How CEOs need to be reevaluating critical decisions in times of crises

So the framework is to be constantly reviewing, to not be married to any decision that we've ever made. In fact, Jean-Paul and I worked with a CEO, Dan Sepati, and I think his— I don't know what you'd say about this, JP, but I think his biggest skill was changing his mind. He was able to make a very different decision the following day when new information came to light. Unfortunately, what I see a lot of bad CEOs do is they make this choice and then it's almost as if it's Like it's part of their own status that they have to be right and they stick to it. But the reality is with all of this new information coming at us all this time, all the noise and the signal, we've got to be willing to completely change direction, change our mind, make a new decision, go in a different way. And like, this is the moment to practice that. Recommendation is you review any choice, any big choices that you've made using that framework. What pain are we solving? How mission critical are we at solving that pain? How unusual, scarce, rare are we to do that?