I suppose it did evolve as I matured, but at the same time, I think the basic principle was always the same, which is I just, I knew I was fortunate to have been somehow or other had been in the right place at the right time to be given this opportunity, which was to be a director, to start a facility. And for me, what that meant was doing the best I knew how to do at all times, and to learn as much as I could learn about whatever I needed to learn about to do the best job, whether it was to learn about how to build a building, how to be a contractor, or learn about the science of small population genetics, to manage studbooks. And so, I always approached everything from the standpoint of if I didn’t know how to do it, but I thought I’d better learn, then I’d just tried to figure out a way to learn and to go ask. I was never afraid to ask somebody. I thought knew how to do something better than I did, how they did it. And I also, because it was a little staff, my management approach was always the same which was, try to find the best people I could hire, hope they knew more about what I was hiring them to do than I did as opposed to the reverse. I saw a lot of people who wouldn’t hire anybody that they thought might know more than them, and I felt that was rather counterproductive because if I hired a botanist or horticulturalists to do my gardens, and if he couldn’t grow plants better than I could, we were gonna be in a world of hurt. I might know more about how to, maybe most of the staff that I hired initially and how to do animal care, so I kept that for myself, but I tried to hire the very best people I could and once they convinced me by watching them do their job for awhile that they really were doin’ it, I just leave ’em alone to do it.
