Air Force Reserve Command Diversity and Inclusion Discussion with Air Force Reserve Command Commander Lt. Gen. Rich Scobee, Air Force REserve Command Command Chief Tim White and Air Force Reserve Command Chief, Diversity and Inclusion Officer, Mr. Lee Floyd.
Transcript
But team, this is Ah, Tim. White Command Chief airports preserved command. And I’m here with my wing band and my boss. The one and only Lieutenant General Richard Scobie, the commander of Air Force Reserve Command and chief of Air Force Reserve. We got a special guest for you today, Mr Lee Folk Floyd, our chief biodiversity diversity and inclusion officer. We’re going to talk about a few things. This is gonna be a free flowing discussion. So before we kind of get into it, I want to turn it over. Toe Lee, just economy can. And just introduce yourself, Lee, and tell us what you do for the command. Thank you much, Chief and Boston also thank you for inviting me to be a part of this discussion. I am the chief diversity inclusion officer for the command. And in this capacity, it is incumbent upon me to ensure that we in grain diversity and inclusion to the fiber of everything that we do. Considering what we’ve had taken place in the country in recent months, it has become extremely important that we not only have these types of discussions, but it would take a good hard look at everything that we’re doing, the processes that procedures that are part of the command and ensure that we’re not doing anything from preventing our members from rising to the highest level of responsibility. So we’ve been busy, but that’s part of the job. But we’re certain we’re going to get what we need to go at the end of the day. Hey, so leave. You don’t mind, man. Hey, I’m gonna I’m gonna kick this thing off and I’ll tell you that. So the beauty of the Boston I have been being in this assignment is that we have a team team, always looks out for our best interests, and they want to protect us. So they kind of sit Dustin Mosque thieves. They wanted to ask you that work within the hash mark. But that’s the same time at the end. We want to hear from must and they want, and they want to hear it straight from Mom, and they want to hear it straight. So hey, I pretty saved Some of those are promoting questions, but we’re going to get right down to business and talk about an address. What needs to be talked about what needs to be addressed. So I’m gonna I’m gonna start off me because you mentioned just the the issue that we’re dealing with right now, especially when it comes Teoh racing pigeons in qualities of justice, those things across the country right now. So what up would have found is that senior leaders either either over maybe unequipped or even sometimes unwilling, I think just to take type of these issues and talk about there’s head on, what advice do you have for senior meters? That may be watching. What are some of the risk if we don’t get out in front of this theme? Asi relieves, you know. Thank you for that question, Chief. It’s and I’ve had the answer to this question quite a bit lately. So, leaders, the first thing that I would say to you all is this lead You were placed in the position that you currently hold for the skill set that you bring to the war fight. So lead need from the from the front. Secondly, I will say this we cannot afford for you our leaders to sure your to show your fear in the area of race relations we need for you to embrace the differences, to encourage our members and let them know that it’s okay for us to be different. Number two, it’s okay for us to start this dialogue that we’ve been not having in our past. Part of the problem that we have right now is that we have have not allowed ourselves to be uncomfortable. We run from the discomfort we seek the easy route, as opposed to coming face to face with the issues that created the problems that we currently have right now. Hey, no one of the other things here, that about being a chief and about being a leader is that all leaders make steaks. And I just made a huge one. Why not introducing my boss? Give him the time opportunity that, uh, speak the leader of the Air Force Reserve Command. The Chief Up Air Force Reserve, our fearless leader, General Scobie over the user for some context. Mr Floyd and Chief mind my wingman. You Earl, You are never in correcting where you conduct business, that’s for sure. But I will say first of all, thanks. Thanks for a couple things. One Thanks, Chief, for taking on this responsibility you know, as all of our air and you know, you and I, our leadership team and we work together along with their spouses to ensure that we take care of our 7 4000 people. And part of that is talking about diversity inclusion. And I will say, you know, is we went through these things. I couldn’t have a better teammate and we have a mystery bullet. I’ve known him for many years and have learned to trust his judgment and his expertise, especially in these on really tough issues that we’ve been going through. And I don’t know, you know, when we look back at what happened over the last few months in our country, especially when it comes to really getting after the issues of racial inequality, not only across our country and our forces, Well, that were that. We’ve been looking at one of the things that I always thought we were meeting the Air Force and how we do diversity inclusion. But I don’t I wouldn’t say I was blind, but I certainly looking back, I didn’t have 2020 vision of things were going on, and a lot of this is really brought to the surface. Some of the things that I know that we can do better at and with Mr Boies leadership. I know that we are. But I can tell you this is not going to just pass us by. We are not going to just wait for this crisis to be over. And they were to go back to business as usual. What’s gonna happen is going to take this opportunity just like Mr Floyd started out talking about. We’re gonna take this opportunity and we’re going Teoh continue to make a difference. And I’ll tell you how we’re gonna do that. We’re gonna do that with ownership. We’re gonna own this problem. There are things within our commanding with the Air Force that have to be changed because they were set up to create inequality. But they certainly do create some inequality. We’re gonna look at everything from how we promote how we punish how we further people’s career. We’re gonna make sure that we’re looking at those things go for and we’re gonna own the problem that we have. If the thing is the words that we use, we’re going to continue to discuss diversity. Inclusion is we go forward, and I’m gonna ask Mr Floyd that talks a little bit about that here in a second. The last thing is, our actions are airmen are gonna judge us. They do every day by what we do to make sure that we take care of them and their families. And this is gonna be part of this, You know, the command shinbone. I Every day you show up to work. We have a smile on our face because we work incredible organization where we feel valued. And I just would be a pretty hill house, the organization that them two people running it to feel that way. But we feel valued. Every one of our airman deserves that saying feeling when they walked to the door. And it’s regardless of their gender, ethnicity, racial, race, race are their sexual orientation. All these things have no bearing on how much somebody contributes to our organization. So we’re gonna continue to do those things. So while I have the might, Chief, because I know you’re wanting to take it away from me, but I would like to be Oh, on Mr Floyd as we go forward. Could you kind of talk to us about was how we have always said in the Reserve Command to talk about diversity. Inclusion within our organizations are 45 wing were win equivalents. And how do you see it going forward in the future? Based on the conversations that three of us Thank you so much, boss for that. And again, I want to thank you and the chief for everything that you all doing the day to day basis to ensure that we have fairness and quality throughout the command. So in response to your question So the things that we’ve done and I want to go, I want to step back a little bit. I want to talk about some of things that we’ve done since the early nineties, if you don’t mind. And as you recall, we started way back in the day with one of the well, what counter sitting and members Major General McNeill, Joseph and Neal. Hey was our chair of our diversity of the Human Resource Development Council and what we did with the H R. D. C. Was we ingrained or we infused a lot of the elements of diversity and inclusion, retention, promotions, utilization of skill, this charge involuntary, equal opportunity and treatment all of those things, promotions and education on the things that you’re currently talking about, we here in this command. We have been taking a look at those things for a long, long time. So how are we better suited than to deal with this than a lot of the other federal agencies? Number one is that we have not waited for the world to tell us that we need to be concerned about diversity and inclusion. We have been ensuring that each and every member of our organization know that they are valued member of organization now, whether or not they believe that it’s a totally different story. But that’s what is going on now in France to re emphasize the fact that Number one if we bring you on the team, you’re going to utilize to your fullest potential. No one’s gonna place in the artificial barriers that might prevent you from rising to the highest level of responsibility possible. So when in doing that, what we’ve done is we’ve created a way of life, not another program, but a way of existing within this man within this framework whereby every member has the freedom to contribute. Every member knows that they’re empowered if there is something that is preventing them, that there is to be someone within the 10 command to address that wrongdoing. So, Boss, I want to say to you, it’s all of those folks that are currently listening that we have not said. I really buy that We have been proactive in this approach and we’re going to continue to do that now. What we currently doing? Number one. We are framing unconscious bias cross cultural awareness to all of our week. As you know, room established that our vice commanders, our diversity and inclusion program managers and they in themselves have selected members from within their respective wings toe actually execute the program or the initiative that we come within the area of diversity. But we taken it a step further myself as well as my deputy. We’re going to undergo some facilitation unconscious bias with some attention training next week, and that’s going to enable us to actually bring members and from each and every one of our wings, trained them in the skill of facilitating unconscious bias in those things. And now we’re gonna have a critical mass. Then we can start flowing a lot of these skills and tactics out there in the wind themselves. So those other things that we currently have going on hey, being that’s great. Go ahead, Tim. No, Glatzer always going to say is, uh, you know, I can’t tell you how much I appreciate all the things that you brought to the fight for us up to this point. What do you see Going forward in the future? Well, I’m hoping that your whoever takes your seat when you’re gone and whoever replaces the chief that they have the same passion, 40 quality and fairness that you all going to the fight I It is my vision to grow our diversity branch, bring on some more members so that we could do constant data analysis, outreach and marketing, education and training so that we don’t fall back into trap that some of us have fallen into thus far. So now that the iron is hot, we want to continue to strike. And we want to make sure that d and I is not another program. It falls off the tape. What becomes a way of life for us here in his command. Well, so, Mr Floyd, you hit on something that is close to my heart, and it’s two pieces to it. One is we put resource is on the things that our priority for a command. So you can bet that we’re going Teoh figure out the best way to resource some of this, uh, especially the d and I things that you’re trying to get after. And I know that program is gonna work well for us. So the chief and I are gonna put Resource is after of some of those programs on. The other thing is making sure that we’re involved. I guarantee you that whoever replaces me, whoever replaces Well, whoever comes after the chief, no bacon replace our chief. Whoever come back here, Chief, um, those folks will have this in their d n a. And I’ll tell you why is because of the things that we’ve tried to do in our command is built three types of culture is a culture of compliance lives and doing the things we need to do as a command to produce combat power. It’s a culture of being in the reserves and what that means, because we’re on the reserves for a specific reason. And it’s a culture of diversity, inclusion. That’s a culture that has toe be underpinned everything else that we do. Because when we start to have an organization where all those barriers start to melt away and we can just get after the work that we need to do and everybody feels like they’re valued just like we said before, that is what’s gonna be? That’s what success looks like. And that’s how we’re gonna measure. Thanks, Mr Floyd. I’ll turn it over to the command, See for the next question. All right. Hey, thanks, boss. And Mr Floyd, you mentioned unconscious bias. And I can tell you, as leaders, we like to think that we can see with the nose blind spots. But I tell you what I had and an episode of that just they had to go to an auto part. Other parts store, toe, get something from my vehicle, walked in. There’s a female and there is a male both at counters. And guess what? I bypassed the female. I immediately went to the male because he is going to help me with with my problem. We’re talking about them an auto parts store. And with found out after he couldn’t help me, he turned to her, really knew what was going on. And then she was the one that end up. It’s gonna be fixing my problems. She happened to be the manager and the subject matter expert for for for basically for the store. So what do you say it? So I seen it myself. And I kind of get over that look and she looked and it was kind of one of those things that Hey, guess what? It just happens all the time. That and that’s really so what are you saying? The leaders who say that all is OCP is All I see is red, white and blue. I don’t see any color. I have no unconscious bias. What kind of pit balls are they subjected themselves to? Well, that they’re opening themselves up for number one to be challenged on number two for ridicule. Number one is this cheap? Let me let me talk a little bit about the unconscious bias. Peace first, if you don’t mind. I think what is happening to a lot of us is that we are. We look at the title of the tournament conscious bias, and we see it as a negative. What we need to start understanding is that if you are human being, if you breathe air, if you have a brain, you have unconscious bias. No human is excluded or exempt from unconscious biases, but unconscious bias in and of itself is not necessarily a bad thing. It is just a human thing that happens to all of us. It’s based on preferences, and there’s a fist sized part of your brain that deals with the senses and deals with this unconscious bias thing. So you doing things every day that you don’t realize you do. Two. Key tune. Overcoming unconscious biases. Number one acknowledging the fact that you have unconscious bias, the number two working towards mitigating those things that create an opportunity for you to rely on unconscious bias. We know that stress. We know that hi Ops Temple and all those things it places of in a position to go to the easy to quick, faster right now so unconscious by this feeds on those types of things we have to know and get to a point of recognition and realizing when those unconscious biases are starting to kick in. So that’s their conscious bias. So Number two is simply this for those who would tend to believe that they do not have a conscious bias. And I have spoken to a lot of leaders in recent months. You say I’m not biased. I’m failing. Treat everybody greatly. When I look out across the world, I don’t see color. I see it. Here’s what I say to them. Number one. Stop lying to your troops because there is no way in the world for you to look at me and not see that I’m a black man. So you just like me from told me you don’t see color. It’s OK from you see color. It’s OK for me to see differences. It is those differences that gives us the strength and the power that we have. So that’s what I would say that our lives let’s start embracing the differences that start embracing those things that are unique to the individual and utilizing them to help us put bottom will start to accomplish our mission. It’s a simple is that boss over to you for any comments or or the next question. And thanks for that answer. You’re welcome, Mr Floyd. I tell you, the you hit the nail on the head and, uh, I’ll tell you what the chief and iron looking for in an organization, we’re looking for people that are different. You know the reason why the command chief and I take every decision, Breathe together, you know, And that is hard to get our schedules together sometime Chiefs got, he’s got. He’s got his personal schedule of of, ah, best to go to alls in extravagant events. And I have I have meetings to go to the injury. But get our schedules together is really tough. But whenever we do a decision brief, we take it together. And the reason why is is because I don’t have all the answers myself. And if I have a discussion with Comanche about what’s going on, he represents 75% of who we are in our great enlisted force. And so I grew up in the officer stovepipe, and, uh and that is the lens through which I look at things that Manji grew up is an incredible young senior now, not the mission officer, and that’s a lens that he sees things. So when we make decisions that are gonna affect our force, it makes sense that we would make those decisions together in orderto maximize the benefit to our people. Not only that, but I grew up in a different in a different environment, different family environment than the command she did and different parts of the country. And all those differences really help us with what we’re trying to accomplish because we see things a little bit different, so embracing the difference is that you just talked about. That’s exactly right. When I go into a meeting, I asked different people about their opinions on things, not because I don’t think I’m capable of making a good decision, but I just want to make sure that I have if I have time when I want to make sure we have all the information necessary to make the best decision for our command, if I have to make a split decisions. But second decision, you know I’m a fighter pilot and I also see the world through that lens, and I am very capable of making those decisions so. But given the amount of time and the resource that we have in our command, I would much rather make a decision that is awful and consider it of everybody we have. And I couldn’t do that only when I have people like our community who we are very fortunate to have in our command, because he takes that same approach and if he needs more information in the last more information as we go forward and that has made all these decisions better and I’ll start off for the 1st 1 We made together getting ready. No pain, no points. There may be some. There are some reasons why no pain, no points was, was made, and you kept it that there are more reasons why we got rid of it. It’s because it’s because of great leadership people standing up and taking a stand. What effects are our airman? That makes the difference. So, um, seeing people is different and what they bring in the table and including them in the decisions. I have made all the difference for me in my career, that’s for sure. So I get to know the chief, defer to me for the next question This is what I wanted to ask that boy. So you hear a lot of the senior leaders saying, Uh, hey, we have to be able to be prepared and be able to have tough conversations, uncomfortable conversations, and to me as we start down this path, I’m not having uncomfortable conversations, you know, They’re Declan conversations that I would have never had if it wasn’t for the things that happened in our country, that’s for sure. But when it seems to me that it’s kind of a buzzword, but I want to get your take on it, what is? What does it mean when somebody says, Hey, we need to be prepared to have uncomfortable compositions. There’s there’s actually two parts to that Marcelo number one. I think one must first ask themselves, What about the conversation Makes me uncomfortable, and I will tell you that it is more about the individual having the discussion. Then it is the topic of discussion. So that is that is first and foremost. But secondly, I would say this again. I want to reiterate something that I said up front, you have placed a lot of your leaders and the positions that they’re in because of the trust that you have in there and they’ve gone through training and schools and all these things. So I would say to you that a lot of these discussions that people are calling uncomfortable discussions will it shouldn’t be a company. They should just be a discussion of differences. It should be discussion. A discussion based on the fact that I’m coming, I’m coming from a position where I don’t know much about the topic. I’m relying on Knew that good news, some additional infant information that will help me grow from that particular area. So what we can’t do is keep approaching each other with varying between Issa Beri of defensiveness of barrier of ignorance. The more we know about this stuff, the more time with wouldn’t tell them, the better. We’re gonna be suited to deal with these conversations, if you will. And we’ll stop calling them difficult conversation. But we’ll hold them much needed conversation. No, I like you kind of station a whole lot better. That’s great. Thanks. You’re welcome, sir. Thank you. Hey, Mr Ford. Hey, I wanna I wanna piggyback on something. Boss just said he talked about uncomfortable conversations in. We’ve had plenty of conversations and I can tell you, if you want to see a dream, get uncomfortable biloute languages get uncomfortable, you throw out a term or the phrase white privilege. Now, I don’t know exactly what white privilege is. I do. We were having this conversation. I was having this conversation with one of my peers, and I can certainly understand how someone could be offended by saying that. Hey, guess what I was I was given a leg up because the color of my skin or I didn’t have to work are are I had to work just as hard as you did to get where you are. So how is that a privilege? Just as I would be offended if someone was to say that. Hey, guess what? I was hired under affirmative acts, and I wasn’t qualified for the role but goes up the color of my skin. So we were having this conversation in, Although I can’t give you a definition of what that turn white fruit, which is what I did say to my peer waas. I do know this that no one will ever question your No one will ever say to you that you will hire just because you’re black? And I know that there are some folks that possibly think that and even in, say that in certain circles, when it comes to either people on, like myself, maybe someone like cheap mess start in the Air Force who happen to be black in and and in these type of position. So what is that? What is that term exactly mean? And why does that make people So, um Come, Chief, thank you. That is a really good question and a lot off, you know, going across the country and a lot of these crucial conversation that I’ve been having with wings. And I think we even have this discussion out at a RPC last week when I was out visiting the leadership up there on this topic of discussion actually came up. So white privilege is actually a societal privileges that benefits whites over non whites. Uh, in some societies, particularly in the area of, you know, social, political, economic circumstances. But here’s the problem with white privilege or the term white privilege. A lot of people tend to want to associate the turn. White papers with racism or racist, when in essence, nothing could be farther from the truth. Having white privilege and recognizing it is not racist but white primitive this because of historic doing racist and biased practices in this country. Therefore, defining white privilege also requires that everyone means to fully understand the definitions of racism as well as bias. Thus are continuing education training in the area of one constant by his cross culture, where it is in those types of things. But I would also want to add this chief is that we really need to stop getting defensive. And I think that is one of the big Barry’s that we’re seeing and having these discussions. I will say that our like chairman uh, I would say this when you hear the term white privilege Stop, take a breath and ask yourself this question. What exactly are they safe? What is it? Is it really me? We know this. That ignorance has become a a really big part of the issues and problems and concerns that we’re facing in this very of race. Formacion. We realized that we don’t know as much as we should know about the people that we sit work beside every day, Chief. So I’m gonna say to a lot of my white leaders a lot of my, my, my, uh uh, fellow hear me that terminology in and of itself is not a bad thing. Understanding were like thereof is what the real issue is. So don’t reframe to engage someone. And if they want to talk about white privilege, you need to understand or even ask this question. Well, when you say white, really? Exactly. What is it that you’re talking about so that there’s clarification. So there’s no misunderstanding. If a person has caught him, someone of races, let’s make sure Hey, yeah, I’m calling you a racist, but if they’re just merely saying that, that’s what When you wake up every day, you don’t have to think about going to the store and being followed a little being pulled over and shatter. Telling the kids for giving them the story are having the talk with them. When you get up every day you talk about going on. Think about going to work, join your they can just enjoying life. Well, some of us don’t have the privilege event. Some of us don’t have the the benefit of being able to so to think about that. In that alone, all those other things are part of our lives as well. So I think that the more understanding we have of each other, the more appreciation we have for each other. The more we take time to get to know each other in the differences that we bring to the war fight, the better we’re gonna be able be able these terminologies such as white perch. I remember when I first coc course from you and I don’t know if you remember or not, but there’s there’s basically about four areas that we don’t talk about in, and it’s been pretty much is taboo. And that’s, Ah, sexual orientation. Religion, politics. Now, as far as a zoo, uh, you know, religion. I think we’ve come a long way with that and certain laws of changes for a sexual orientation. I’m a long way, but still this this this race in and politics thing is still when we talk about being in the workplace, it can be still taboo. You have we, um, because you talked about these you’re doing since the nineties. Have we been doing it. And we’ve been getting that wrong, in your opinion, by not having these conversations about going upstairs. So So, uh, part and ingrained in our culture Have we’ve been getting that wrong? Yeah, I believe we have. Chief, that’s an awesome question. What I see in that area is this for it forever. We’ve refused to talk about those things that are really, really, really important to religion, politics, sexual orientation, all those types of things. And I think the standing rule has been You don’t talk politics or religion in the workplace. Well, look where we’re at right now. Look what has got us, All right. And we found out that in the e old, really 95% of all of their appeal cases between friends, people who know themselves well, here’s why that’s the case. The reason for that is because I sit beside you all day, every day. I don’t know what your values, your beliefs, your you know what’s important you because I don’t talk to you. And here I am, sitting there making these race or sexual jokes or comments while in and I’m offending you all the time. So now against what? I’ve had enough. Go away. File a complaint against you? Well, I didn’t know I was offended. Well, why did you know? Because we didn’t talk to each other. I would say this. We need to get to a point where that becomes okay. But I will say I would also say teeth that you just can’t walk in the office on any given day and start talking about that stuff. We have to do the legwork. We’ve gotta build a foundation, trust in each other so that when we have these discussions, it is about the topic and not about us as individuals. And that is the problem with having that discussion. It’s not the topic of discussion. That is the issue. It is the individuals that are having a discussion. We’ve just not learned how to trust each other. We have not learned how to value each other opinion. Here’s how that should look. Chief. You tell me your opinion. What’s important? You I share mine with you. At the end of day, we go after turn that rich get that aircraft in a year. It’s just simple, is that But we have not gotten to that point, and that’s what we need to be. So I’ve been telling them I’ve been selling the work. It’s OK, go out there. Talk about politics, talk about religion, Talk about those things that’s important to you. We got to get away from those old archaic thought processes and thinking from yesteryear. We gotta move the ball right now. Great question, Chief Boss, over to you for a Lee man. I appreciate peace. Appreciate that response, boss. Anything had on that question or topic? You know, I got there’s, uh there’s three things that I really want to say. It’s not about that last top, because I think was Floyd covered it. Really? Well, um, here my three things one is, uh Miss Floy is incredible. Airman, um and I want to thank him for his service to this country, which has been extensive but also to this command and especially in what we’re doing with D and I. If I look across all the manage comes there. 10 match comes in our Air Force. Nobody is as far along as we are with setting up a structure to make sure that we are addressing the issues and putting the resource is to bear against a problem that we see in our community, in our air force in the department defense across the nation. My goal is for us and observe command to be the example for our Air Force. Actually, we are already that Mr Floyd’s of programs are being benchmarked across. A lot of the magic comes right now and probably all of the movies, but when I want to be is I want to be the organization that everybody points to and goes, Hey, the Air Force Reserve commanded Got it right. What can we do to be more like them? And then when I want our airman to be able to do is say, Dad is a place I want to serve because I know you buy things that vibrate. So my first thing I wanted to say is thanks to Mr Ford, the second thing is, thanks to my on my wingman, the command chief, Tim White, is one of the finest humans I’ve had a chance to serve with in my career. It’s been expended, great honor, to be able to meet the challenges that we face every game, our command, with somebody of his character, and that has been that has been fantastic. I hate to say nice things about in one’s listening by them, but but I promise you all that is it’s absolutely true. And the last thing I want to say is to our airman. Um, you deserve to show up to work every day in organizations that values you for what you bring to the table. It sees how you’re different but embraces those difference, because the perspective that you bring is going to make us better when we are able to do that when we have a culture of including everybody, regardless how they grew up, what color of skin is their gender, such orientation, you name it, whatever their differences are, well, we can see past their differences and embrace those. So we make better decisions for our airman and better decisions for combat power that you produce for America. This is gonna be an incredible organization apart. It already is, but we need to do more. We need to make it better, and we can only do that with your help. So if you’re out there and you see problems in the organization, talk about those problems. You’re not being hurt. Make sure you raise it to the next level. The reason why we need commanders and organizations is to solve bobbles. The reason why we we hire senior enlisted advisors are command chiefs is to help you solve problems. The reason why we put first sergeants and chaplains, key spouses and organization help you solve problems. Your place people that talk to the voice, your opinion are problems that you see. The reason why the command chief and I exist is to run those problems to ground. Sure, we put resource is against them and created an organization with a second to none. But we could only do that if everybody is with us. It takes 74,000 of us to make this command work. Can’t do it with one less. I certainly can’t do it if we start marginalizing any segment of our population. Thanks for helping me with this issue. Thanks for being on the team with the command chief and me. We couldn’t do it without you in your guy. Thanks. Over you give a command chief the last word is always a boss. So anything in, uh, and of course. One thing I love about General Scobie and this team is the failures beyond and all the successes. I mean, that man give credit to to someone else before he expressed it for himself. But Boston, the reason why Why we’re going to get past the hurdles that we have in our command? We’re gonna be better, because at the end of it will come out of this steam. So one city Thank you, boss, to your leadership. And, Mr Floyd, I want to say thank you. We’re been again, Like what? The boss, after being the example that stellar airman, that you are really guiding us through this and mentoring us through this. So that’s all I have to say. But any last words from you, Mr Floyd, as we, uh, as we get after taking care in any any last words, somebody closed going out. I would just like to thank both you and the boss for having this discussion with me. Afford me an opportunity to share some knowledge. It’s a vision on. And to continue to move the ball down the field, I want to remind all of our eminent do this continue to treat the individual infinite dignity and worth. And if when? When? When we do that, we know that we’re ahead of the ball game, trust each other, value each other, and together we will accomplish our mission. And that’s what I would have to share with our folks up there, Chief. So thank you again and thank the boss for having me on this Telkom. All right. Hey, thanks to exploit. Appreciate you, my man. Thanks. As always, bossed enjoyed being your wingmen and thank you fr see women out there in virtual land. We appreciate you. It’s a pleasure serving. What? You will talk to you soon. I’ll take care.