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So I think that there's a Maybe be a 

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misunderstanding if you will , or a 

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fallacy to think that we can separate . 

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Tactical operations and being a subject 

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matter expert . And leadership 

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And here's what I mean by that . If 

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you're coming into the space force , 

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you wanna be a guardian , you wanna be 

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really good at your job , and think 

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that you will never have to interact 

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with the human weapon system , you may 

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be in the wrong job . Because every 

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single day it's about teamwork . It's 

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about teamwork , and we need guardians 

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who are subject matter experts . But we 

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also need them to teach , to train , 

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to mentor . That kind of falls into the 

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leadership bucket . So there is no 

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saying I want want to be a technical 

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subject matter expert , I wanna to do 

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operations , I don't want to lead . 

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There is no such thing . We all lead . 

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At our levels we all have influence 

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over others . And that's what 

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leadership is about . So there is no 

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separation . Think about the guardian 

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commitment , team leader , team member , 

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for both of those , you have to 

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understand leadership and interact with 

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the human weapon system . And so as we 

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work through that , it's important to 

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understand we cannot bifurcate them . 

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Because we do need super smart , 

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dedicated who love , execute and the 

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mission , the subject matter experts . 

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But it also needs you to be willing and 

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able to pass on that knowledge . To 

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lead a team through missing execution , 

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if you're on a combat crew . That's 

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what it means to be a guardian as we go 

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through that .