This is the Jocco Debris Podcast Episode 24 with Dave Burke, me, Jocco Willink. Dave, what's going on? Let's debrief. What's happening?

What do we got?

I always like to start these off like a little like a little phrase that helps me think about the shortest way to describe what's going on.

Okay. What did you pick for this time?

Don't be the easy button and keep your opinions to yourself.

Okay. So don't be the easy button. Very cliche. Even though we use it. And it's cliche for a reason because there's it's a good piece of advice to give to people.

But keep your opinions to yourself.

A lot of times people don't want to hear that. A lot of times they need to hear that. There's some true benefits to keeping your opinion to yourself.

I know in the book, Leadership Strategy and Tactics, I talked about don't give up your position. Right? We don't announce to the enemy where we're going to attack from.

We don't put a flag up while we're on reconnaissance. Right? To tell, hey, we're here. Why would you do that?

So there's a one aspect of keeping your opinions to yourself. And of course, right now, as we say that, there's at least...

At least, let's just say 50%. It could be 70. It could be 30. There's a large percentage of people that go, that's crap.

What do you mean? You got an opinion, you need to voice it. You need to let people know what you're thinking. That's what needs to happen.

So, you people, that your hair stood up when Dave said, keep your opinion to yourself. If your hair stood up a little bit, if you thought, you know what, I'm going to go listen to a different podcast now.

Then that's actually you maybe should be listening to this. Okay. So what's the scenario? Yeah. And the whole point behind that is just like you described is, yeah, there's always truth to the way we explain this.

But there's much more to it than just that phrase of keep your opinion to yourself. There's certainly times to share your opinion. Of course.

But in this, it sort of summarizes this particular case. So I've got this company we've been working with for a while. The person individual, the individual who are working with this, the CEO, she started this company.

It's her company founded it from the get go. She does like marketing and design. She works with a bunch of bigger companies. She started as a one person show.

And now she's got 20 plus people at her company, she's doing really great. Her frustration, what she's saying to me is she's working through this is, hey, fresh, I'm frustrated with my team.

And there's my subordinates keep coming to me with questions that they can answer for themselves. How do I get them to stop coming to me for every little thing?

Well, she's in charge. She's got a bunch of people working for her. Good people. Her frustration is they seem to be coming to her for everything. And she wants them to be making decisions on the wrong.

So my immediate thought is, I want to make sure we're not talking about an easy button scenario, which again, it's a cliche, like you said, but people come to you. And if you solve their problems for them, over time, you become the easy button.

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