Newton’s first law of motion (also called the law of inertia), states that an object at rest will stay at rest, and an object in motion will stay in motion unless acted upon by an external force. While this principle is foundational in physics, it can be applied to the way we live our lives.
In our daily lives, it’s easy to remain at rest. We experience moments of doubt and confusion, low motivation, and a natural tendency to avoid change. This mental and emotional inertia can keep us stuck, making it difficult to take action or move forward. Organizations often reinforce this inertia with incentives that promote the perceived “safety” of maintaining the status quo.
As we age, this resistance to movement can become even stronger. We rely on past experiences, often using them as justifications for inaction. “It didn’t work before, so why would it work this time?” This mindset is a barrier to personal growth and fulfillment.
Unfortunately, a life at rest, devoid of risk and new experiences, can become empty and unfulfilling.
Our goal should be to actively push against the inertia holding us in place. This involves taking risks, trying new things, and offering our time and energy to others. Overcoming inertia requires a conscious effort to break free from the comfort of staying still.
The second part of Newton’s law of inertia emphasizes that an object in motion tends to stay in motion. This should be a powerful motivator. Once we start moving in a direction, it’s likely that we’ll continue to do so unless something actively stops us.
Turns out that those around us are battling their own inertia and may not have the energy to impede our progress.
By choosing to move, we can capitalize on opportunities that arise. While others remain stuck in their self-imposed rest, we can explore new paths, achieve our goals, and live our most fulfilling life long before they even notice what we’re doing.
Embrace the motion. Take action. Push past the barriers, especially self-imposed barriers. The world is full of opportunities for those who dare to tap into the Newtonian motion that’s available to each of us…all we have to do is move.
A little over a decade ago (time flies!), I wrote a post that introduced the concept of Goalprints. That post described a series of steps and questions that we should use to understand our unique Goalprint and determine if our lives are supporting (or not supporting) our goals.
I recently heard about the concept of an Ambition Audit… taking a step back to assess whether your ambitions are still relevant, achievable, and fulfilling. I realized that this concept complements the Goalprint exercise extremely well.
Here’s an updated post that integrates the Ambition Audit concept…plus I’ve added a handy cheat sheet that you can use for this exercise.
There’s a classic quote in business: “People who buy shovels don’t want shovels. They want to make holes or fill in holes as quickly and easily as possible.”
Chances are pretty good that you’re selling shovels to someone. Or maybe you dig the holes?
Either way, the planning, the shovel, the digging, and the hole itself are all merely steps along the way to achieving someone’s goals.
Are they achieving your goals? Maybe.
That all depends on whether you know what your goals are.
The funny thing about goals is that no one has the same goals. They may share some or agree on goals to pursue together. But no two people have the exact same goals.
Each of us has a Goalprint as unique as our fingerprint. It captures our passions, our dreams, and the specific goals we’ve laid out for our lives. Partially developed Goalprints live in our subconscious mind until we take the time to bring them into our conscious mind and fully define them.
Consciously defining our unique Goalprint isn’t easy. Nothing worthwhile ever is. But once defined, how do we ensure our goals remain relevant and truly reflective of who we are?
That’s where the Ambition Audit comes in—a powerful tool to regularly reassess and realign our goals with our evolving values and life circumstances. Combining the process of creating your Goalprint with an ambition audit ensures that your aspirations remain meaningful and motivating.
Here are the seven steps for creating and living your personal Goalprint, enhanced with the principles of an ambition audit:
Step 1: Define Your Passions
List the five things you are most passionate about and describe how you plan to center your life around these passions over the next five years. Are you willing to focus your life on this list? If not, maybe these aren’t really your passions.
Ambition Audit Tip: Regularly reassess these passions. Life changes, and so can the things that drive you. Ensure your passions remain true to your current self.
Step 2: Plan Your Experiences
Define at least seven things you plan to experience over the next ten years. This isn’t just a wish list—commit to these experiences. How many involve your top passions?
Ambition Audit Tip: Review this list annually. Are these experiences still aligned with your passions and values? Adjust as needed to keep your goals relevant.
Step 3: Financial Goals
Money isn’t everything, but it does make the world go around. Write down how much money or assets you plan to set aside for major expenditures in one year, five years, ten years, and twenty years. What income do you need to hit these targets? Start saving now.
Ambition Audit Tip: Revisit your financial goals periodically. Ensure they support your passions and experiences. Adjust savings and investments to stay on track.
Step 4: Define Your Future Self
Describe what you plan to be in one year, five years, ten years, and twenty years. This can be personal, professional, or anything else. Remember, being something is different than just where you choose to work. Make sure your future self supports what you’ve listed in the first three steps.
Ambition Audit Tip: Reflect on your future self regularly. Is this vision still inspiring? Does it align with your evolving values and circumstances?
Step 5: Align with Your Spouse
If you have a spouse or partner, compare, and discuss your Goalprints. What do you have in common? How will you accommodate and support each other’s Goalprints?
Ambition Audit Tip: Periodically revisit this conversation. Life changes, and so do relationships. Ensure your Goalprints remain compatible and mutually supportive.
Step 6: Hold Yourself Accountable
Commit to fulfilling what you’ve laid out in your Goalprint as you make decisions in your life. Define success on your own terms and stay true to your goals.
Ambition Audit Tip: Set regular check-ins to review your progress. Adjust your goals and actions to stay aligned with your ambitions.
Step 7: Annual Reassessment
Repeat this exercise once a year. Your Goalprint will change and grow over time—if you have the courage to let it.
Ambition Audit Tip: This annual review is your built-in ambition audit. Reflect on the past year, reassess your goals, and realign them with your current values and circumstances.
Your unique Goalprint, coupled with regular ambition audits, will guide you toward a life of purpose and fulfillment.
How about that cheat sheet? This is something I didn’t include in my original post, but I’ve had a few people ask me if a template or form exists. So, here’s an initial template that you can use. Just copy and paste this form into your favorite word processor and use it to capture your answers. Remember, there are no wrong answers in this exercise.
Step 1: Define Your Passions List the five things you are most passionate about and how you plan to center your life around these passions over the next five years.
Passion: _______________________________ • Plan: _______________________________ Ambition Audit Check: Are these passions still true to your current self? (Review annually) • Yes / No • Adjustments: _______________________________
Step 2: Plan Your Experiences Define at least seven things you plan to experience over the next ten years. Remember, these aren’t visionary fantasy goals. These are things you actually plan to do in the relative near term of the next decade (remember, decades go by quicker than we realize).
Experience: _______________________________ • Plan: _______________________________ Ambition Audit Check: Are these experiences still aligned with your passions and values? (Review annually) • Yes / No • Adjustments: _______________________________
Step 3: Financial Goals Write down your financial goals for major expenditures at different stages. One Year • Amount: _______________________________ • Income Plan: _______________________________ Five Years • Amount: _______________________________ • Income Plan: _______________________________ Ten Years • Amount: _______________________________ • Income Plan: _______________________________ Twenty Years • Amount: _______________________________ • Income Plan: _______________________________ Ambition Audit Check: Do these financial goals support your passions and experiences? (Review annually) • Yes / No • Adjustments: _______________________________
Step 4: Define Your Future Self Describe what you plan to be in one year, five years, ten years, and twenty years. One Year • Personal: _______________________________ • Professional: _______________________________ Five Years • Personal: _______________________________ • Professional: _______________________________ Ten Years • Personal: _______________________________ • Professional: _______________________________ Twenty Years • Personal: _______________________________ • Professional: _______________________________ Ambition Audit Check: Is this vision still inspiring and aligned with your values? (Review annually) • Yes / No • Adjustments: _______________________________
Step 5: Align with Your Spouse If applicable, compare and discuss your Goalprints with your spouse or partner. Common Goals: • ____________________________ • ____________________________ • ____________________________ Supporting Each Other’s Goalprints: • ____________________________ • ____________________________ • ____________________________ Ambition Audit Check: Are your Goalprints still compatible and mutually supportive? (Review annually) • Yes / No • Adjustments: _______________________________
Step 6: Hold Yourself Accountable Commit to your Goalprint by reflecting on the following: Decisions Made in Alignment: • ____________________________ • ____________________________ • ____________________________ Challenges Faced: • ____________________________ • ____________________________ • ____________________________ Successes Achieved: • ____________________________ • ____________________________ • ____________________________ Ambition Audit Check: Set regular check-ins to review progress. Adjust goals and actions to stay aligned. • Date of Next Review: _________________________ • Adjustments: _______________________________
Step 7: Annual Reassessment Repeat the entire exercise once a year. Reflect on the past year and realign your goals with your current values and circumstances. Reflection: • What has changed over the past year?_______________________________ • How have your goals evolved? ____________________________________ • What new passions or experiences have emerged?_____________________ Ambition Audit Check: Ensure your Goalprint is dynamic and reflective of your true self. • Date of Review: _______________________ • Adjustments: _______________________________
By using this template, you can create, evaluate, and adjust your personal Goalprint, ensuring that your ambitions stay relevant, achievable, and fulfilling. Embrace your journey of introspection and realignment to lead a life of purpose and fulfillment.
I’ve received (and read) lots of advice in my lifetime. I’ve even had an opportunity to give advice to others.
The most valuable piece of advice I’ve received was from my dear friend, Jay Scott, around 1991 or 1992 (paraphrasing):
“Mr. Dailey (we refer to each other formally, of course), everything in life comes down to writing a check. You want a new car? Write a check. You want to learn a new skill? Write a check. You want to add something nice to your house? Write a check. You’re either going to write the check or not. All the rest is just detail.”
When he said it, I didn’t think much of it. It sounded like a flippant observation that oversimplified life’s choices.
As I’ve lived my life and encountered tons of situations, opportunities, and decisions, I’ve come to realize the genius in his observation.
The check may be money…the literal meaning of the word “check.” Sometimes the check is the decision to invest something of your own personal value into an idea, an object, or a cause. The check becomes a commitment of your finite time and energy…and maybe your money.
The idea that all the rest is just detail reinforces the notion that while we may elaborate on our decisions with lengthy justifications or stories, at the core, it’s about that decisive moment of commitment.
I’ve found that most of the time I have my decision made about something within a minute of considering my alternatives (whatever they may be). Whether I act immediately on that decision (write the check) or wait some undetermined time period (sometimes years) is another matter.
I’ve applied this fundamental knowledge about humans and their check-writing decisions many times. If my boss says that he supports an idea or strategy, I try to get him to “write the check” about that support as quickly as possible. It’s easy to support an idea in the abstract or tell your employee that you support him or her. It’s something entirely different to then act on that support by “writing the check.”
If the boss (or anyone for that matter) talks about how they believe in something or they support something, if they’re not willing to write the check for it, you know they’re just telling a story. Only when they commit their check (money, time, reputation, etc.) to something are they truly supporting it. Another phrase, “having skin in the game” applies here. No skin in the game, no commitment.
It all comes down to writing the check.
p/c – Tommy Lisbin – Unsplash Why? This climber has written the check(s) and is fully committed to this task. And, the goal is in sight.
In the dim glow of his studio, the sculptor stood before a vast expanse of pristine clay, lost in thought. His mind danced with visions of what he would create—a masterpiece that would captivate hearts and minds, a testament to his skill and vision. Yet, before his hands could shape the clay, there were crucial steps to take, like preparing the raw material before the artistry could begin.
As he contemplated the sculpture taking form in his mind’s eye, he pondered the perspectives he would bring to his creation. Each angle, each curve held significance, and he knew that his vision would resonate differently with each observer. He envisioned the awe in their eyes, the whispers of admiration as they saw his work.
But this sculpture would be unlike any he had attempted before—it would be monumental, stretching skyward in grandeur. The clay alone would not suffice; he would need the finest materials that could withstand the test of time. Yet, the cost of these materials weighed heavily on his mind. It was a venture that would require more than just his own resources.
Thus, he embarked on a journey to seek investors—patrons who believed in his vision and were willing to invest in its realization. With their support, he would procure the materials necessary to bring his creation to life. But it was not just financial backing he sought; he needed a team of skilled artisans who would join him on this sculpting journey.
Finding the right team was no small feat. Each member would bring their own expertise and perspective, enriching the project with their unique talents. Yet, it was not just a matter of talent—they would need to share his passion and commitment, willing to sacrifice their own pursuits to see the vision through.
And so, he set out to assemble his team, each member drawn by the promise of being part of something extraordinary. Yet, he knew that their dedication could not go unrewarded. He would provide for them, ensuring they had the means to sustain themselves as they poured their hearts and souls into the project.
With each detail meticulously planned, he secured a space large enough to accommodate the monumental sculpture, a blank canvas upon which his vision would take shape. And in his heart, he held onto the hope that there would be a patron waiting in the wings, eager to claim his creation as their own. A customer.
As he surveyed the clay before him, he saw not just a mound of earth, but the embodiment of possibility—the first step in a journey that would culminate in something truly extraordinary.
With determination burning bright in his eyes, the sculptor began to mold the clay, each touch infused with passion and purpose. He knew that before the sculpture could stand tall, it must first be brought to life in the fertile soil of his imagination.
Sound familiar?
If you launch a new idea, a new project, a new company, or a new rocket…you’re the sculptor. You alone see your vision. To see this new vision come to life, you will need to gather others, inspire them, challenge them, and ultimately organize your new team toward the goal of making your vision a reality.
It won’t be easy. Great things never are. You’ll risk failure at every turn. You’ll have to overcome challenges you never knew existed.
But you’ll never achieve meaningful success in your project (whatever it is) without taking the risk, making the clay, gathering your team, and ultimately bringing your vision to life.
I have one favor to ask: If you like this content and think someone else will like it as well, please forward this post to them.
The belief that doing everything yourself is faster can limit growth. Training and empowering your team leads to expanded capabilities, time for strategic initiatives, and a strong organizational culture.
p/c: Andrea Gian – Unsplash
“It’ll be faster for me to just handle this task now and get it done.”
“It’ll take me more time to train someone how to do this than it will take me to do it myself.”
“I’ll just take care of this task myself and get it out of the way.”
Sound familiar?
It’s easy to fall into this trap of thinking that doing everything yourself is the most efficient way to get things done. This mindset not only limits your own growth and potential but also minimizes your team’s and your organization’s potential.
Investing your time in training and supporting your direct reports is not just beneficial—it’s essential for long-term success.
Here’s why:
Trust and Empowerment: When you take the time to train your team members, you show them that you trust their abilities. This trust fosters a sense of empowerment, motivating them to take on new challenges and responsibilities with confidence.
Expanded Capabilities: By preparing your team for their next levels of challenge, you expand their capabilities and push their limits outward. Consider this: Instead of just solving today’s problems, imagine if your team could handle tomorrow’s challenges without you needing to intervene. As they tackle new tasks and acquire new skills, they become stronger and more versatile contributors to the organization.
Time Management: While it may seem faster to handle tasks yourself in the short term, investing in training your team ultimately frees up your time for higher-level responsibilities. Imagine if you could focus on strategic initiatives, process improvement, and growth opportunities for the organization, rather than being bogged down in day-to-day tasks.
Cultural Impact: Creating a culture of learning and growth within your team not only boosts morale but also strengthens the entire organization. When your team members feel challenged and supported in their professional development, they’re more engaged and motivated to contribute their best work.
Preparation for Growth: By nurturing the skills and talents of your team members, you’re preparing the organization to adapt and grow. A team that is continuously learning and evolving is better equipped to handle the new challenges that are just around the corner (whether you see them coming, or not).
Neglecting your team’s development can have serious consequences. Employees who feel stagnant and unchallenged are more likely to become disengaged. Disengaged employees will leave, or worse, they’ll choose to stay and become seat warmers—adding nothing valuable to the organization.
People want to learn. They want to be challenged. They are most engaged when they’re pushing the boundaries of their capability, taking on new skills, and becoming more valuable to their organization.
The adage of “it’s faster to do it myself” is short-sighted and will limit your career growth.
Take the time to train and support your team. You will multiply your effectiveness and create a powerful culture of empowerment and continuous improvement within your organization.
There isn’t a human being on this planet who can carry an entire organization themselves…
Whether you run a Fortune 500 company or a one-person shop, your ability to delegate will be the difference between success and failure. Delegation may be to an employee or a trusted vendor.
Delegation allows you to multiply yourself. It also provides an opportunity for your direct reports to grow within your company.
Right about now, you should be nodding and saying, “Obviously, Bob, tell me something I don’t know!”
So, you understand the importance of delegating. Awesome!
Consider these questions about what you’re delegating, based on the way some managers and company owners I’ve worked with over the past 35 years view the topic:
When you delegate, are you focusing on your schedule, or on your direct reports’ growth?
Do you view delegation as the art of offloading tasks you don’t want to do, or tasks that are better suited to the expertise of one or more of your direct reports?
Do your direct reports own a specific role or job that’s critical to your organization, or are they merely one of your assistants, waiting for a list of today’s tasks to come from you?
If you draw a flowchart of how your organization functions, how many of the process lines route through your head where some type of decision or approval takes place before the process can move to its next step?
How many employees do you have waiting to talk to you? Do you feel empowered by how long the line out your door is each day?
When faced with a crisis, or a short-term deadline, do you pull back all that you’ve delegated so you can do everything yourself to make sure it’s right?
When you delegate the responsibility for a task to an employee, do you trust them enough to also delegate the authority they need to own that task? If not, why not?
I worked with a manager many years ago who told me how great it was that he had a line of people waiting to see him every time he came back to his office. He said it was the first time he had felt important in his life. Wrong answer, Mr. Important Guy!
I worked with another who told me that, “These people (referring to pretty much everyone in his department) don’t work well under pressure. Whenever we have a tight deadline on a deliverable, I usually stay late and get it done myself. That way I know it’s right.” Wrong answer, Mr. Martyr!
There isn’t a human being on this planet who can carry an entire organization themselves…even though many try. Sometimes, they even fool themselves (and others) into thinking they do it successfully.
The power of any organization comes from its ability to properly delegate, multiply its talent, and foster employee growth. By the way, sometimes the cost of that growth is allowing your employees to make mistakes, or to successfully complete a task in a different way than you would have.
Get delegation right, and everyone wins. Get it wrong, and your employees will stop learning. Their motivation will wane and your organization will ultimately fail.
The accounting definition of goodwill describes it as the established reputation of a business, quantifiable by taking the fair market value of the tangible assets of a company, subtracting that amount from the full purchase price, blah, blah, blah.
The accounting definition is important, but the goodwill I’m interested in is your personal goodwill, which is measured with the answers to these questions (in no particular order):
Do you have a personal reputation as a good person?
Are you a person who can be trusted?
Are you reliable?
Do you work with others based on honesty and integrity first, above all else?
When people describe you to others, do they do so fondly or derisively?
Are you a person who people want to be around?
Do you repel people, or gather people?
Do you have a track record of acting fairly in all situations?
Do you serve others first?
When the proverbial chips are down and everything is going wrong, can others rely on you to rise above the chaos, identify root causes, and get to work solving the problems?
Are you known as the person who runs from trouble?
Are you the one who looks to blame rather than solve?
The answers to these questions will matter more to your long-term success than any college degree or career accomplishment you may achieve.
Your actions and attitudes will show people your answers more vividly than anything you say.
It’s easy to say words like honesty, integrity, trustworthiness, or empathy. The real test is how you act and what you choose to do, whether or not other people are watching.
Show me a team of people who don’t value their own personal goodwill or that of their teammates, and I’ll show you a team that fails 99 times out of 100.
The most important choices you’ll make in life are the ones that either add value to, or take value away from your personal goodwill.
Choose wisely. Your happiness and success depend on it.
The easiest approach is to prematurely judge, declare failure and decide who to blame…
Should a new home construction project be judged when only its blueprint exists? How about when the site has been prepared? What about when the materials like wood, rebar, and electrical conduit are delivered?
Should we wait to judge the home build until the framing is complete? Should we wait until the walls and roof are added? Or, wait until all the windows are installed? What about the paint and other finishing touches on the house? Should you wait for those to be completed?
Can you judge the success of the home build before it’s finished?
When making chocolate chip cookies, do you judge the success of the cookies while mixing the ingredients? How about when the chocolate chips are poured into the batter?
What if the recipe called for real butter, but you only have that non-diary butter substitute that’s supposed to be healthier than butter? Are your cookies doomed at that point? Should you call-off the project and declare it a failure?
Assuming you’ve made it past the butter/non-dairy butter issue, is it right to judge the cookies after they’re spooned out onto the cookie sheet, but not yet baked?
Just before placing those filled cookie sheets into the preheated oven, is that the time to re-evaluate the entire cookie-making process to determine if it’s failing? Should you call a meeting to discuss whether the cooking temperature listed in the recipe is the correct one for your cookies?
Houses and cookies are obvious examples of “projects” that have a lot of moving parts. They build from a set of raw ingredients, mixed with time and effort, into a completed item.
What about less obvious events in our lives? When’s the right time to judge these for success or failure (using whatever measures you’ve chosen)?
new job
new business
new business strategy
new information system
new software development project
new friends
new marriage
new workout regimen
new hobby
new home
The easiest approach is to prematurely judge, declare failure and decide who to blame. Failure is comforting. The status quo is easy.
The new thing is never easy. Creating something new is almost always uncomfortable.
When we judge too early, failure soon follows.
By the way, the cookies were amazing, but not until they came out of the oven.
“If you get your ego in your way, you will only look to other people and circumstances to blame.” –Jocko Willink
Here’s a thought experiment…
Looking back over the past few weeks (or months, or years), how many times did you blame:
someone
some thing
traffic
an injury
a disability
the weather
the economy
the government
your boss
your employee
social media
a company
a bad memory
anything but yourself?
No matter the subject, there are plenty of candidates for our blame…as long as we can aim it outward.
Our ego prefers blaming “the other” rather than accepting responsibility. Life’s easier that way.
Blame doesn’t just apply to things that happened in the past. Blame is most powerful (and crippling) when it prevents something from happening in the future:
I won’t be able to make it out there tomorrow. The traffic is just too crazy at that time.
I hate this job, but I don’t have time to learn a new trade.
I’d love to help you move, but with my bad back, I wouldn’t be very helpful.
There’s no way I’d ever start my own business in this economy. Besides, who needs all the government regulations and hassle?
It’s way too cold out there to go for a walk today.
I’d love to travel more, but there’s no way my boss would ever give me the time off.
How many times have you used blame to avoid doing something new, or something that could fail?
Blame is useful when it establishes a foundation for improvement. When it represents a first step toward identifying root causes that can be solved.
Beyond that, blame has very little value, except stroking our ego (and keeping us nice and warm in our cacoon of status quo).
“We had an awesome meeting yesterday. We finalized our growth plans for next year. We’ll be presenting them to the CFO next week.”
“That conference was amazing. The speakers really hit the nail on the head about what’s coming in our industry.”
“We finished all the employee reviews before the deadline. We start every year with this fire drill! I’m glad that’s behind us!”
“This new software update will finally fix our scheduling problems.”
“The year-end financials are done, and our tax filing is happening on time this year.”
“Our new branding colors are excellent. They really pop on our mobile app!”
“The holiday party committee met, and we’ve got our recommendations for the venue and party theme this year. When can we meet to finalize the plans so we can put money down on the venue?”
What do all of these have in common?
They’re all statements I’ve heard, or said, during my professional career. I could’ve rattled off 30 more sentences just like these. All would have represented important activities, milestones, discoveries, inventions, process improvements, or events within the companies I’ve managed (or owned).
But, none of them represented what our customers think. The customer, in this case, is the person or company that’s paying us for our products and services.
None of the sentences describe us communicating directly with our customers or our prospective customers.
None of them focus on why our customers use our products and services.
None provide a greater understanding of how our customers relate to us.
None help us understand how important we are (or aren’t) in their life.
Are we just a faceless machine that delivers something our customer needs at this moment? Are we merely a utility to them?
If we disappeared tomorrow, would they miss us?
Do they know who we are as a company? Do they know anything about our values? Do we know what our values are at this company?
Do they care about our branding colors, or that we’re having a nice holiday party this year? Probably not.
Even when we fail to ask, our customers have powerful ways to tell us how we’re doing:
When they continue paying us, we know that they value what we’re doing today. They haven’t found anyone else who does it better, cheaper, or both. They haven’t found anyone that they think cares more about them than we do. We’ve won today.
When they call or write to complain or ask for something new and improved, we can infer that they care enough to ask. They trust that we’ll listen. Our response lets them know whether their trust is well-placed, or not.
Winning today is nice. Winning tomorrow, next week, next month, and next year is far more important when it comes to customers.
While we take care of all the tasks associated with keeping our organization afloat, it’s easy to forget why our organization exists in the first place: to serve our customers and attract new ones.
The customer is the only reason we exist.
Something to keep in mind the next time you put off calling your customer back until after you’ve finalized your company’s holiday party plans.
P.S. This riff about customers applies to our internal customers as well. After all, our internal customers are often the ones who deliver service to our external customers. If we fail to serve our internal customers, you can easily guess what’s going to happen to our external customers.
Grandpa Bob Encouraging Leadership 
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