The Chris Voss Show - The Chris Voss Show Podcast – The New Science of Momentum: How the Best Coaches and Leaders Build a Fire from a Single Spark by Don Yaeger, Bernie Banks

Episode Date: June 25, 2025

The New Science of Momentum: How the Best Coaches and Leaders Build a Fire from a Single Spark by Don Yaeger, Bernie Banks Amazon.com Learn how to capture—and keep—the awesome power of momentum! Most leaders believe in momentum—a phenomenon that's easy to perceive but difficult to define. Which is why so few have been able to explain how to spark it, sustain it, or steer it to unbridled success. Until now. In this groundbreaking book, bestselling author Don Yaeger and leadership expert Bernie Banks uncover what it takes to turn a single moment into unstoppable momentum. Drawing from eight years of research, over 250 interviews, and thousands of survey responses, they reveal a proven model for building momentum across sports, business, politics, and the military. You'll learn how to: Recognize the early spark of momentum and act on it. Build a culture that sustains momentum over time. Apply a research-backed model used by top leaders. Reignite momentum when it begins to fade. Whether you're leading a team or an entire organization, this book will help you harness momentum in every aspect of an enterprise—from team building to recruitment to communications—and make it last.

You wanted the best. You've got the best podcast, the hottest podcast in the world. The Chris Voss Show, the preeminent podcast with guests so smart you may experience serious brain bleed. The CEOs, authors, thought leaders, visionaries and motivators. Get ready, get ready. Strap yourself in. Keep your hands, arms, and legs inside the vehicle at all times because you're about to go on a monster education roller coaster with your brain.

Now, here's your host, Chris Voss. Hey folks, it's Voss here from thechrisvossshow.com. Welcome home. Ladies and gentlemen, the Iron Ladies sings to them, makes the official welcome to the big show. As always, the Chris Voss Show is a family that loves you, but doesn't judge you at least as harshly as the rest of the world because we know you're here trying to make yourself

better for 16 years, 24 and episodes. You've been following the Chris Voss Show and all the wonderful guidance, stories, lessons of life, and just sheer education on how to be better and make a difference in the world. Today, we have an amazing young man on the show. We're gonna be talking about his insights and his experience and how you can use it to make your life better. As always, go to goodreads.com, Fortress Chris Foss, LinkedIn.com, Fortress Chris Foss, Facebook.com,

Fortress Chris Foss, and all those crazy places on the internet. He is the author of the latest book to come out, May 20th, 2025, called the new science of momentum. How the best coaches and leaders build a fire from a single spark. General Bernie Banks is with us on the show. He's the co-author of this book along with Don Yeager, who, uh, didn't join us

yet, but, uh, there's still time. Anyway, we'll get into it with Bernie and all his insights here and all that good stuff uh Bernie Banks is the director of Rice University's Doher Institute for New Leaders and a professor in the practice of leadership within the university's Jesse A Jones Graduate School of Business he retired from the United States Army in 2016 as a Brigadier General after having successfully led West Point's Department of Behavioral Sciences and Leadership in his final assignment. He has led multiple military units ranging in size from 10 to 3,000 plus people and he's engaged with organizations around the globe regarding their leadership efforts and development.

And welcome to the show. How are you, Bernie? Doing well, Chris. It's wonderful to be here. How are you today? I am excellent. I am excellent. You want me to refer you as general throughout the show? Or by no means, please. Bernie is great. Well, we appreciate your service to this country. So Bernie, give us your dot coms. Where can people find you on the interwebs? Wow, that's an interesting one. Yeah, I think the easiest one is LinkedIn. Just Bernard Bennett. Thanks. You know, there you can also find me on Rice University on the faculty website underneath the door Institute for new leaders at Rice University. I think those are the easiest places.

You know, we had someone from West Point who teaches leadership over there on the show. He'd written a book and I think he does the thing off to find who it was and see if maybe you know who they were. But give us a 30,000 overview. What's in your new book? Yeah. So if you go back to 2017, when the New England Patriots were playing the Atlanta Falcons in the Super Bowl, the Falcons were up 28 to 3 in the third quarter.

And the prognosticators said there was over a 99% likelihood the Falcons were going to win that game. Yeah. Now, long story short, Patriots pull off a comeback, They win the game. Everybody says, how did that occur? And my co-author, Don Yeager, who's a very noted sports author, 12 Times New York Times, bestselling author. He had a question in that moment. He says, how does a moment turn into momentum?

How are they able to create small wins that stacked up to a big win? And that started an eight-year journey to explore what does it take to generate momentum in a sustainable way? And so our book examines what do we know about that talent? So we take a look at leaders across four verticals, sports politics and the military and more out of their insights they shared with us from over 250 interviews over 2,000 surveys we have created a model that helps leaders to understand how they can go about generating momentum in a sustainable way there you go

discusses that was a hell of a that was a hell of a comeback. In fact, you know I mean people weren't even paying attention at super. Yeah people giving up and pro leaving the game I think and and and you know It's one of those things where they're like no team has ever done this and in the Super Bowl when they say no team has ever done something there's kind of a reason for statistical reason for that and and But yeah, I mean Brady I mean I

Hated Brady for a long time because of the tuck rule when he took the super bowl away from the Raiders because I'm a Raiders fan and Is so I've always kind of shit on him, you know, I mean he's I mean he's great I mean, let's just give it to that. He's, he's the anomaly. But when I saw that game, I finally put down beating him up and went, okay, this guy, this guy is the goat. That's his dad.

He is, he's, he's the, he's the, he's the goat. So give us a tease out of some of the tips or advice. Do you give in the book on how can we light this spark because leaders underneath our teams. Yes. I think the first thing we found in talking to leaders was they were intent on being intentional. They didn't hope to counter momentum. They sought to generate it.

So they recognized that momentum was something that could be. Influence and extended through intentionality. So when you take a look at the things that allow that to transpire, it always starts with leadership, so you have to have effective leadership, then leaders have to recruit the right people, generate the right culture, and then engage in preparation so that they're generating outcomes that when a moment occurs, they're able to take advantage of it. We call that the spark.

From there, you have to amplify the spark through effective communications, ensuring that you've got a climate where people are feeling engaged, and then fostering belief and mindset is understanding that we can do this. If we go back to that Super Bowl, for example, it was a linebacker who was actually said, we are about to create the greatest comeback in the history of the NFL. Oh, really? Wow. It wasn't Brady. It was a linebacker on the team. This is third quarter said, we are going to pull off the greatest comeback in the history of the sport. And then Brady was going up and down the sidelines.

After every series, after every play, say, hey, great job, keep it up. We've been here before. We know how to do this. We're built to do this. We've prepared for this. And so it wasn't going gonna be a function of luck that they were gonna bring about an outcome. It was gonna be a function of preparation

and understanding we were built for this moment. And here's what it'll take for us to execute at our best. So when we go back through the book, we have tons of stories from leaders across all four of those verticals talking about times that they've been challenged to generate momentum, models that they've created to help them think systemically about what it takes to generate momentum. And then also what does it take to reverse when momentum is against you? So when things aren't going

your way, how do you change the day? And sometimes that moment is like the hardest, like the one you're talking about with the Super Bowl, but you know, when the momentum seems to be against you and you can't find your footing, you know, you saw that in a lot of Super Bowls. I think you saw that recently with, didn't we see that recently with Kansas City and the, was it the Eagles?

Eagles, yeah. And they came in thinking they had this with they were in a three-peat you know and not a lot of people ever three-peat you know win consistently three wins in the Super Bowl and they're like no we're the we have the momentum we're going to do it and they just went up and hit the Eagles wall when they the Eagles were prepared the Eagles were prepared, the Eagles were prepared. They had gone out and gotten Saquon Barkley. So they saw, Hey, here's some gaps in our preparation could be addressed through recruiting the right players and then integrating them into a culture that celebrates accountability. And so all of those things allow the Eagles to perform well When presented the opportunity to be on the biggest stage once again, and we see that time and time again

I think about times during my military career where we engage in pitch fights against dogged adversaries and things weren't looking good Yeah, but yet you had to have this belief and mindset like we will prevail We have a thing in the military where we say the battle is never lost until the commander says so really how dire the circumstances wow the fight is never lost until the commander says so if you ever saw the movie um where marcus the trail the navy seal is in afghanistan his whole team has been compromised and he's trying to find a way to survive and there's a scene where the team commander Is gonna go make a phone call to let them know the team's in serious trouble And one of the last things he says to Marcus is you're never out of the fight Mm-hmm. You're never out of the fight, even though they were facing

out of the fight. You're never out of the fight, even though they were facing overwhelming odds. And he was never out of the fight because he never allowed himself to be out of the fight. And we see that for the best leaders, they're optimistic and realistic, but they prepare for those moments and they bring others along for the ride. And they're very intentional about the actions they take in service of generating that momentum that can lead to extraordinary outcomes Yeah, yeah Wow What what a difference that can make I like how the the linebacker established the vision first

And says we're gonna have the greatest comeback and and you know to me I I would think that that would that would affect momentum because You're you're you're putting up a boundary or a block and you're going, we're not going to live in this momentum against this sort of mindset anymore. We are going to find the way out. I remember when Steve Jobs, one of my friends was on the team that built the iPhone. What he was asking them to do was beyond extraordinary, unprecedented, a vision unlike, I mean, they were cramming everything into an iPhone, a fax machine,

a email machine, a phone machine, a text message typing machine, a keyboard. They were doing all this stuff that they were putting into that phone and it was the daunting task to do. And a web browser, all the stuff that went into iPhone. But he had this vision and he set that goal. And I've equated that a lot with visionaries and leaders that you can't see the shore that you're heading to and they have this instinct that goes, we are going to find land and we're going that way. And I know that's where it's at. And you just have to trust their leadership. And sometimes, you know, that, that bigger than life goal is what can really moves people sometimes

and inspires them and brings out the best in us. Maybe. Oh, absolutely. Absolutely. You know, we think about inspiration and Where it comes from? Well the ancients They said inspiration was derived from this word inspiring which means to breathe life into How do you create the wherewithal for people to take that next breath even when they seemingly feel as if They're being choked out, so to speak, by, you know, extraordinary demands that are being placed on the name your thing.

You know, as you go back to jobs, this notion of we're going to make a dent in the universe. Yeah, we're going to do things that others believe are impossible. And we're going to do it because we've got talented people. We've got the right set of norms, values, beliefs process. Yes, we will hold one another to account, but we are going to do this through preparation, not through simply hoping that we stumble onto an outcome. And that preparation piece, we found it time and time again. The people who were the best at seething momentum were the ones who

were intent on generating momentum, not just hoping they would stumble onto something that would create some momentum for them. The preparation piece is so essential and jobs was known as a taskmaster. It was hard to work for him, but people wanted to do it because they saw, hey, this person was a visionary. It was a true one percenter, probably a 0.01 of one percenter. And so in the book, we provide people a concrete understanding of here are ways in which you can go about doing this more effectively. At the end of every chapter, which each chapter is named after a component of the model, we provide a set of leader actions. The book is designed to be very practical in this orientation. It's not like a theoretical thing where we're

just talking conceptually about the topic. We're talking about it in a very practical term giving people access to stories that allow them to relate to how others have sought to do this. And then they can see how they might do it in their own context. Yeah. Yeah. You mentioned self accountability a couple of times. How important is self accountability this process? Cause we kind of live in this world where people, you know, victimhood competition world where people are trying to one up each other is who can play the biggest victim and get the most attention and validation from it

You know, it's interesting you say that Chris One of my favorite quotes was by a gentleman named Will Durant for years This quote was misattributed to Aristotle But actually will Durant had pinned the quote when talking about the great philosophers and he said excellence is not an act But I have it therefore we are what we repeatedly do true excellence is rooted in accountability. And in many organizations, accountability is a bad word. In the best organizations, accountability is the word. Excellence cannot be achieved through a lack of accountability. And to be held to account is actually a way in which you demonstrate love

for the other party, you demonstrate respect for them. And so I always like to say you can keep it tight while keeping it light. You don't have to be a jerk when holding someone accountable, but you do have to be resolute. And if you're not willing to hold someone to account starting with self, then you're saying I really don't care about what it is I'm doing. And for all those who like want to say the dog ate my homework, you know, whatever, I'm like, then it really isn't that important to you. Pete Slauson Uh huh.

David Larkin Pain and simple. Pete Slauson Yeah. Yeah. All my ex-boyfriends were narcissists. Yeah, I've heard it all. It's really weird when you really watch what's going on in this world. It has become a very emotionalism world that hates patriarchy, that hates meritocracy, and wants to just be the biggest victims they possibly can. It's weaponized too. Oh, I'm a thing and I have to destroy everybody else who victimized me because I didn't have any agency. And you're like, no, I think you did actually.

But you see it. I remember one time I was watching The View and well, I think I saw it because it went viral. But what the Goldberg, there was someone who was on talking about, you know, the Holocaust and the horrors the Jews endured in the Holocaust, and she started piping up that African American people had it far worse in slavery, etc., etc. And it was just this moment where she seemed to be minimalizing the horrors of what Jewish people went through in the war, and then comparatively trying to one-up it.

And there's no discounting that both had horrible outcomes and horrible circumstances. It was so glaring to see, number one, trying to dismiss someone else's horror, and then trying to claim that your horror is bigger than their horror. And you're just like, God damn, is this where we're at? We're at this competition level where you get points for trying to be the biggest victim? And it's really struck me, and you see that a lot in our culture if you really understand it nowadays, you really look at like social media, what people are posting and stuff. And so, it's interesting to me that you say, you know, you really can't achieve things

without that level of self-accountability because it's true. And until, you know, until you take self-accountability and self-actualization for yourself, you're never really achieve anything. But then that's kind of the point, I guess, for some of these people, right? Jon Moffitt Well, you know, I believe there are many who engage in relativism as the basis for in their life. And while that makes people feel better about certain things, because they're addressing what we know in psychology called cognitive dissonance. So I'm experiencing something, it's causing anxiety,

I look for a way in which I can reduce the anxiety. All that being said, it doesn't actually address the core issue, which are how am I seeking to make a difference given what I am encountering? And if we go back to this notion of in an organization, if in fact things aren't going my way, am I simply going to engage in relativism and say, well, it's not going well for anybody? Or am I going to look and say say what actions can I take to improve my situation not simply to lament my situation and in the book we provide tangible tools

to help people address their situation to create better outcomes that without taking those actions what's shown us is that you're lowering the probability of success. Definitely. Definitely. I mean, you have to be accountable. I mean, that's part of a meritocracy in being successful in life. I mean, you can sit in your, you know, I kind of equate it when I see people always playing the victim.

I was kind of equated to pigs sitting in the mud and, you know, they're sitting there bitching about, I'm in the mud. Oh, this is awful. pigs sitting in the mud and you know they're sitting there bitching about I'm in the mud oh this is awful I'm in the mud you're like you know you can you can crawl out of the mud no I'm stuck here it's uh you're like no come on you can come out of the mud and they're like no because I can't get attention it's like an attention validation sort of experience people are trying to do when really you know if you if you just be self accountable and self actualized, you're going to get attention to validation when you're successful. So, you know, it's interesting, Chris, this notion of accountability, what I always tell folks, I don't need you to go above

and beyond. I don't need to go above and beyond. I need to do what I ask you to do is that we go where we're supposed to, when we're supposed to do what we're supposed to when we're there and have the conviction to do that repeatedly. And if we simply do that, we will outcompete countless others who have the exact same opportunity, but elect not to do those things routinely. If the only thing that's valued in your organization is above and beyond, you've got the wrong standards. If the only ideas that are valued in your organization are outside the box, you've got the wrong box. Yeah. If people simply do that which is required and they do that regularly, amazing things will transpire. But the reality is for countless individuals in leadership roles and you know, thinking about

organizational activities is that if 10 things are asked of them, they'll do six or seven and if you see someone that does the 10 routinely, you don't view them as ordinary. You view them as extraordinary but in the best organizations, standard is established, standard is met. Standard is established, standards met, because there is a culture of accountability. There's a culture of accountability. And when it comes back to this topic of momentum, you prepare for

certain things by saying, here are the standards we're going to have to meet, let's ensure that we can meet them. If we meet those standards routinely, good things are going to happen. When that moment occurs, that spark happens. Now we are prepared to seize on it. You know, in the military, we always talk about wanting to be on the offense as opposed to the defense. Yeah.

Your battles are one of the offense. And so even when we're on the defense, we're defending the entire time with the intent to get back on the offense to seize the initiative. And so we prepare for that when the enemy has a slowdown or we've denied them the ability to do something and now we can come off of defense and move on to offense. Now we dictate the conditions. That's when we have seized the momentum back. And so you see the same thing happen in industry as well. You see it happen in sports. You see it

happen in politics, but it all starts with this notion of being accountable, having great leadership that holds people to account for behaving in a certain way, preparing in a certain way, communicating in a certain way, preparing in a certain way, communicating in a certain way, fostering a mindset that reinforces the importance of all those things, and then maintaining this positive attitude all along. Yeah, definitely. Positive attitude. I mean, you get what you focus on, the vision of what you want to achieve. You know, like you said, you can, you can win, you can lose some battles, but the key is, is to stick in and win the war.

You know, I've, I've been beaten down in my life. I sometimes I feel like I've just been beaten down to the mat in a boxing match. And I've always taken the attitude that as long as I can move a finger, as long as I can get back up, as long as I can put up a fight in some way, I can come back. And I've done that throughout my life. Sometimes I've gone through some really cathartic moments. And I think most of us do. I think we all kind of experience things that are, I don't know, they're designed to help us grow, but they definitely, you know, that which doesn't kill you makes you stronger. It is impossible to be a successful entrepreneur without developing that resilience and without

learning those lessons from the experiences you're acquiring. Yeah, it's very true. And what's funny is when things happen, I experienced the loss of everything in 2008 with the mortgage crisis and had to rebuild. And during COVID, I experienced another huge financial losses for the models of business that we built and had to re-engineer. Recently with some of the things going on with the export and import and these tariffs and things, I'm like, great, it's 2008 all over again.

The economy may come to a standstill, et cetera, et cetera. And in both cases, because I survived in 2008, you know, the worst of the worst sort of, it would have been a depression if we hadn't bought our way out of it with the Fed. And even then it was a 10-year recovery. But having that toolbox in my head where like, okay, I know what to do this time when things crash. I know what to do. I've survived before, I can survive again.

I have the tools now and I have the knowledge that I can survive. And so you're right, sometimes having that toolbox where you have that muscle that you've gained from failure makes you win you know I create a lot of little companies and they were kind of successful kind of failures you know and then finally after a few of them I finally hit it big you know I I needed those failures and practices to learn yeah it's getting reps right yeah gotta get the reps get the reps in build that reps in, build that muscle. Absolutely.

You know, the growing muscle, you have to tear it. Tear it too little doesn't get any stronger. Tear too much irreparable harm. You tear it the right way and the fibers go back stronger. You know, when you're an organizational leader, getting those reps in routinely is important. Sometimes you are going to tear it too much and then you're going to have to recover from that.

You got to figure out, okay, now how do I avoid doing that the next time? But instead of lamenting the fact that you have to get those reps in, you have to embrace the reality of needing to get those reps in and valuing those reps and seeking to learn from those reps. Yeah. And it's honor the process. Honor the process. I like that. I think maybe that's what I've learned to do is honor the process where I go, okay. I remember during COVID, I was starting to get depressed and I was just watching hundreds of thousands of dollars just burn.

We were doing events and interviewing CEOs and people at events all the time and traveling all the time and just watching these events shut down. It was just watching money burn. I remember seeing a post and one of my friends said, here's what you do right now. You do one of two things. You either be a lifter or you find a lifter and Let them lift you and I was just like Okay, what are we gonna do and in that moment? I you know, I'm not a good follower. I'm not a good

Find a lifter sort of person. I'm more of a lifter myself I sat down with my assets and said well, you know, what do I have and usually in those cathartic moments? I look for I look for gratitude. So it's like, okay, let's not cry about what we lost because we probably didn't know in any way, according to maybe Marcus Aurelius in Meditations. And then tomorrow, you know, we don't own this, it passes through our life. And so I said, okay, well, what am I going to do? Well, I'm going to become a leader through this and I'm going to lead people. And so I did. And that gave me the momentum I needed to get out of my depression and my victimhood

mindset where I'm like, you know, the whole world's melting around me, pose me, yada, yada, yada, why me again, yada, yada, yada. And instead, it got me focusing on that comeback. And like, how can we come back and, you know, we came back stronger and more powerful and, and actually making a better difference in the world with what we do. And some, you know, you just have to find that footing, put one step in front of the other, eat the elephant one bite at a time. I always like to equate it. You know, like you say, trust the process as it were.

Yeah. I mean, so if you go back to that moment where things aren't looking positive, but there's this little voice inside you that says, I must fight. I will persist. I must fight. I will persist. What we find the most effective leaders, they all have that. You know, Warren Bennis calls it hardiness. H-A-R-D-I-N-E-S-S, hardiness. It's this resilience, this optimism that, yes, I can do this. They're optimistic and realistic, but they're incredibly dogged in their willingness to say, I will find a way. Now, hardiness can be developed over time through the accumulation of experience and learning from those experiences, but it also is amplified by having a clear purpose and understanding

what's the difference you're intent on making in the world. You're going to put a lot more into something that you genuinely believe in the importance of than something you don't. And so also putting people in a position to win would say, hey, if this is something you care about, be a part of this team, because this is something this team is intent on making a difference as pertains to bringing about some outcome you desire. And obviously when you know you're an entrepreneur you tend to be pursuing something that you care very deeply about and I think one

of the most important things a leader has to do is put people in a position to win but it's also finding the right people to be part of your team. Not everybody is the right fit for your team. Because while they might have the capabilities to do what you're asking them to do, they might not have a passion for doing what you're intent on pursuing. And so finding the right people, putting the right puzzle together, honoring that process, but constantly coming back to, here's the difference we're going to make. Here's the difference we're going to make, and here's why it's going to matter to each and every one of us. It's so important in helping people to get through the dark times.

Pete Slauson Oh, yeah. And that passion is everything because, you know, like you, you're tied to your book, you know, to get that spark. You know, hope and passion in the human element is so huge. I mean, things can be the worst in this world. I mean, bubonic plagues and, you know, you name it, you know, trials and tribulations, major earthquakes, tornadoes and stuff. Hope is the one thing that seems to endure and seems to be the one thing that, that, that, you know, persisted species is finding hope. Let's hope AI picks up some of that, some of that and keeps us around once it becomes a, doesn't need us anymore. But as, as we go out, what are, what out, what are some advice you can give to somebody who feels stuck and unable to create a momentum? One, start with a clear understanding of

what is it we're really intent on doing. You'd be surprised how many people don't take a clear mission and say, okay, here's what we exist to do, and then translate that into smart goals. Specific, measurable, attainable, relevant, time-bounded. So this notion of bite the elephant, right? Like how do you break down a big objective into smaller ones? By creating those smart goals and then coming up tangible ways in which you can achieve those goals. You now start to create those small wins that are

stackable that create the momentum but it starts with take something big break it down into something smaller but very tangible and then doggedly pursue each one of those things. A lot of folks they skip ahead to the end and they don't think about What has to happen along the way you take a look at like, Alabama football under Nick Saban And he talked about you know, there were five things that they had to do really well, you know pride on the team But it was around making sure that every rep for anything was done to standard.

How do we do this single rep to standard? And if we do that, then how do we commit to doing the next rep to standard, whatever the task was, whether it was schoolwork, whether it was footwork, whether it was nutrition, whether it was a rep inside the weight room. But it was stacking all those actions up. Said, if we do that, we do it to the best of our ability, great things are going to happen. He never went into a season saying the intent is to win the national title. The intent was always, how can we as a collective operate to our very best relative to these high

standards and if we do that, given the assembled talent we have, odds are we're going to win championships and so my thing to everybody is simply honor the process, be accountable. Yeah, be accountable. Everybody work on it. At the end in mind. on it. The end in mind. Yeah. You can't fix your problems either unless you're accountable. You know, that's the that's the one thing, you know, I see a lot of people not doing

in today's world is they, they always want to victimhood and they by not taking self accountability, they never fix their problems. So they're always, you know, in their mind being victimized when they're really creating the scenarios for it and setups. And then as soon as anything happens that demands they're accountable or they need to be self-actualized, you know, then they're like, Oh, I'm a victim. No, we're just trying to make you accountable because, you know, what's that old, what's the old saying? I went to a Tori Amos concert once and she said, you know, I was at this point in my life where I was, I was always, I was in this victimhood mindset.

And she said, finally, one of my friends said to me, she, why don't you shut up and get off the cross? We need the wood. That was such a powerful thing. It's like, hey, okay. Well, we appreciate you doing the performative victimhood thing of nailing yourself to your own cross up there. But you know, we got things we need to do and that's really cute what you're up to, but you know, come on down. We need the wood. Let's get this over with, round this up.

And she realized that she'd been living this victimhood mentality for all these years. And you know, she reached that point of clarity. So, Bernie, give us your final thoughts as we go out, tell people how they can order the book, et cetera, et cetera, and learn more about you. Bernie Berns Yeah. So, the book can be ordered on Amazon. It is easy to find. With respect to why they should order the book, if they're intent on creating great things in their lives, this book is a way in which they can increase the likelihood of getting there. Plain and simple. It's a leader's guide. It's very practical in its orientation. And all of us need to generate positive momentum in our lives, whether it's our

personal lives, whether it's our work lives, whether it's our spiritual lives, name your thing. Generating positive momentum matters. And so this book can be applied to any context. It can be applied to any field of endeavor. It is easy to read. It is enjoyable to read. I think people will like the stories and people will like the model because the model is something that all of them can say,

hey, I see how I can go and act this in my life. And so last thing I'd say is it's been an honor to be on your show, Chris. Thank you so much for having me on. And I look forward to continuing to follow you going forward. And I wish you all the best and I wish all the best to all the listeners. Pete Slauson Thank you. And it's an honor to have you on the show, sir. And thank you for your service to our country. I mean, it's interesting this, our military in the leadership that it teaches and how it operates, you know, where you can decapitate one part of leadership and teams can still do what they need to do.

You know, it really became apparent when I looked at how the Ukraine war was being fought by the Russians. And what we used to think was, I guess, the second, second, how did the State Department put it? They said, the perceived second greatest military in the world, the Russians have now been shown to be the second greatest military in Ukraine. I stole that from the State Department. I mean, what a great fucking line. But you saw that where their leadership structure and how they do leadership, you know, and how we do it makes us the greatest military in the world. I mean, that's just not hoopla that's out there. I mean, it makes a difference in everything. And probably one of the reasons we're a you know, we're a great country or

perceived to be a great country by people. It depends on the week, I suppose. But thank you very much, Bernie, for coming to the show. We really appreciate it, General. Thank you. Thank you. Be well. You too.

And thanks to your audience for tuning in. Order of the Book, wherever fine books are sold, the new science of momentum, how the best coaches and leaders build a fire from a single spark and I love how a lot of it revolves around self accountability. We need to bring that back boys Anyway, guys, thanks for tuning in go to good reason calm fortress Chris Foss linkedin.com for just Chris Foss Chris Foss one the tick-tock eddy and all those crazy places the internet be good to each Other stay safe. We'll see you guys next time and that's you have a