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and it's a page from general horner in the first campaign in iraq is you cannot accept sas t casualties based on knowledge that may have been known but not known by somebody. we worked around it. we had to create our own fusion cell and that's probably the biggest point here for us, was to establish a place where all these various players would come in and actually share intelligence, turn it into actionable intelligence, first part. the second part is now that you have intelligence and you understand some of the points, where else can we go? we found also, and something we're not good at in the early days, is social networks today are a source of intelligence a great deal. people in libya taulk to each other via skype, they would post on youtubes, they send e-mails to each other, so there are social networks, web pages and the like, where we need to do mining as well and learn to work at this. i had a very small intelligence, in fact, my social networks are consistent with three people. let's not only go with the traditional methods that we know, but what is today's environment? social

back on every one of those points, whether you learn through history, reading the book of general horner or general schwarzkopf or reading several of those books. seven years in the united states working, the experience of 9/11, watch i watching the canadian leaders, nato leaders work together, and understanding that at the end of all of this is no matter what, command is how you enter we leaf with other people. a dictator does it by fear. a transformational leader does it by convincing others that it's the right thing to do. having convinced them then it's much easier for them to get on with it. and that's the approach that i chose. in this arena. so, to me, i don't think there was one seminal point in my career that changed it as much as the asum lags, and it takes time, and it takes experience, but i was blessed -- i had a varied experience. i had some great leaders through my time, both here in the u.s., in canada, and also in europe. and it's the ability to remember it, put it all together and see what works and what doesn't, discard it along the way and remain agile, and you build

back on every one of those points, whether you learn through history, reading the book of general horner or general schwarzkoph or reading several of those books. seven years in the united states working. the events of 9/11. watching canadian leaders, nato leaders work together and understanding at the end of all of this, no matter what, command is how you interrelate with other people. a dictator does it by fear. a transformational leader does it by convincing others that it's the right thing to do. having convinced them it's much eyesier to get on with it and that's the approach i chose in in arena. so to me i don't think there was one seminole point in my career that changed it as much as the accumulation and it takes time and it takes experience. but i was blessed i was -- i had a very, very experience. i had great leaders through my time, both here in the u.s., in canada and also europe. it's the ability to put it all together and remember it and put it all together and see what works and what doesn't, discard it along the way and remain agile as you go along. >> general, let me jus