you know, that's
Speaker 1: where I saw his common sense, his ability to think
Speaker 1: on the feet. We had some incredible micromanaging uh s.
Speaker 1: Four generals, they were the guys running the show in Bosnia.
Speaker 1: Four star generals for some reason, anytime a capture or mission,
Speaker 1: anytime we tied one up, you know, that's when they
Speaker 1: wanted to come in and begin exercising command authority over
Speaker 1: every part of the decision. And it it got absolutely
Speaker 1: at times to real uh at how at the details
Speaker 1: that caused missions to be derailed. Well, there was one
Speaker 1: where we have been searching for this guy, uh for
Speaker 1: about six months, and we finally had a good source
Speaker 1: who gave us good information about where he'd be at
Speaker 1: a certain time in place, and if we could confirm that,
Speaker 1: we very simply would have a sault force standing by. Uh.
Speaker 1: I won't mention how they were standing by, but if
Speaker 1: we could confirm he was at this meeting, we could
Speaker 1: go in and just grab him, get out and no
Speaker 1: collateral damage, no one hurt. Uh. The ultimate in the
Speaker 1: capture operation, Well, when we got to the general, he
Speaker 1: was all up in arms about yeah, well this car
Speaker 1: that your wreckie people are gonna use this you know,
Speaker 1: lovis car. How are we going to be able to
Speaker 1: tell where that car is? And our answer was, well,
Speaker 1: they have a sat coom radio and they can give
Speaker 1: you a grid. He said, no, we what if the
Speaker 1: sat coom goes down, Well, you know, we'll drive close
Speaker 1: enough to them to use site radio. Yeah what if
Speaker 1: that goes about? Uh, we just truck the guy. No,
Speaker 1: you know, I can't do this mission. So we said,
Speaker 1: well what do we need to do it? And he said, well,
Speaker 1: you need a location tracking system on that vehicle. Now
Speaker 1: this is uh eight uh give or take again, a
Speaker 1: practicing opset here. So there wasn't no there were no
Speaker 1: beacons that you could slap on a car. Then there
Speaker 1: was no Google Maps, and believe it or not, in
Speaker 1: uh there was there was nothing you could use to
Speaker 1: track or to give real time feedback or where that
Speaker 1: person was. There was no Apple phone. We wouldn't have
Speaker 1: been using one anyway. Uh. So what you had to
Speaker 1: do was use what you see on a lot of
Speaker 1: police cars today. It's the triangulated the three antennas, uh
Speaker 1: that you see on a lot of police car. Those
Speaker 1: are position location antennas. They can either send or receive
Speaker 1: positions other vehicles or that vehicle. So we had to
Speaker 1: put it on the car. Now, a Lovi his car
Speaker 1: with three antennas sticking out of the roof is not
Speaker 1: really his car anymore. We put him on showed him
Speaker 1: to the General and he said, yeah, you didn't have
Speaker 1: to drive around like that. We said we can't. This
Speaker 1: is you know, Serbian territory. Compromise the mission. He's not
Speaker 1: gonna be there, the guy is. He was like a cat.
Speaker 1: He was always looking for suspicious clues that he needed
Speaker 1: to high tail it out of there. Well, it looked
Speaker 1: like the mission was over, and uh, remember this is
Speaker 1: out we have We're out by the car. Everyone's standing
Speaker 1: there and he said, no, you gotta you gotta have that.
Speaker 1: And we just looked at each other and I looked
Speaker 1: at Geo and he turned walked over. There was the
Speaker 1: equivalent of a Bosnian dumpster. We were on the ferry base.
Speaker 1: Geo walked over that and go, what is he doing?
Speaker 1: He's sling it. Opened the lid, pulled out this giant
Speaker 1: cardboard box. It looked like a TV you know, old
Speaker 1: square TV box, walked over the vehicle, put the open
Speaker 1: end down over the antennas. UH had some hundred mile
Speaker 1: an hour tape, taped the thing on and said how's that, General,
Speaker 1: And he, uh, well, yeah it still works. You can
Speaker 1: use that. And of course it's still worked. And in
Speaker 1: Bosnia drives around with mattresses boxes top of their car.
Speaker 1: So you know, it was simple genius at a very
Speaker 1: critical moment. Uh, but it was common sense, you know,
Speaker 1: like how do you hide something in the open? Well,
Speaker 1: you do something that you know to camouflage it that
Speaker 1: blends in with everything else. And sometimes it's as simple
Speaker 1: as going to the dumpster, grabbing a cardboard box and
Speaker 1: thrown in on top of your car and taking it.
Speaker 1: And remember Geo is the one who is going to
Speaker 1: be driving that car, so he wasn't doing it lightly. Uh,
Speaker 1: And so that that would be how I describe him
Speaker 1: common sense, Uh, incredibly uh proficient and every aspect of
Speaker 1: what he did, and uh an incredible member of the
Speaker 1: whole Special Operations contingent because he also had, as you know,
Speaker 1: an illustrious career in the first group on water Team.
Speaker 1: So nothing but positive and uh, you know, nothing but
Speaker 1: great memories of my time with Geo. Well that's a
Speaker 1: perfect way to put a bow on this because everybody here,
Speaker 1: you know, we we love Geo and he's been going
Speaker 1: through some summer a rough patch right now. But his
Speaker 1: book just was published, so we wanna congratulate him on that.
Speaker 1: But uh, yes, uh we want to thank our guests.
Speaker 1: They thank you, sir, Pete Blaberg. The common Sense Way
Speaker 1: a new way to think about leading and organizing, and uh,
Speaker 1: it's been really interesting to talk with you. We would
Speaker 1: love to have you back on the podcast again in
Speaker 1: the future if your schedule uh, you know, uh can
Speaker 1: work around that. And but before we oh, if you
Speaker 1: want to get soft Rap on your phone, download our
Speaker 1: free mobile app and get easy access to our articles, podcast,
Speaker 1: gear reviews, all perfectly formented to your device. Please subscribe
Speaker 1: to soft rep dot com to get access to our
Speaker 1: library of e books and our exclusive team room, forums
Speaker 1: and content. All are available on Apple and Android devices. Sir,
Speaker 1: thank you for taking the time with us today. We
Speaker 1: really appreciate it. Good luck with the book sales, and
Speaker 1: please join us again. Thanks Steve enjoyed it all right
Speaker 1: for all of us here at SOFTWAREPP. Thanks for listening.
Speaker 1: We'll be back with another podcast real soon. You have
Speaker 1: been listening to self Rep la MH