Next Level Pros - #151: Elon vs Trump: Leadership Lessons From a Twitter War // Next Level Pros Podcast

Episode Date: June 13, 2025

Welcome to Next Level Pros! In this explosive episode, we dive deep into the public feud between Elon Musk and Donald Trump, uncovering critical lessons about leadership, ego management, and healthy communication. Whether you're a business owner, team leader, or aspiring entrepreneur, this episode will transform how you handle disagreements and build high-trust organizational cultures.Highlights:"Your ego is the guard dog that's been with you since you were two or three years old, and its self-appointed job is to make you feel safe.""Check your egos at the door.""To the degree that you are passionate about something, to that same degree you tend to be attached to it.""Real leaders understand how to work with both strengths and weaknesses."Timestamps:00:00 Elon Musk and Donald Trump's Feud: Initial Context and Reactions 02:27 Handling Disagreements in Leadership 05:07 The Role of Ego in Leadership 12:46 Building a Culture of Trust and Conflict Resolution Practical Strategies for Managing Ego and Conflict 13:18 The Impact of Ego on Organizational Dynamics 17:28 The Role of Passion and Attachment in Leadership 23:11 The Importance of Preemptive Communication in Leadership Want me to teach you how to grow your business? Text me! 509-374-7554Want access to more of my content? Click the link below for all of our latest updates and events!https://linktr.ee/nextlevelprosWant to be a guest on our show? Apply here!https://docs.google.com/forms/d/1YlkVBSluEKMTg4gehyUOHYvBratcxHV5rt3kiWTXNC4/viewform?edit_requested=trueWatch my latest PodcastApple - https://podcasts.apple.com/us/podcast/next-level-pros/id1687030281Spotify- https://open.spotify.com/show/1e0cL2vI1JAtQrojSOA7D2?si=95980cd4e55a437aYouTube- https://www.youtube.com/@NextLevelPros

Today we are diving into the explosive feud between Elon Musk and Donald Trump on X. What can two of the most influential and controversial leaders teach us about handling disagreements, managing egos, and building a culture of trust? Let's unpack the drama and find the golden nuggets of leadership wisdom hidden in the cave. So it has been a wild one over the last week with Trump and Elon. You got two of the world's most influential people. I mean, richest man of the world, President of the United States, entrepreneur, crazy man, a little genius. Some might say the orange man. Possibly an alien. Possibly an alien. Possibly a time traveler if you follow many of the crazy conspiracy theories or what not. I'm in on it. There's a crazy one. There's like a Baron Trump from like

the 1980s or 1800s or something.. But obviously, so there's been some madness going on, right? These guys have been completely aligned. You had Elon that was backing the whole campaign, right? I mean, literally paying people to pledge their allegiance to go in and vote for Trump, right? Giving away million dollar prizes in Pennsylvania and different things like that. The Joe Rogan endorsement was arguably

one of the biggest game changers of the campaign. Like in the final hour. Yeah, final hour. And really all of it was manufactured by Elon. Elon, like he brought like just that new age level of like. He threw his brand behind it fully and embraced all the damage and pain and money loss and there was consequences.

And he was even interviewed about it. He was like, dude, what happens if this doesn't work and he's like I'm F'd and so you know fast forward seven months later eight months later and here we are these two Titans are freaking battling out on on X and the question is like is it real is it not real I don't But like, there's some crazy stuff happening. I mean, you got literally Elon that's freaking saying like, this budget bill sucks and Trump's like, yeah, screw you. And Elon's like, you're on the Epstein list. And what just happened? Did the whole internet just burn down? And so, you know, which you wonder, one, is it real?

Two, is this the proper way to go about it from leadership? I think that's one of the important facts or things that we want to talk about in this episode is just how do we handle disagreements in leadership? I know you were talking about before the show that you have some very important ways and methodologies that you typically... very important ways and methodologies that you typically... By the way, for those that have been religious watchers of the show, got two of the homies on, both new additions to the Next Level Community.

You guys have seen Trent. Trent was on a previous episode. But now we have Mr. Alex Martinson just joining. Woo-hoo! Let's go. So, Alex, dude, give us a fresh take, baby. Fresh take is this. I think there's like quite a leap from, hey, I disagree on policy and spending, which I think that was the refreshing part because that was an indication that,

oh, he's not just kissing the ring. He's not a yes man. And that to anyone who runs any type of organization you recognize as healthy. But you know you say it's healthy but so many organizations run without that. Oh 100%. Right it's just like one guy everybody's like yes man whatever you say dude. Totally yeah and you know that guy that has the yes the yes men around him it says a lot about him if he lets that continue and likes that because that's kind of a low level, kind of a, you know, you're not super conscious if you just allow that to happen because if

you're really more self-aware and more intelligent leader, I would say you recognize that that is actually an issue. You should have an inner circle that, you know, there's enough trust there underneath these relationships where you actually... For dissent. You don't just tolerate dissent, you invite it, and you see the value in it. Okay, so because Trump is such a powerful force and it seems like those that are in his corner just kind of kiss the ring and bow down in a way,

I found it personally and I think others did as well, like refreshing, oh, okay, here's Elon, outwardly disagreeing, like, hey, this is not what we're about, he's just coming off this whole Doge thing, we're trimming down, okay? And you know whole Doge thing. We're trimming down. Okay, and You know what? What are my favorite memes that the freaking Eli posted over the weekend? We've got the bus right the bus is trying to cross the tracks He's like Doge making cuts and then the freaking train hitting the bus and it's like the new beautiful big beautiful bill

So but the leap from hey, this is refreshing maybe an example of like kind of how descentent should work in an inner circle, too And this is the big thing that is where I think everything changes. He is literally reposting people saying Trump ought to be Impeached and Elon is reposting and saying yes, okay that Huge leap, okay, then you go with kind of the almost like Epstein list It's just like what is happening here, so you know my take is what's happening here Is it's evidence that at any level of leadership status whatever?

these are human beings with egos and I have a lot of thoughts around ego We won't like dump all my thoughts, but it's just know, your ego is that part of you that is responsible for the pain and suffering in your life. Like if it runs away, the ego is the thing that gets so fired up. The ego has to be the thing that is like enraged enough to post something that you know, I think is like unhinged, you know. So I'm on team. Which really, which really makes you draw a conclusion. Either one, there's some crazy mass ego going on or two, this has to be a setup.

And we won't go really into the setup, but it's like, dude, this is so unhinged, it makes you have to question, is this real? But let's pretend for a second that it is 100% real. Because it is real. I'm on Team Real. You're Team Real. I'm Team Conspiracy Theory.

Quite possibly a setup. In fact, just because of some of the most recent tweets, but we'll push past that. So yeah, talk more about the ego. Hey guys, it's Chris. Hey, a lot of you leave comments asking for help. Do me a real quick favor. Shoot me a text at 509-374-7554. That's 509-374-7554. That's 509-374-7554.

Shoot me a text, I'll answer and help you with whatever you need. Don't worry, I got you back. Let's go back to the show, baby. Well, so, you know, just the word ego carries a lot of, people think they know what that means. Meaning, it's commonly used as kind of a synonym of just cocky, right? You say

someone has an ego, it's the same thing as saying he's a cocky person. I had a coach that I worked with a few years ago that he really like remodeled my whole understanding of ego, which is kind of like this old philosophical and like psychoanalytical concept. I mean it can be really deep, okay? But he basically said, look, think of it like this. Every person is a combination of like two entities. You have your true self, right, which is like your real essence.

It's the part of you that you actually like being with. It's the part of you that the people in your life enjoy. It's probably the reason anything good and beautiful in your life exists because, you know, this kind of true version of you, you know, your real essence is responsible. You have strong characteristics. Yeah, your ego plays a role in that. It's not of you, you know, your real essence is responsible. Your strong characteristics. Yeah.

Your ego plays a role in that. It's not all bad, but generally you could say ego is more often responsible for like the pain and the suffering in your life. Because your ego is this like guard dog that you've had since you were about two or three years old. And his self-appointed job is to make you feel safe and okay. And so if it detects anything in the environment

that seems to suggest that other people don't see you as okay or right or smart, the ego, like a guard dog, starts to bark. It starts to get engaged. And if you're not conscious that that's what's happening, you can allow this barking dog to actually cause a lot of pain and set you back. And so it's about becoming aware that, okay, I have an ego, I am not my ego. I live with my ego. And so that little bit of separation there. And so, you know, if it weren't for our ego, there's a lot of achievement and things we have gone for and ran for and things that we're doing now that maybe we wouldn't have

done. Like there is value to this side of us that has this kind of like achieving, chasing, competitive drive. But it's more about you know I think at a high level you start to recognize your ego so that you can on and off switch that thing You know it's like sled dogs. They're powerful to pull you through the snow But hey if you don't know what you're doing those things are wild animals They get hungry enough they might turn on you and eat you for lunch. You know it's that kind of a thing

So I just think that's an example where we saw hey and eat you for lunch, you know, it's that kind of a thing. So I just think that's an example where we saw, hey, egos can come in and make a real mess, and I think it's really important for business owners, leaders of any organization, parents, just to understand. And this is kind of the point I wanna make, that when your ego is engaged, that guard dog is barking and freaking out.

I have a term for this, it's like, you are now on the dark train. And so I think a term for this, it's like you are now on the dark train. And so I think a really effective thing for any partnership, like here's a little takeaway, something you could actually try, is to just introduce that language into your partnership. And if you want to use dark train, use that. You can say, hey, I'm on the dark train right now. And you can even say, hey, look, you look you know Chris we had a disagreement and I felt my ego getting engaged high level would be to say hey I got to turn myself in my my ego is a gay engaged right now I'm on the dark train

and that could be enough said to where you go cool got it that's it's a little code for we are not talking right now well so it's definitely cuz two dark trains in a room nothing nothing good's happening. Absolutely. So I mean, this is like the basis of a strong culture, right, if you wanna build a basis of a strong culture, one, common language, two, is frameworks to be able to work through different types of situations.

And so, like just having the common language of the dark train immediately triggers a response from the other party that says, oh, I understand you. I know where you're at, and I know how to handle this situation. Versus, I think a lot of times when we're trying to grow up as leaders, we expect people to only be strong and not weak.

And so we only wanna work with their strengths and not their weaknesses, where real leaders understand how to work with both the strengths and the weaknesses. And so leaders understand how to work with both the strengths and the weaknesses. And so they know how to maneuver. And instead of trying to correct the weaknesses, it's make maneuvers and create frameworks around the weaknesses. How to work with them, rather than beat your head against the wall and try to not have

these weaknesses or not have an ego that gets engaged. Just realize, hey, that's like, it's just here to stay. Ego is forever. But being unconscious of your ego can end today, right? You know, this is like a public display of having a meeting after the meeting. Yeah. You know, like when you get, when you're a company,

when you're a small five million dollar shop or even 20 million dollar shop, you run like an L10, you have this meeting, you think as the head of the meeting, the visionary, this went really well, and then everybody goes into their sex and goes, well what did you think he meant by that? What does this mean? What does this mean? And that dissent outside of the safe space where you should do that, then when you come back creates this weird tension. Totally.

And so, I mean, Chris has this policy that there are no meetings after the meeting, right? This is the meeting, we're gonna agree here, and then we're gonna go off, no sidebar conversations. And there's several different tools and frameworks and whatnot that help us get through there. We're gonna agree here, and then we're gonna go off no sidebar conversations. And there's several different tools and frameworks and whatnot that help us get through there. I love the introduction of the dark train. That's especially helpful outside of meetings, right? Because usually the ego isn't gonna be so strong

in a meeting, but maybe afterwards, like you're going down that dark train. But in the meeting, we use what we call the six thinking caps, right? And so like when somebody is in that green hat of like ideation, instead of coming in in what we call a black hat where you wanna go and criticize and everything else,

when we're in ideation or trying to express something that we wanna envision for the business, and somebody come and immediately attacks it, right? That instigates that ego, right? Immediately the response is like, whoa, you're attacking my idea, what's going on, or whatnot, and so creating even those frameworks of discussion that can eliminate ego from it,

because hey, right now we're gonna be green-hatting, boom, boom, boom. So everybody knows that it is not the time to go and attack. But then when you say, okay now let's throw our black hats on, everybody has let their guard down and said, I am disengaging the ego and allowing completely to be able to be my idea picked apart and everything else like like those are just some of the frameworks that

Really keep healthy communication. Yeah, you know across the board, but at the end of the day There are gonna be disagreements, right? Like there's gonna be like somebody is so set on doing something like using Trump and Elon for example All right, Trump has something in this bill that he wants to get pushed through, maybe some crony capitalism, I don't know. There's gotta be something involved. And there's also something in the exact opposite. Maybe Elon, he's calling it the cuts,

but it's the fact that it's hitting government contracts associated with SpaceX and with his Tesla solar brand. And the EV mandate, the solar tax credits. Right, all the different things. So it's like, you have these underlying disagreements. And so it's like, how do you address that, right? When it's so strong, so difficult.

You have 100 people backing you, and each have 100, how how do you wanna address it? Like obviously the way that they've addressed it online, not acceptable, right? Like not the right way. But at the same time, it is fantastic knowing that they're willing to bring it up and have the discussion.

So there's two things, two overlaps into business. Number one, if they were aligned on the vision and it disadvantaged one person, but they were aligned on the vision and it disadvantaged one person but they had alignment on the vision, I think it's a different conversation. Because then, you know, that's the first thing. The second piece is just because it feels good and it works for a period of time doesn't mean it's going to work long term. It's like if you're in a relationship with somebody... So how do you mean? What do you mean? I'll tell you. So I'll give you the fun example and then practical business example.

If you're in a relationship with somebody and it's like the honeymoon phase, this is the best. You go, you're on dates, everything's so nice. Sex all the time. Yeah, it's perfect. And then you go to Ikea and you have to put together a piece of furniture and you realize, I hate this person. You know what I mean? The screws, they're missing screws. Donnie, they're not missing screws, you know? That conversation ruins it. And that's like the break point, the fail point.

And then you go back and you go, maybe this wasn't the best idea, but it worked for the period of time. And so anytime you get involved with new hires or partnerships, the feeling can't be the only thing that is connecting you to. There has to be a shared vision, a shared mission, some kind of shared financial interests.

Obviously in this case it's tough. And as a quick aside, can we just acknowledge that probably the biggest missed opportunity for IKEA is the upsell of marriage counseling. Oh for sure. Dude, the alignment is there. Child care, meatballs upstairs, marriage counseling during in the assembly area. Yeah, it'd be the day after the assembly attempt. So when you go to hire a new person or have a new partner, the discussion isn't only about

what can we do for each other because that's phenomenal, but it's also like how do you handle conflict? How do you handle dissent? Alex's opening was perfect. We all as business owners want dissent because dissent in the framework of trust allows you to see your fail points and your blind spots and we all have that. Hey guys, it's Chris. If you're finding value in what you're hearing, go ahead and like and subscribe. That way people just like you can find this content for free here on YouTube. Now let's dive back into the show. So our common language that we always use is what we call conflict, right? And it stems

from the five dysfunctions of a team, right? So the dysfunction number one is a lack of trust, right? So like trust is the foundation of any great team. And then number two, because if you have that trust, right, trust is like, hey, I want what's best for you, you want what's best for me, we're connected, we're aligned, we have the same vision, right? Like we want, we share in commonalities there. And so then the second one is a lack of trust or lack of conflict, right? It's like our inability to dissent or have conflict is usually stems from the fact that there is no trust, right? It's like our inability to dissent or have conflict is usually stems from the fact that there is no trust, right? Like there's not alignment there. And so like, you know, one of the

cultures that we've established over the years, like I've worked with Levi, who's sitting behind the camera today for many years. And one of the languages that we address, like whenever we know that there's going to be conflict, we come in and be like, hey, just wanna reestablish, hey, we want the same thing. We share trust, right? We're in a trusting relationship. You got me, I got you, okay, good. Okay, because I'm gonna bring up something. And we know preemptively that that's the trigger

for like, hey, there's gonna be something to conflict. And we're kind of preparing ourselves. But it also disarms us in those situations because we know, like, yeah, dude, I'm aligned. I want to be profitable. I want to build the biggest education platform in the world for the trades and home service companies, right? Like we both know that. And so then when we disagree about ads or when we disagree about content creation or when we disagree, like it's totally fine,

right? Because we're conflicting and sharing a different opinion. And ultimately, a different opinion is what brings creativity and allows us to get to the right result. Because no matter how much our ego tells us, we're never right 100% of the time. And so it's great having that strong conflict across the organization.

There's, have you ever seen the movie Hook? Oh yeah. You remember Hook? With Peter Pan. Peter Pan. Yeah, Peter Pan. But with Robin Williams and Peter Panning, baby.

What's that guy's name? Dude, Rufio, baby. Yeah, Rufio. Rufio. Oh. I always love this line. So Hook and Peter Pan are fighting at the end of the movie and Peter Pan like retreats a little bit and

then hook like grabs his hand and you know gets his wrist and he goes bad form or bad form bad form and I just think like yeah this is bad form what's happening yeah it's unnecessary and it's it's bad form it takes away from like the duel dueling is good If we saw Elon descend from Trump in a healthy, pragmatic, and like academic manner, everybody would be like, yes, this is exactly what it is. Imagine if they held like a live debate on X, right?

Like how dope would that be? It's like, hey, I have a different opinion about this. Let's battle it out in front of the world. I mean, because they're battling out regardless. Yeah, like let's make it healthy We would all love to see something like that But this is a meeting after the meeting and that's conspiracy right there. That's why I think should happen Yeah, I think all this should happen then they'll have the biggest ratings Yeah, I want to piggyback on something that Chris brought up.

So the whole concept of if the trust is there and it's high and it's the foundation, it allows for something that I like to refer to as high bandwidth communication as opposed to low bandwidth communication, right? You think about bandwidth, it's like data transfer. You know, one of the things that initially attracted me to work with you guys honestly

was our very initial conversations, even when I was getting to know you guys I remember meeting Trent out in the hallway here high bandwidth communication It was just a feeling of like do we have like a hard-lined like, you know, high-speed connection It's just how I think about it So if you can imagine a room of people in a company, right? Someone's probably the alpha in there like from an org chart standpoint Maybe from a personality standpoint like alpha in there, like from an org chart standpoint, maybe from a personality standpoint, like, you know, like, okay, this is like,

technically the boss, right? And you have these other people in there. There's low bandwidth communication and low conflict, you know, there's no like, dissent, no healthy dissent. If the people in the room are overly preoccupied about whether or not something they say that isn't aligned with the chief in the room, overly preoccupied about whether or not something they say that isn't aligned with the chief in the room, let's say, is going to affect their status

with the company or their opinion forever. If they're insecure, then they're going to hold their cards, they're gonna be really reserved. That's the emperor's clothes, right? Yes, exactly. So another kind of language piece you can use for this is just the metaphor of checking a coat at the door at a a nice restaurant you check your coat right you go in without the coat It's there when you leave

But when you have a meeting with your team you can say look let's check our egos at the door Let's leave them outside you still have them still a part of you, but in this room And that's what you do when you reaffirm. Hey. I love you. We're a team. I'd go to battle for you I'd bleed in the streets for you Let's check our egos at the door and have it out. Yeah, but now there's no holding back I'm not worried that I'm gonna say something that's gonna forever change You know your opinion of working with me and so yeah, if you feel that level of safety That's where the high bandwidth

Conflict resolution you can just fix things in minutes rather than days weeks or never, you know You bring up such a strong point as far as dysfunctional organizations. The reason why people fail to conflict is because they have seen where somebody did conflict and they were punished for it. Oh yeah. Right? Oh, you fight against me?

You are now no longer getting projects and we're gonna weed you out until we fire you. Right? And this happens with poor leadership all the freaking time. And so like creating a safe zone and I hate that lingo, but like creating like a culture of safety of like I can battle with the CEO and have no worry for my job, right? Yeah, and people that have never seen that it's kind of shocking It's scary and they'll think oh no like Chris and Alex are fighting. This is gonna be terrible And then and then they experience oh they walked out of the room and like they're headed to the lake together

They're their best buds like what just happened, but that's what it looks like But it's not common and so people don't commonly see this That's why you don't see it happening naturally in business or marriages or any relationship so you've got to be an example of what this can look like and that's why I think this was a missed opportunity yeah they could have shown us what that looks like they could have without emotion and passion and all these cheap shots been like hey we actually really disagree on policy let's just like talk about the policy disagreements I still think I support him for this reason and this reason yeah

it would have been really cool so this is something also for your organization is that both people have to be, it's like a marriage, both people have to agree to this, the terms, which are if I have something to say to Chris and I say, hey Chris, I heard that this was bothering you and Chris goes, oh no man, everything's fine, we're cool dude, don't even worry about it, I don't care about it and then goes back to his silo

and then changes it up again and then it's's like, well, we're not both agreeing. So both people in the arrangement have to be able to say, hey, I'm open, are you open? And if not, then you just have the wrong leadership. And I want to speak to every leader that's watching this right now. So if you're a strong leader like myself, like very strong headed and willed and like my way is the right way, right? Like that's that's how I feel about most things, right? You have to understand

that's both your strength and your weakness and so one thing that I that I have learned that works really well is like when first people first get to know me they first join my management team or they start working with me on a regular basis one of the first preemptive things I tell them, I say, look, this is how I am, okay? And it's going to appear that I don't want you to question my authority. And it's gonna appear that I don't want you to question my ideas, because that's how I'll come off,

because I'm very confident, and I'm very, like, I do think my ideas are the best in the world, right? Like, no ifs, ands, or buts about that. But I welcome you fighting back. I want you to fight back. I want you to prove to me why my idea sucks. And if you can, I will be completely open to it. And I want that more than anything.

And so just like, giving that preemptive of like, this is how you work with my weakness. That'll work alongside it, right? Like don't try fixing my weakness. Don't try making me less confident. Don't try making me, you know, the question whether or not I think I'm right. But when you encounter that and you have a countering idea,

this is how you approach it. And if you use these trigger words, I'm gonna snap in and be like oh okay they're they're doing what I told them to do giving me the right right feedback or whatnot and that's probably the best advice I could give to any leader that has that strong will like like preemptively help your people understand exactly how to work with both your strengths and your weaknesses yeah you you never compromise on vision but I I know that you can compromise on tactics. So as long as you have a team surrounding you that believes in your vision, then the

strategy and the tactics are malleable as the environment changes. And I think that's a huge strong suit, skill of yours to say like, hey. And really to our team. To the team, right. Like, I thought this, it's going to be this. As long as the vision is the same. However, we get there is great Frankly, I can't imagine working with someone like myself like like really so like like shout out to the peep They like can they can hold it up and like fight against me because dude, it's it's tough, but it's welcomed So yeah, there's one other thing I would add to this

I think this is like another like almost like this natural law that a mentor taught me that I've never forgotten. I think about this all the time. It's like this equation, okay? To the degree that you are passionate about something, okay, an idea, let's just say you're passionate about an idea, to that same degree, you tend to be attached to it.

An attachment is the fuel of ego, right? An attachment, it's like a need, I need this to go well, if it doesn't go well, I'm shattered, I'm crushed. And so it's good for you to recognize that in yourself, also to recognize that in your partners, your coworkers, or whoever. If they come in hot about an idea and they're passionate about it,

just have an awareness, like okay, it's very likely that there's attachment here, and so it becomes even more important that we like address this from this kind of place we're talking about where let's have the egos exit the room, you know, because when you're talking about things that you're not crazy passionate about, ego doesn't really get involved. I mean, it's like you're just tossing out a very casual idea. It's like you want it. You want tacos. You want sushi like dude, you know, no dissent here is even gonna border on like you know potentially dangerous, okay? But if it's an idea you're really passionate about I one time had this idea with my wife. I came in hot

Hey, I found this conference. It's gonna be legit. It's this weekend It's like this like cool like you know relationship up leveling thing And I'm I'm very attached to it because I thought I'm being the good guy here. I got this great idea I made this plan. It's like this expensive kind of spontaneous thing and She shot it down pretty quickly. She's like I'm not even interested in that like I don't like that idea This particular conference she wasn't into It hurt dude, and it just like the stories of like look at me trying to be this proactive do cool thing Right and so it sent me into a spin a dark train

Right what I've learned is like if I can notice that in myself, I am really passionate about this idea, oh, let me be on the lookout, my ego's gonna wanna get in the room and, you know, feel some strong way about this if it doesn't go my way, you can actually get to a place where you can detach the ego. It takes a lot of practice, I think ultimately

it's a mastery level to be both passionate and detached. And so my, you know, my coach taught me like, look, this is true mastery, to be passionately detached. And so my coach taught me like, look, this is true mastery, to be passionately detached. It's rarely seen in nature. This is not intuitive. And it's like where real players operate. I mean, it's like when you do have an experience where you can be both passionate and detached, the effects are incredible. I love it. You heard it here first. Become passionately detached from that ego. Operate from a high level of trust. Don't be afraid to create conflict with those that you have the greatest trust and are trying to go and

take over the world. As always, like, comment, and subscribe. Until next time.