I think up through probably 35, I was very much a control freak, because the size of the organizations I commanded, and I was part of, were small enough where I could micromanage them. I had a fairly forceful personality, and if you worked hard and studied hard, you could just about move all the chess pieces, no problem. Around age 35 to 40, as you get up to battalion level, which is about 600 people, suddenly, you're going to have to lead it a different way, and what you're really going to have to do is develop people. The advice I'd give to anyone young is it's really about developing people who are going to do the work. Unless you are going to go do the task yourself, then the development time you spend on the people who are going to do that task, whether they are going to lead people doing it or whether they are actually going to do it, every minute you spend on that is leveraged, is exponential return.