Fighter Pilot Reveals Why You Never Hit Your Goals

27:27So we have to reprogram ourselves as a leader to say, well, if my intention is to be an NBA player and I'm 12 years old, my destination is to get on the first team now. Like I've got to get on, I've got to hit the destination today. Then we go into an objective. So destination might be, My destination is to make the team, but there's a whole bunch of stuff I have to do there, which is understand the plays, train, practice, improve my jump shot, improve my three-pointers. So the objective then is the layer that defines action. So my objective is to get four from 10 from the three line. That's my objective.

28:08And my actions are to practice that until I get there. Now, importantly, if you do that without a coach and without the external view of what you're going to do, you're going to start to believe your own storytelling. Oh, I can't flow, three flows. I keep going too high. I keep doing this. Because you can't physically see your hand. You can't physically see your arm. You can't see your body language. You can't see where your eyes are looking when they're looking at the wrong place. So this is what a coach does. A coach helps you debrief because it brings the perception outside of it. So all of a sudden, what you see, and this is why a kid makes it to the NBA from the age of 12, is they're doing this debrief iteration naturally.

28:48Some people can just do it naturally. They're already doing that. If you look at, I just watched a documentary on the weekend about Fernando Mendoza. And just the all-pervading theme throughout his life from every coach, his parents, is his thirst for knowledge. He was talking to the coaches at six o 'clock at night. After every session, after the coaches ran the reviews, he would seek them out for more personal guidance. So he wasn't a fighter pilot. He didn't follow Orca, but he's naturally doing it anyway. He is very clear around, I want to be in the NFL. My destination is to get on the high school football team, then the college D1 athlete, then, then, then.

29:34and he's doing the intentional practice to get there, the intentional iteration of the practice. And it all boils down to taking big intentions and translating them into those three things I need to achieve today. To almost liberate yourself from the to-do list. Because when you set achieve lists, the doing just kind of looks after itself. You're a smart, humans aren't dumb. You know, we're pretty good at figuring out what to do. And this is, you apply the framework to what you're doing, your team's doing, and AI just becomes another player. Once you want to achieve three things, hey, AI is what I do every day.

30:10Hey, Claude, this is the three things I want to achieve today. How can you help me? Here's what I can do. Here's what I can't do. Here's what I need from you. And I'll tell you right now, if you sit out to achieve three things in a day, you typically achieve three things by 9 a.m. Well, if you're like me and you start work at six, and there's no distractions. You can just power. So over 30 years with Afterburner and working with almost 4 ,000 businesses, when we start debriefing, the vast majority, and we quantify it at around 80 % to 85%, of organizations don't know where they're going. They don't know what they need to achieve.

30:50and it's a constant guessing game each and every day as they run around urgently reacting to reality rather than getting ahead of reality and doing the work that has meaning rather than just doing the work. So I love this concept of

31:07Ryan Hanley:if the pilot of your flight gets on and says our goal is to get to Cancun today, you're going to get off the plane because I completely agree. As soon as you said that, my first thought was like, that's not the language I want to hear. But that's the language everyone uses in business. Yes. Everyone uses in life. No, that hit me like a sack of potatoes. I love that. And I completely agree. I've always had this, you know, personally, I've always had this very love-hate relationship with the idea of goals because I would consider myself a very hard worker like yourself. I'm up early. I'm working, constantly thinking about, you know, whatever it is that I'm doing.

31:44Ryan Hanley:I coach Little League. I have been accused many times, in jest most of the time, of breaking down the swings of 12-year-olds. So I play college baseball. I'm enamored by the body mechanics of the game and really sports in general and a big fitness guy. And I can tell you from a body mechanics standpoint what every one of my guys, what their thing is. and like I spend a lot of time thinking about it and it's just a microcosm of this is kind of the way I've always been and why I've struggled with goals is if I'm always kind of breaking things down and I'm always working as hard as I can and I'm always pushing forward and what is the purpose of the goal?

32:33Ryan Hanley:Like I'm going to get as much as I possibly can get from whatever I'm doing every time because I believe I'm giving max effort in whatever thing I commit myself to. So then why is the goal important? And to your point, so often we set these goals and we're like, well, you know, set a 120 % goal and if you get to 105%, that's better than you would have gotten anyways. And I'm like, but you didn't achieve the number that you put on the piece of paper. So why even put that piece of paper to begin with? Because I could have just put the 100 % goal and then felt amazing when I got to 105 % if that same amount of effort was going to get me there.

33:15Ryan Hanley:But this idea of what do I want to achieve versus some arbitrary goal to me makes a lot more sense. And then connecting this entire thought and getting to my next question is, you said so many of the organizations that you've worked with don't know where they're going. I believe that 100%. It's been my experience as well with the organizations I've worked in, either been an executive of or consulted with as well. How do you figure out where you're supposed to go? Like if you're, let's say you get hired in and you're in the executive suite, you're brand new to a company and you sit down in your first meeting and you listen to the CEO talk and you're like, oh my God, we're just kind of like getting through every day.

34:03Ryan Hanley:Like to your point, just reacting to problems. how would you start to how do you start to focus that organization when you're sitting down with someone and go let's figure out where you actually need to go versus just reacting to the last problem that came up or the last email that hit my inbox how do i actually figure out where it is that that i need to go at whether it's personal goals or a business goal so all of a sudden you're pursuing exclusivity, okay? You would think in someone's brain, you would say, if we've gone from delivering a business model that serves everyone in the world who's a child, and then we get them as a child, and then the McDonald's model, the Happy Meal, and we've got them for life, and then all of a sudden we want to be Louis Vuitton, and the whole thing collapses, right?

34:52So then what happens is all of a sudden everyone realizes, oh, we've lost the grassroots. We need to go back there. But it's too much of an admission of failure for the leadership to go back. So they're sitting there saying, no, no, no, no, it's not that. It's not that. And it's like, well, how can it not be that? We went from providing a really good product to every retailer in the world, our sales team are out at the call for, and all of a sudden we're sitting behind our desks and we're spending millions, if not billions of dollars in supporting tier one athletes it's not going to work. So what happened there was the company decided it wanted to be something else without thinking about what's the effect of that in the real world.

35:41So this whole idea, and it's very important in an era of uncertainty and the fickle nature of a consumer, is you've got to constantly start with, well, what effect do we want to achieve in the world? Once we know the effect we want to achieve, then what's our objective? Yeah. So, and I use this example in my book, Afterburner Advantage. And if we want every person to be an athlete, then we need to build a business strategy that enables every person to be an athlete, not just supreme athletes on the planet. We need to do both because we want to inspire and for anyone to feel like, you know, hey, I'd like to be like Mike.

36:15You know, we have to have both. And then you start doing the work. And then all of a sudden, as you go, right, we want to be, we want to make everyone an athlete. How do we do that? Wow. We've got a lot of work to do now. Uh, when we were exclusive, it was like fun, sexy work, but now that we're going out to everyone, it's like, but let's connect it with meaning. Let's connect every four, five, six, seven year old and inspire them with our clothing to be, uh, to be, um, a potential, a potential athlete and the coaches who are our enablers, let's, let's reconnect with them. and I was in a room with a coach of one of the most successful college teams and we're having a conversation and the conversation was like, what happened to you guys?

36:57Six years ago, you used to come and see me like three, four times a year. You'd get us all, all the coaches together and you'd come and we'd just go off site for two days. I haven't even heard from you guys for six months and you wonder why we're all going with a different brand. So the first place to start your strategy is outside your eyeballs, on the other side of your eyes. Then you reframe what can we do to make that. I built an entire multi-million dollar business with this. I had a business that had no products, no services at all. It didn't even exist. It was a brand new company. Me and my best friend started it.

37:31We had an industry and the industry started as providing security in post-war-torn countries. And then it morphed into humanitarian services because we iterated in the field. And what we would do is we would, this wasn't conscious, by the way. This is how strong biases are. That bias towards curiosity and the bias towards doing things a little bit better meant that we were doing that orca thing with everyone in town. And this was specifically in Kabul in Afghanistan. So we flew into Afghanistan with nothing. Sweat equity, meager retirement savings from being a fighter pilot for 11 years. and we just had coffees and beers with everyone every single day.

38:14We were always out with the people doing the work. And we would ask, hey, I'm Boo. What's your name? I'm Mike. What are you doing here, Mike? I'm building. I'm with this company. We're building a road from Kabul to Kandahar. Awesome. That's going to really change things up here. That's going to be a massive contributor to the economy. You must really enjoy the work. Yeah, I do. It's really challenging. How's it going? Oh, it's going really well. We're doing this. We're doing that. we're dealing with a lot of the challenges. And we had done our homework and we had this conversation a few times and we'd learned that it's Afghanistan.

38:48Nothing's easy, right? And the biggest cost that we could understand in that part of the world was labor.

38:57Ryan Hanley:So we're sitting there and we're like, oh, okay. We understand that it's difficult to secure the environment, that there's terrorists and IEDs and all this sort of stuff. And we're like, yeah, yeah, so it's costing us an absolute fortune. So the result is it's costing us a lot of money, all right? And actually the project's starting to fall behind. So we're curious about why does it cost a lot of money? Where do you recruit your people from? And we go through this whole iteration. We said, what if we could get people that were just as capable on half the salary? Would that be of use? And they're like, yeah, that would really unlock a lot of potential for us here.

39:39That would be because we can have more people and we can do more work. And we said, okay, we'll get back to you by Friday and we'll come up with a plan together. So we went away and we knew that India, Nepal, Philippines, there's very capable people there. And because of the cost of living in those countries, they're a lot more affordable. So we had some friends in Nepal and we found all of these ex-British army Nepalese Gurkhas and we managed to rustle up 60 of them in four days. And we went back and we said, look, we can have 60 highly capable, intelligent people here at half the cost. And by the way, for them, it's rockstar wages.

40:19They're getting paid double anywhere else they would normally get paid. So everyone's winning here. We can get them here by Friday, two weeks from now. Would that be useful? That'd be fantastic. And before you know it, after three months, we land our first$6 million contract and we're in the hundreds of millions a few years later with 6 ,000 staff because we just solved other people's problems. And we invested in what we could control, the quality of the people, the fact that the people that were working for us knew that we valued them, that anything that we can do for you to help accrue your wealth and look after you, we will do.

41:00And if there's a low quality or toxic person that we recruit, we're not aware of it, we will weed them out within two weeks. And then we just had the reputation for solving problems, not theoretically, actually, and then that expanded

41:14Ryan Hanley:into setting up ambulances, hospital clinics, mortuaries, camps. We would recruit lawyers, accountants. We were writing legislation. whatever a country that needs to be rebuilt from nothing needed, we could do it. Because we understand implicitly the scope and we put that into the contract of the people that we hired. And then we had a clause, which was, we will iterate this contract once it starts. And every two weeks, we're going to meet, we're going to review against the scope, and you're allowed to change the scope. We're not going to lock you in and we'll absorb some of it. But if it's markedly increased in scope, then we're probably going to have to charge you a little bit more.

41:58And everyone was fine because they felt they were in control and we were in control of what we could control. And then I applied that into property development, building a hotel, into publishing. And three years ago, I bought this company after Burner, which is a 30-year-old company that's been using fighter pilot cognitive models and ways of working to help businesses and professional sporting teams win. So my whole life has just ran full circle. Here I am, like almost the embodiment of the company. And I'm fortunate because I believe in what we do, not only because I've seen it work with our clients, I've done it myself.

42:39the challenge is for most leaders is believing it can't be that simple it can't be I run a complicated business it doesn't work in my sector I'm like it does it works in every single thing because all you're doing is replacing a generic objective with yours a generic result with yours curiosity around your objectives and your reality and your actions to do it it's agnostic as to the problem set It's just a way of problem solving. So, yeah, so it's, you know, often the solution to complexity is more simplicity, and particularly when you're dealing with large groups of people. And with your little league, if you're coaching a kid through a baseball swing, iterating one thing at a time, and you might be debriefing the same action.

43:31It might take a little while, but it's one root cause, one action, not 20 root causes and 20 actions. So the poor kid's sitting there trying to, I've got to put my feet in the right spot. I've got to put the bat in the right position. I've got to put my eyes in the right place. A human is engineered to do one thing at a time and that includes thinking or doing. You can't be thinking through your swing in the act of the swing. They're two completely different structures of the brain. So, you know, leaders often just give a vomit of stuff that needs to get done to their team. And here they are, they're trying to improve their golf swing and they're trying to improve the swing, thinking of 20 things at a time and wonder why they're not getting any better.

44:14Ryan Hanley:Yeah, I know it sounds trite talking about all the complexities of business and solving problems through teaching a little leaguer how to hit a baseball. But what you just described is the number one lesson that I took away through that process. So, you know, I played college baseball. I played a little baseball after college. you know hitting was my thing I knew how to do it I never really had a great hitting coach I pretty much figured it out on my own and when I first started trying to teach my kids and their teammates how to hit a baseball when they're seven I did exactly what you just said it was you know load turn you know I'm just barfing all these things that they need to do to get to you know making the contact that they're going to be happy with and the biggest lesson that I learned and I was actually putting this in the practice last night with my younger son because he's been struggling a little bit is that you can only solve one problem at a time.

45:07Ryan Hanley:You can only solve one problem. And even if you can see like that there's multiple things going on in a process, in this case, you know, in the example we're using is hitting a baseball, you know, maybe they're doing a few things wrong. If you give them more than one thing to think about at any given moment, they will not capture any of the things that you give them. It will continue to make the mistakes or just create new bad habits that are still not the path that they need to be on. And it is only through like this building block methodology of, hey, let's set your foundation first. Let's just get a solid stance.

45:45Ryan Hanley:Are you grabbing the ground with your feet, right? Which is a concept that most people don't even understand. Let's talk about what does that mean to grab the ground with your feet, to have a steady base that where you can take a small stride and not fall over the plate or fall backwards or fall, you know, we're fall. OK, now we can do that. Now we're we're loading properly. We're landing. OK, now we got that down. Now let's move to the next thing. and to your point it feels like you know and and this is where I want to go with this question what what's so much of what you have described as the we'll call it the um the the the negative side or the the more complex side or the problem side of of what people face I feel like so much of it the reason they aren't curious or don't embrace their curiosity or don't don't operate through an iterative thinking or work backwards to a problem or to an activity set from an outcome.

46:43Ryan Hanley:All the things you've described. The personality trait that I believe holds so many back is ego. When I look at everything from a 12-year-old to, I have a client who's in his early 50s and he runs a successful company that has been successful despite chaos, and he's burned out from the chaos, and we're trying to remove the chaos, right? I can pinpoint both the kid who won't change and the CEO running a successful but highly chaotic business to ego. And the fact that they, there's, like you said, the fictitious company that you were describing, right? They made this pivot from everybody's an athlete to exclusive, but they didn't want to go back because of ego because they didn't want to look wrong.

47:34Ryan Hanley:They didn't want to look like they didn't have the answer. They didn't want to look like, hey, you know, someone somewhere is going to write an article about us because we made this pivot back to where we were at the beginning. And what's that going to make us all look like? One, do you believe that ego is one of the can be I mean, Now, ego can be very positive too, but can be one of the more toxic qualities that holds us back. And how do you break the negative aspects of ego down so you can harness the positive aspects and get to do the things that you've actually described in your different methodologies and frameworks?

48:10Ryan Hanley:Because there's no doubt that you're a fighter pilot, you have to have an ego, right? You have to believe when you hit launch or accelerate that you are going to execute that mission and you're going to do it the way that it needs to be done and you're going to bring all your guys home and the mission will be like you have to believe that that's ego but at the same time if you're up there thinking you have every answer and every way you do it's going to be exactly right you're most likely going to run into problems too so how do you marry those things in the highly successful high functioning high performance world that you live in i think people get confused about ego, which is just self.

48:46And when we say the word ego, it's just how I view myself. And we think that ego means big ego. Oh, you've got an ego. We all have an ego. It's just our self-perception. So some people have egos that are negative and some people have egos, big egos, which really they're saying, I have a strong sense of self. I'm confident and I'm capable. The thing that gets in the way is fear, not ego. And the fear is that if I do something wrong and people are aware of it, I am not a worthy person. I am a loser. And what we're actually attacking is identity. And when we talk about identity, what we're talking about are the behaviors that accumulate in us that define who we are.

49:36And as James Clear talks about in his book, Atomic Habits, you're not going to change your habits until you change your identity, which is the forward-leaning mindset part. A lot of, or the biggest challenge when it comes to iteration is the personal attachment to failure because you've got something wrong. And these are all, again, they're just biases. The survival mode is, well, I need to be seen to be good at everything or else no one will follow me and help me kill mammoths and saber-toothed tigers. There's a whole bunch of, you can also mention as well, the 120 % goal and I got 105. Like I was just working with another, you know, the biggest video conferencing company on the planet.

50:18And every year the finance team sets targets that they never achieve. And then there's this perception that they do better each year. So it must be because we keep setting these unattainable targets. But the science is the opposite. The science is when you set an achievable target and you outperform it, then you get all this dopamine, oxytocin, serotonin, and endorphins in the body. We've forgotten that you don't have to win massive all the time. You can win small. And when you set achievable goals and then also set a stretch goal. So if I work at 60%, I achieve my objective. But if I want to unlock the extra 40, I go further.

50:57And you ride the energy and the positivity of the small win to get you to the stretch win. Because no one likes to constantly lose. But that's what most businesses feel like because 99 % of programs run late and over budget. So we're always in crisis mode. We're always full of cortisol. as men were carrying bellies at the age of 40 and 50 because we're just holding on all our stress down there because we've never set ourselves up to win. So a big part of understanding ego is understanding how you see yourself. So again, if you look at those 400 missions, every one of them is incrementally more difficult than the one before.

51:39But through iteration, we've learned that, you know, fighter pilots can handle this rate of growth. and that rate of growth is what we call pushing out the comfort zone. We don't operate outside the comfort zone because when you're outside the comfort zone, you experience what they call the amygdala hijack, which is effectively the body thinks like an animal. It doesn't think like an intelligent human. So when you're outside your comfort zone, you're learning regresses rather than grow. So sometimes in a business, you'll see organizations like, right, let's embrace the guys. Let's get outside our comfort zone.

52:14And it's like, okay, let's do that and go backwards. That's a really great idea. What you want to do, and let's go to the Little League, is how long is the Little League season? What, three months?

52:23Ryan Hanley:Yeah, ish. I mean, unfortunately, if you play travel baseball, it's 12 months a year. But yeah, they actually play games about three, four months, depending on how the weather goes. Okay, so let's look at that. We've got 12 iterative cycles, right, within that window. Within those 12 iterative cycles, we have, if you're a really motivated kid, seven cycles per 12. So a kid might need 12 things fixed on their swing. So week one is just one, right? All right. It's bedded down. There's nothing wrong with bedding it down in three days and pulling things forward. That's what we say in business. It's like, there's nothing wrong with building a quarterly plan and then achieving stuff early and bringing it forward.

53:05What we don't want is a 12-week plan where we're constantly late. and so for example let's use afterburner you know about three weeks ago google made the biggest change in search engine history when it went from seo to generative engine optimization so if you if you google something now the first thing you get is is gemini giving you an ai response so everyone on the planet has spent trillions of dollars building seo content on their website to rank on a search engine. I was talking to Gemini about it when I read the news and I'm like, oh yeah, you know, SEO is still going to work. And I'm like, hey, look, I'm a fighter pilot.

53:42We use nameless and rankless debriefing. We want radical transparency and honesty. Tell me the absolute truth about this. And they're like, it doesn't really work anymore when it comes to geo. So we set four iterative cycles, four weeks to transform a 35 ,000 word website into a 650 ,000 word geo-optimized website. So there's an awful lot of other stuff we need to do in this business. But right now, everything else we've made a decision is going to suffer as a result of our revenue is going to suffer. Our bound is going to suffer. Everything's going to suffer. But if we try and do this and everything else, it's going to suffer along with everything else a little bit later.

54:26On Friday, we finally launched our new GEO website, which we built with Gemini and Claude. what better platforms to say, hey, people are going to use you to find us, right? Everything on our website that enables you to find us easily.

54:44So this is the whole idea. Like even within our organization, Monday, Tuesday, Wednesday, Thursday, every day has a theme. So if we want to modify something on our CRM because we discover it on a Monday, It just gets parked in our AI agent and we come to it on Thursday because Thursday is our bottom funnel day. Tuesday is our top of funnel day. Wednesday is our operational day. And Friday is that, hey, if we miss something on the other four days, we finish it off on Friday. And every Monday, Tuesday, Wednesday, Thursday, Friday morning, Thursday, it's like, okay, what do you need to achieve by Friday?

55:29And I don't have to run that as a leader. The team comes on. This is what I need to achieve by Friday. This is what I need to achieve by the end of the day. That's how we talk. And at the end of the day, we debrief. And if we didn't achieve it, we're like, cool. Does it go into Friday's bucket or is it that urgent that we're going to have to put in an extra hour tomorrow? It's that urgent. Okay. I'll get up at five instead of six and I'll do it. Because that's my job as a leader. My job is to pick up the overflow, not to do the work. So it's all these little – I got diagnosed with ADHD three years ago.

55:56and I had to go through an assessment because my son was struggling at school and the school thought he had ADHD. And as part of their assessment, they're like, we need both parents to go and get an ADHD assessment. Not just get online and do an online ADHD test, but do the self-assess test, go to a psychiatrist and get a formal diagnosis. And both the mother and I have ADHD. So for the last three years, I've been an avid student of ADHD. And what you learn about ADHD is you're not that different from everyone else. There's just a few things that are amplified. So you learn a lot about how the brain works.

56:34And one of the interesting elements about the brain is that the way in which it structures time, it only has two buckets of time, now or later. So if we don't get intentional around later, we just end up with this big bucket full of later stuff. And now just becomes whatever's in front of me. There's no intentionality. So there's a really simple way, even with your little league team, is you can basically theme out the 12 weeks and you can theme out each day and you can theme out the homework for the kids because what's going to happen is they're going to have a problem with their swing and you're going to focus on their footwork and then they're going to go home to their dad and their dad's going to be talking about a whole bunch of other stuff.

57:17So the true embodiment of a coach is not just coaching the player, it's coaching the environment that the player's in as well. So all of a sudden, it becomes a lot less stressful being a coach because you just let the position of the bat, hey, just let that fly. That's week three. That's not even important right now. And hitting the ball and getting a home run, it's not even on the objective list right now. Because this kid by Friday, I want you to explain to me in your own words what it feels like to be gripping the ground. And when you can explain that to me, that's the win for the week. And all of a sudden, the kid's like, oh, I'm liberated from being the home run kid.

58:00And on Friday, I can really feel my feet in the ground. Awesome. Next week, we're going to look at where you're holding the bat. It's very powerful when you bring intentionality to action. And when you start to be disciplined around how you allocate future time buckets. If the kid on Wednesday tells you, man, I'm gripping the ground, I'm going, okay, cool. Let's bring the bat swing a bit forward. And that's how you tailor it, right? So fighter pilots, that's our DNA. There's not an hour of the day. There's not one minute of the day that isn't projected out to six months. So we know exactly what each mission needs to be, what the deliverable of the mission is to be, how that accumulates into the competency of the squadron at the end of the six-monthly cycle.

58:44So every action within the mission delivers an objective that arrives at the squadron at its destination at the end of the six-month cycle. That does not exist anywhere in the 30 years that we've worked with businesses. And I would challenge to think that apart from the Bezos of the world and the Federer's and the Serena and Venus Williams, that most of us just exist. We don't bring awareness to time. We don't bring awareness to intentional activity. We just do whatever we want to do that's in front of them. And there's a study that proves this. Back in 2014, there was a study called Just Think.

59:21And the premise of the study was if we put individuals in a white room with a white chair for 6 to 15 minutes, we want to assess whether that's an enjoyable experience or not. So just be left with your thoughts. And the study was a very broad spectrum of age groups from 18 up to 80. And overwhelmingly, the response was mostly negative. It wasn't an enjoyable experience. So the psychologists thought, ah, it must be the environment. No one wants to sit in a white room and twiddle their thumbs for six minutes. So they reset the study and they got them to sit at home for the same time period. So everyone went through the study again.

1:00:00They sat, did nothing. And they didn't enjoy the experience any more or less than just sitting in the white room. And when they were reviewing each of the candidates on the study, one of the gentlemen admitted to cheating and turning on the television. So this gave them another thought, and they went back to the white room with a white chair. And this time they said to everyone, look, we're going to put a button on the table, and if you hit it, you're going to get an electric shock. How much would you pay us to not get an electric shock? And the average was$5. I'll give you$5 to not shock me during this study.

1:00:34They run the study again, and this time, 67 % of men and 25 % of women gave themselves an electric shock rather than just sit there and think. And 17 % of the people on the study hit it twice and one guy hit it 190 times. So what you discover here is, or what they discovered was this propensity to be busy, even doing something harmful for yourself rather than sit for six minutes and think. And this is the paradigm that we're trying to break with Afterburner and the work I'm doing is bring awareness that busyness feels fulfilling. It feels like good work. But the reality is the measurement is the result that you're delivering and achieving within time, within budget, without burning yourself out.

1:01:32So this awareness of missionization, of creating the long-term destination, the short-term objectives that drive the action, is what liberates us from that overwhelming sense of doing everything everywhere all the time and really starts us to power through the work and for the work to translate from meaningless work into meaningful activity.

1:01:56Ryan Hanley:Dude, I could talk to you all day long. I love this stuff. This is like a masterclass. The book is coming out in September. I'm assuming pre-orders are up. people can start ordering. Yeah, the pre-orders will be out in a couple of weeks. Again, everything got shifted a month thanks to Google. So the pre-orders will be kicking off in July. Great, okay. We'll time this around the launch of the pre-orders so we make sure everyone who's listening, because I know my audience is going to be salivating to get more of you. So in the meantime, pre-orders, we'll make sure we time in with the pre-orders.

1:02:33Ryan Hanley:Where else can people connect, go deeper into your world? I know I have a lot of corporates that listen that are going to be very interested in Afterburner as well in your work. How do people get deeper into your world and follow along? There's really three channels. Just type my last name into Google, B-O-U-C-O-U-S-I-S. I'm kind of the only one out there. My website's callmeboo.com. And my company, which is manned by over 25 phenomenal former fighter pilots, from brigadier generals that worked in the White House all the way down to squadron commanders could come in and inspire your people to truly believe that there's this untapped potential in each of them and that we can live an existence that embraces awareness where we get more done, make more impact, and it takes less effort to get there.

1:03:27Ryan Hanley:I absolutely love it. Thank you so much for sharing your time today. I appreciate the hell out of you. and I hope that we can have another conversation again in the future. This was phenomenal. It'd be a pleasure, Ryan. Thanks for having me on the show. It's a real honor.