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you know, so I've got to admit that I made a mistake putting there and I have to admit that I wasn't close enough to what was going on. So, you got to watch those um the dashboard, employee engagement, the results, etc. And um that things were just not happening down there. But they were just very thankful and it was really comes down to waiting too long to make a change sometimes uh when you do that. In fact, we had a situation at one time I was also responsible for putting on the uh excuse me the um probably every other year we had a corporate center meeting.

This is the top uh probably 50 or 60 people at Cargill. So it was one of my tasks uh to work with our uh HR and and uh other individuals to help put this thing together. And we came up with the idea that each person in that room would stand up and say, "In the last six years, what thing am I most proud of and what things am I most sorry about?" And um often I would say probably 80% maybe 70% of them were I'm I'm sorry.

I saw it was a problem. I saw it was there. I'm the one who put him in there. I I waited too long. I gave him too much to break. And so and I I didn't want to face walk towards trouble in that sense. And so it was a uh a failure to address one person and you have 100 people below them who are suffering because of failing to take that one step towards addressing a problem or an issue.

And so it's really a it's a common issue where you've really got to walk towards trouble and you know and really get those things squared away not necessarily for that one individual but for the 99 or 100 people below them who are who are not getting the leadership they deserve in that situation. So, it's just another good lesson for me is to walk towards trouble and deal with those things and and the employees deserve that and and to just to be the best leader you can be and make sure they're providing the leadership training for them.