You won't be the same after watching this speech

Simon Sinek is a name you need to know. He's a leadership expert, best-selling author, and speaker who teaches business leaders to inspire their customers and their employees. Over a year ago, Glenn read his book Start With Why, which radically influenced Glenn's vision for his company.

In the months ahead, you're going to probably hear Glenn talk a lot more about Simon as he works with him on different projects on and off television.

"I think we need to listen to this guy because he can help us define exactly what we're trying to do and help us define our language so we can come together. I was telling him in an email that I think this audience will be the one that can really change things for the better, that we can actually change things for the better if we all stand together and we all are like-minded and in one accord," Glenn said.

Be sure to set aside some time today to watch Simon's TED Talk "How great leaders inspire action" below:

Transcript of the TED Talk is below:

How do you explain when things don't go as we assume? Or better, how do you explain when others are able to achieve things that seem to defy all of the assumptions? For example: Why is Apple so innovative? Year after year, after year, after year, they're more innovative than all their competition. And yet, they're just a computer company. They're just like everyone else. They have the same access to the same talent, the same agencies, the same consultants, the same media. Then why is it that they seem to have something different? Why is it that Martin Luther King led the Civil Rights Movement? He wasn't the only man who suffered in a pre-civil rights America, and he certainly wasn't the only great orator of the day. Why him? And why is it that the Wright brothers were able to figure out controlled, powered man flight when there were certainly other teams who were better qualified, better funded ... and they didn't achieve powered man flight, and the Wright brothers beat them to it. There's something else at play here.

About three and a half years ago I made a discovery. And this discovery profoundly changed my view on how I thought the world worked, and it even profoundly changed the way in which I operate in it. As it turns out, there's a pattern. As it turns out, all the great and inspiring leaders and organizations in the world -- whether it's Apple or Martin Luther King or the Wright brothers -- they all think, act and communicate the exact same way. And it's the complete opposite to everyone else. All I did was codify it, and it's probably the world's simplest idea. I call it the golden circle.

Why? How? What? This little idea explains why some organizations and some leaders are able to inspire where others aren't. Let me define the terms really quickly. Every single person, every single organization on the planet knows what they do, 100 percent. Some know how they do it, whether you call it your differentiated value proposition or your proprietary process or your USP. But very, very few people or organizations know why they do what they do. And by "why" I don't mean "to make a profit." That's a result. It's always a result. By "why," I mean: What's your purpose? What's your cause? What's your belief? Why does your organization exist? Why do you get out of bed in the morning? And why should anyone care? Well, as a result, the way we think, the way we act, the way we communicate is from the outside in. It's obvious. We go from the clearest thing to the fuzziest thing. But the inspired leaders and the inspired organizations -- regardless of their size, regardless of their industry -- all think, act and communicate from the inside out.

Let me give you an example. I use Apple because they're easy to understand and everybody gets it. If Apple were like everyone else, a marketing message from them might sound like this: "We make great computers. They're beautifully designed, simple to use and user friendly. Want to buy one?" "Meh." And that's how most of us communicate. That's how most marketing is done, that's how most sales is done and that's how most of us communicate interpersonally. We say what we do, we say how we're different or how we're better and we expect some sort of a behavior, a purchase, a vote, something like that. Here's our new law firm: We have the best lawyers with the biggest clients, we always perform for our clients who do business with us. Here's our new car: It gets great gas mileage, it has leather seats, buy our car. But it's uninspiring.

Here's how Apple actually communicates. "Everything we do, we believe in challenging the status quo. We believe in thinking differently. The way we challenge the status quo is by making our products beautifully designed, simple to use and user friendly. We just happen to make great computers. Want to buy one?" Totally different right? You're ready to buy a computer from me. All I did was reverse the order of the information. What it proves to us is that people don't buy what you do; people buy why you do it. People don't buy what you do; they buy why you do it.

This explains why every single person in this room is perfectly comfortable buying a computer from Apple. But we're also perfectly comfortable buying an MP3 player from Apple, or a phone from Apple, or a DVR from Apple. But, as I said before, Apple's just a computer company. There's nothing that distinguishes them structurally from any of their competitors. Their competitors are all equally qualified to make all of these products. In fact, they tried. A few years ago, Gateway came out with flat screen TVs. They're eminently qualified to make flat screen TVs. They've been making flat screen monitors for years. Nobody bought one. Dell came out with MP3 players and PDAs, and they make great quality products, and they can make perfectly well-designed products -- and nobody bought one. In fact, talking about it now, we can't even imagine buying an MP3 player from Dell. Why would you buy an MP3 player from a computer company? But we do it every day. People don't buy what you do; they buy why you do it. The goal is not to do business with everybody who needs what you have. The goal is to do business with people who believe what you believe. Here's the best part:

None of what I'm telling you is my opinion. It's all grounded in the tenets of biology. Not psychology, biology. If you look at a cross-section of the human brain, looking from the top down, what you see is the human brain is actually broken into three major components that correlate perfectly with the golden circle. Our newest brain, our Homo sapien brain, our neocortex, corresponds with the "what" level. The neocortex is responsible for all of our rational and analytical thought and language. The middle two sections make up our limbic brains, and our limbic brains are responsible for all of our feelings, like trust and loyalty. It's also responsible for all human behavior, all decision-making, and it has no capacity for language.

In other words, when we communicate from the outside in, yes, people can understand vast amounts of complicated information like features and benefits and facts and figures. It just doesn't drive behavior. When we can communicate from the inside out, we're talking directly to the part of the brain that controls behavior, and then we allow people to rationalize it with the tangible things we say and do. This is where gut decisions come from. You know, sometimes you can give somebody all the facts and figures, and they say, "I know what all the facts and details say, but it just doesn't feel right." Why would we use that verb, it doesn't "feel" right? Because the part of the brain that controls decision-making doesn't control language. And the best we can muster up is, "I don't know. It just doesn't feel right." Or sometimes you say you're leading with your heart, or you're leading with your soul. Well, I hate to break it to you, those aren't other body parts controlling your behavior. It's all happening here in your limbic brain, the part of the brain that controls decision-making and not language.

But if you don't know why you do what you do, and people respond to why you do what you do, then how will you ever get people to vote for you, or buy something from you, or, more importantly, be loyal and want to be a part of what it is that you do. Again, the goal is not just to sell to people who need what you have; the goal is to sell to people who believe what you believe. The goal is not just to hire people who need a job; it's to hire people who believe what you believe. I always say that, you know, if you hire people just because they can do a job, they'll work for your money, but if you hire people who believe what you believe, they'll work for you with blood and sweat and tears. And nowhere else is there a better example of this than with the Wright brothers.

Most people don't know about Samuel Pierpont Langley. And back in the early 20th century, the pursuit of powered man flight was like the dot com of the day. Everybody was trying it. And Samuel Pierpont Langley had, what we assume, to be the recipe for success. I mean, even now, you ask people, "Why did your product or why did your company fail?" and people always give you the same permutation of the same three things: under-capitalized, the wrong people, bad market conditions. It's always the same three things, so let's explore that. Samuel Pierpont Langley was given 50,000 dollars by the War Department to figure out this flying machine. Money was no problem. He held a seat at Harvard and worked at the Smithsonian and was extremely well-connected; he knew all the big minds of the day. He hired the best minds money could find and the market conditions were fantastic. The New York Times followed him around everywhere, and everyone was rooting for Langley. Then how come we've never heard of Samuel Pierpont Langley?

A few hundred miles away in Dayton Ohio, Orville and Wilbur Wright, they had none of what we consider to be the recipe for success. They had no money; they paid for their dream with the proceeds from their bicycle shop; not a single person on the Wright brothers' team had a college education, not even Orville or Wilbur; and The New York Times followed them around nowhere. The difference was, Orville and Wilbur were driven by a cause, by a purpose, by a belief. They believed that if they could figure out this flying machine, it'll change the course of the world. Samuel Pierpont Langley was different. He wanted to be rich, and he wanted to be famous. He was in pursuit of the result. He was in pursuit of the riches. And lo and behold, look what happened. The people who believed in the Wright brothers' dream worked with them with blood and sweat and tears. The others just worked for the paycheck. And they tell stories of how every time the Wright brothers went out, they would have to take five sets of parts, because that's how many times they would crash before they came in for supper.

And, eventually, on December 17th, 1903, the Wright brothers took flight, and no one was there to even experience it. We found out about it a few days later. And further proof that Langley was motivated by the wrong thing: The day the Wright brothers took flight, he quit. He could have said, "That's an amazing discovery, guys, and I will improve upon your technology," but he didn't. He wasn't first, he didn't get rich, he didn't get famous so he quit.

People don't buy what you do; they buy why you do it. And if you talk about what you believe, you will attract those who believe what you believe. But why is it important to attract those who believe what you believe? Something called the law of diffusion of innovation, and if you don't know the law, you definitely know the terminology. The first two and a half percent of our population are our innovators. The next 13 and a half percent of our population are our early adopters. The next 34 percent are your early majority, your late majority and your laggards. The only reason these people buy touch tone phones is because you can't buy rotary phones anymore.

(Laughter)

We all sit at various places at various times on this scale, but what the law of diffusion of innovation tells us is that if you want mass-market success or mass-market acceptance of an idea, you cannot have it until you achieve this tipping point between 15 and 18 percent market penetration, and then the system tips. And I love asking businesses, "What's your conversion on new business?" And they love to tell you, "Oh, it's about 10 percent," proudly. Well, you can trip over 10 percent of the customers. We all have about 10 percent who just "get it." That's how we describe them, right? That's like that gut feeling, "Oh, they just get it." The problem is: How do you find the ones that get it before you're doing business with them versus the ones who don't get it? So it's this here, this little gap that you have to close, as Jeffrey Moore calls it, "Crossing the Chasm" -- because, you see, the early majority will not try something until someone else has tried it first. And these guys, the innovators and the early adopters, they're comfortable making those gut decisions. They're more comfortable making those intuitive decisions that are driven by what they believe about the world and not just what product is available.

These are the people who stood in line for six hours to buy an iPhone when they first came out, when you could have just walked into the store the next week and bought one off the shelf. These are the people who spent 40,000 dollars on flat screen TVs when they first came out, even though the technology was substandard. And, by the way, they didn't do it because the technology was so great; they did it for themselves. It's because they wanted to be first. People don't buy what you do; they buy why you do it and what you do simply proves what you believe. In fact, people will do the things that prove what they believe. The reason that person bought the iPhone in the first six hours, stood in line for six hours, was because of what they believed about the world, and how they wanted everybody to see them: They were first. People don't buy what you do; they buy why you do it.

So let me give you a famous example, a famous failure and a famous success of the law of diffusion of innovation. First, the famous failure. It's a commercial example. As we said before, a second ago, the recipe for success is money and the right people and the right market conditions, right? You should have success then. Look at TiVo. From the time TiVo came out about eight or nine years ago to this current day, they are the single highest-quality product on the market, hands down, there is no dispute. They were extremely well-funded. Market conditions were fantastic. I mean, we use TiVo as verb. I TiVo stuff on my piece of junk Time Warner DVR all the time.

But TiVo's a commercial failure. They've never made money. And when they went IPO, their stock was at about 30 or 40 dollars and then plummeted, and it's never traded above 10. In fact, I don't think it's even traded above six, except for a couple of little spikes. Because you see, when TiVo launched their product they told us all what they had. They said, "We have a product that pauses live TV, skips commercials, rewinds live TV and memorizes your viewing habits without you even asking." And the cynical majority said, "We don't believe you. We don't need it. We don't like it. You're scaring us." What if they had said, "If you're the kind of person who likes to have total control over every aspect of your life, boy, do we have a product for you. It pauses live TV, skips commercials, memorizes your viewing habits, etc., etc." People don't buy what you do; they buy why you do it, and what you do simply serves as the proof of what you believe.

Now let me give you a successful example of the law of diffusion of innovation. In the summer of 1963, 250,000 people showed up on the mall in Washington to hear Dr. King speak. They sent out no invitations, and there was no website to check the date. How do you do that? Well, Dr. King wasn't the only man in America who was a great orator. He wasn't the only man in America who suffered in a pre-civil rights America. In fact, some of his ideas were bad. But he had a gift. He didn't go around telling people what needed to change in America. He went around and told people what he believed. "I believe, I believe, I believe," he told people. And people who believed what he believed took his cause, and they made it their own, and they told people. And some of those people created structures to get the word out to even more people. And lo and behold, 250,000 people showed up on the right day at the right time to hear him speak.

How many of them showed up for him? Zero. They showed up for themselves. It's what they believed about America that got them to travel in a bus for eight hours to stand in the sun in Washington in the middle of August. It's what they believed, and it wasn't about black versus white: 25 percent of the audience was white. Dr. King believed that there are two types of laws in this world: those that are made by a higher authority and those that are made by man. And not until all the laws that are made by man are consistent with the laws that are made by the higher authority will we live in a just world. It just so happened that the Civil Rights Movement was the perfect thing to help him bring his cause to life. We followed, not for him, but for ourselves. And, by the way, he gave the "I have a dream" speech, not the "I have a plan" speech.

(Laughter)

Listen to politicians now, with their comprehensive 12-point plans. They're not inspiring anybody. Because there are leaders and there are those who lead. Leaders hold a position of power or authority, but those who lead inspire us. Whether they're individuals or organizations, we follow those who lead, not because we have to, but because we want to. We follow those who lead, not for them, but for ourselves. And it's those who start with "why" that have the ability to inspire those around them or find others who inspire them.

Thank you very much.

(Applause)

URGENT: FIVE steps to CONTROL AI before it's too late!

MANAURE QUINTERO / Contributor | Getty Images

By now, many of us are familiar with AI and its potential benefits and threats. However, unless you're a tech tycoon, it can feel like you have little influence over the future of artificial intelligence.

For years, Glenn has warned about the dangers of rapidly developing AI technologies that have taken the world by storm.

He acknowledges their significant benefits but emphasizes the need to establish proper boundaries and ethics now, while we still have control. But since most people aren’t Silicon Valley tech leaders making the decisions, how can they help keep AI in check?

Recently, Glenn interviewed Tristan Harris, a tech ethicist deeply concerned about the potential harm of unchecked AI, to discuss its societal implications. Harris highlighted a concerning new piece of legislation proposed by Texas Senator Ted Cruz. This legislation proposes a state-level moratorium on AI regulation, meaning only the federal government could regulate AI. Harris noted that there’s currently no Federal plan for regulating AI. Until the federal government establishes a plan, tech companies would have nearly free rein with their AI. And we all know how slowly the federal government moves.

This is where you come in. Tristan Harris shared with Glenn the top five actions you should urge your representatives to take regarding AI, including opposing the moratorium until a concrete plan is in place. Now is your chance to influence the future of AI. Contact your senator and congressman today and share these five crucial steps they must take to keep AI in check:

Ban engagement-optimized AI companions for kids

Create legislation that will prevent AI from being designed to maximize addiction, sexualization, flattery, and attachment disorders, and to protect young people’s mental health and ability to form real-life friendships.

Establish basic liability laws

Companies need to be held accountable when their products cause real-world harm.

Pass increased whistleblower protections

Protect concerned technologists working inside the AI labs from facing untenable pressures and threats that prevent them from warning the public when the AI rollout is unsafe or crosses dangerous red lines.

Prevent AI from having legal rights

Enact laws so AIs don’t have protected speech or have their own bank accounts, making sure our legal system works for human interests over AI interests.

Oppose the state moratorium on AI 

Call your congressman or Senator Cruz’s office, and demand they oppose the state moratorium on AI without a plan for how we will set guardrails for this technology.

Glenn: Only Trump dared to deliver on decades of empty promises

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The Islamic regime has been killing Americans since 1979. Now Trump’s response proves we’re no longer playing defense — we’re finally hitting back.

The United States has taken direct military action against Iran’s nuclear program. Whatever you think of the strike, it’s over. It’s happened. And now, we have to predict what happens next. I want to help you understand the gravity of this situation: what happened, what it means, and what might come next. To that end, we need to begin with a little history.

Since 1979, Iran has been at war with us — even if we refused to call it that.

We are either on the verge of a remarkable strategic victory or a devastating global escalation. Time will tell.

It began with the hostage crisis, when 66 Americans were seized and 52 were held for over a year by the radical Islamic regime. Four years later, 17 more Americans were murdered in the U.S. Embassy bombing in Beirut, followed by 241 Marines in the Beirut barracks bombing.

Then came the Khobar Towers bombing in 1996, which killed 19 more U.S. airmen. Iran had its fingerprints all over it.

In Iraq and Afghanistan, Iranian-backed proxies killed hundreds of American soldiers. From 2001 to 2020 in Afghanistan and 2003 to 2011 in Iraq, Iran supplied IEDs and tactical support.

The Iranians have plotted assassinations and kidnappings on U.S. soil — in 2011, 2021, and again in 2024 — and yet we’ve never really responded.

The precedent for U.S. retaliation has always been present, but no president has chosen to pull the trigger until this past weekend. President Donald Trump struck decisively. And what our military pulled off this weekend was nothing short of extraordinary.

Operation Midnight Hammer

The strike was reportedly called Operation Midnight Hammer. It involved as many as 175 U.S. aircraft, including 12 B-2 stealth bombers — out of just 19 in our entire arsenal. Those bombers are among the most complex machines in the world, and they were kept mission-ready by some of the finest mechanics on the planet.

USAF / Handout | Getty Images

To throw off Iranian radar and intelligence, some bombers flew west toward Guam — classic misdirection. The rest flew east, toward the real targets.

As the B-2s approached Iranian airspace, U.S. submarines launched dozens of Tomahawk missiles at Iran’s fortified nuclear facilities. Minutes later, the bombers dropped 14 MOPs — massive ordnance penetrators — each designed to drill deep into the earth and destroy underground bunkers. These bombs are the size of an F-16 and cost millions of dollars apiece. They are so accurate, I’ve been told they can hit the top of a soda can from 15,000 feet.

They were built for this mission — and we’ve been rehearsing this run for 15 years.

If the satellite imagery is accurate — and if what my sources tell me is true — the targeted nuclear sites were utterly destroyed. We’ll likely rely on the Israelis to confirm that on the ground.

This was a master class in strategy, execution, and deterrence. And it proved that only the United States could carry out a strike like this. I am very proud of our military, what we are capable of doing, and what we can accomplish.

What comes next

We don’t yet know how Iran will respond, but many of the possibilities are troubling. The Iranians could target U.S. forces across the Middle East. On Monday, Tehran launched 20 missiles at U.S. bases in Qatar, Syria, and Kuwait, to no effect. God forbid, they could also unleash Hezbollah or other terrorist proxies to strike here at home — and they just might.

Iran has also threatened to shut down the Strait of Hormuz — the artery through which nearly a fifth of the world’s oil flows. On Sunday, Iran’s parliament voted to begin the process. If the Supreme Council and the ayatollah give the go-ahead, we could see oil prices spike to $150 or even $200 a barrel.

That would be catastrophic.

The 2008 financial collapse was pushed over the edge when oil hit $130. Western economies — including ours — simply cannot sustain oil above $120 for long. If this conflict escalates and the Strait is closed, the global economy could unravel.

The strike also raises questions about regime stability. Will it spark an uprising, or will the Islamic regime respond with a brutal crackdown on dissidents?

Early signs aren’t hopeful. Reports suggest hundreds of arrests over the weekend and at least one dissident executed on charges of spying for Israel. The regime’s infamous morality police, the Gasht-e Ershad, are back on the streets. Every phone, every vehicle — monitored. The U.S. embassy in Qatar issued a shelter-in-place warning for Americans.

Russia and China both condemned the strike. On Monday, a senior Iranian official flew to Moscow to meet with Vladimir Putin. That meeting should alarm anyone paying attention. Their alliance continues to deepen — and that’s a serious concern.

Now we pray

We are either on the verge of a remarkable strategic victory or a devastating global escalation. Time will tell. But either way, President Trump didn’t start this. He inherited it — and he took decisive action.

The difference is, he did what they all said they would do. He didn’t send pallets of cash in the dead of night. He didn’t sign another failed treaty.

He acted. Now, we pray. For peace, for wisdom, and for the strength to meet whatever comes next.


This article originally appeared on TheBlaze.com.

Globalize the Intifada? Why Mamdani’s plan spells DOOM for America

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If New Yorkers hand City Hall to Zohran Mamdani, they’re not voting for change. They’re opening the door to an alliance of socialism, Islamism, and chaos.

It only took 25 years for New York City to go from the resilient, flag-waving pride following the 9/11 attacks to a political fever dream. To quote Michael Malice, “I'm old enough to remember when New Yorkers endured 9/11 instead of voting for it.”

Malice is talking about Zohran Mamdani, a Democratic Socialist assemblyman from Queens now eyeing the mayor’s office. Mamdani, a 33-year-old state representative emerging from relative political obscurity, is now receiving substantial funding for his mayoral campaign from the Council on American-Islamic Relations.

CAIR has a long and concerning history, including being born out of the Muslim Brotherhood and named an unindicted co-conspirator in the Holy Land Foundation terror funding case. Why would the group have dropped $100,000 into a PAC backing Mamdani’s campaign?

Mamdani blends political Islam with Marxist economics — two ideologies that have left tens of millions dead in the 20th century alone.

Perhaps CAIR has a vested interest in Mamdani’s call to “globalize the intifada.” That’s not a call for peaceful protest. Intifada refers to historic uprisings of Muslims against what they call the “Israeli occupation of Palestine.” Suicide bombings and street violence are part of the playbook. So when Mamdani says he wants to “globalize” that, who exactly is the enemy in this global scenario? Because it sure sounds like he's saying America is the new Israel, and anyone who supports Western democracy is the new Zionist.

Mamdani tried to clean up his language by citing the U.S. Holocaust Memorial Museum, which once used “intifada” in an Arabic-language article to describe the Warsaw Ghetto Uprising. So now he’s comparing Palestinians to Jewish victims of the Nazis? If that doesn’t twist your stomach into knots, you’re not paying attention.

If you’re “globalizing” an intifada, and positioning Israel — and now America — as the Nazis, that’s not a cry for human rights. That’s a call for chaos and violence.

Rising Islamism

But hey, this is New York. Faculty members at Columbia University — where Mamdani’s own father once worked — signed a letter defending students who supported Hamas after October 7. They also contributed to Mamdani’s mayoral campaign. And his father? He blamed Ronald Reagan and the religious right for inspiring Islamic terrorism, as if the roots of 9/11 grew in Washington, not the caves of Tora Bora.

Bloomberg / Contributor | Getty Images

This isn’t about Islam as a faith. We should distinguish between Islam and Islamism. Islam is a religion followed peacefully by millions. Islamism is something entirely different — an ideology that seeks to merge mosque and state, impose Sharia law, and destroy secular liberal democracies from within. Islamism isn’t about prayer and fasting. It’s about power.

Criticizing Islamism is not Islamophobia. It is not an attack on peaceful Muslims. In fact, Muslims are often its first victims.

Islamism is misogynistic, theocratic, violent, and supremacist. It’s hostile to free speech, religious pluralism, gay rights, secularism — even to moderate Muslims. Yet somehow, the progressive left — the same left that claims to fight for feminism, LGBTQ rights, and free expression — finds itself defending candidates like Mamdani. You can’t make this stuff up.

Blending the worst ideologies

And if that weren’t enough, Mamdani also identifies as a Democratic Socialist. He blends political Islam with Marxist economics — two ideologies that have left tens of millions dead in the 20th century alone. But don’t worry, New York. I’m sure this time socialism will totally work. Just like it always didn’t.

If you’re a business owner, a parent, a person who’s saved anything, or just someone who values sanity: Get out. I’m serious. If Mamdani becomes mayor, as seems likely, then New York City will become a case study in what happens when you marry ideological extremism with political power. And it won’t be pretty.

This is about more than one mayoral race. It’s about the future of Western liberalism. It’s about drawing a bright line between faith and fanaticism, between healthy pluralism and authoritarian dogma.

Call out radicalism

We must call out political Islam the same way we call out white nationalism or any other supremacist ideology. When someone chants “globalize the intifada,” that should send a chill down your spine — whether you’re Jewish, Christian, Muslim, atheist, or anything in between.

The left may try to shame you into silence with words like “Islamophobia,” but the record is worn out. The grooves are shallow. The American people see what’s happening. And we’re not buying it.

This article originally appeared on TheBlaze.com.

Could China OWN our National Parks?

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The left’s idea of stewardship involves bulldozing bison and barring access. Lee’s vision puts conservation back in the hands of the people.

The media wants you to believe that Sen. Mike Lee (R-Utah) is trying to bulldoze Yellowstone and turn national parks into strip malls — that he’s calling for a reckless fire sale of America’s natural beauty to line developers’ pockets. That narrative is dishonest. It’s fearmongering, and, by the way, it’s wrong.

Here’s what’s really happening.

Private stewardship works. It’s local. It’s accountable. It’s incentivized.

The federal government currently owns 640 million acres of land — nearly 28% of all land in the United States. To put that into perspective, that’s more territory than France, Germany, Poland, and the United Kingdom combined.

Most of this land is west of the Mississippi River. That’s not a coincidence. In the American West, federal ownership isn’t just a bureaucratic technicality — it’s a stranglehold. States are suffocated. Locals are treated as tenants. Opportunities are choked off.

Meanwhile, people living east of the Mississippi — in places like Kentucky, Georgia, or Pennsylvania — might not even realize how little land their own states truly control. But the same policies that are plaguing the West could come for them next.

Lee isn’t proposing to auction off Yellowstone or pave over Yosemite. He’s talking about 3 million acres — that’s less than half of 1% of the federal estate. And this land isn’t your family’s favorite hiking trail. It’s remote, hard to access, and often mismanaged.

Failed management

Why was it mismanaged in the first place? Because the federal government is a terrible landlord.

Consider Yellowstone again. It’s home to the last remaining herd of genetically pure American bison — animals that haven’t been crossbred with cattle. Ranchers, myself included, would love the chance to help restore these majestic creatures on private land. But the federal government won’t allow it.

So what do they do when the herd gets too big?

They kill them. Bulldoze them into mass graves. That’s not conservation. That’s bureaucratic malpractice.

And don’t even get me started on bald eagles — majestic symbols of American freedom and a federally protected endangered species, now regularly slaughtered by wind turbines. I have pictures of piles of dead bald eagles. Where’s the outrage?

Biden’s federal land-grab

Some argue that states can’t afford to manage this land themselves. But if the states can’t afford it, how can Washington? We’re $35 trillion in debt. Entitlements are strained, infrastructure is crumbling, and the Bureau of Land Management, Forest Service, and National Park Service are billions of dollars behind in basic maintenance. Roads, firebreaks, and trails are falling apart.

The Biden administration quietly embraced something called the “30 by 30” initiative, a plan to lock up 30% of all U.S. land and water under federal “conservation” by 2030. The real goal is 50% by 2050.

That entails half of the country being taken away from you, controlled not by the people who live there but by technocrats in D.C.

You think that won’t affect your ability to hunt, fish, graze cattle, or cut timber? Think again. It won’t be conservatives who stop you from building a cabin, raising cattle, or teaching your grandkids how to shoot a rifle. It’ll be the same radical environmentalists who treat land as sacred — unless it’s your truck, your deer stand, or your back yard.

Land as collateral

Moreover, the U.S. Treasury is considering putting federally owned land on the national balance sheet, listing your parks, forests, and hunting grounds as collateral.

What happens if America defaults on its debt?

David McNew / Stringer | Getty Images

Do you think our creditors won’t come calling? Imagine explaining to your kids that the lake you used to fish in is now under foreign ownership, that the forest you hunted in belongs to China.

This is not hypothetical. This is the logical conclusion of treating land like a piggy bank.

The American way

There’s a better way — and it’s the American way.

Let the people who live near the land steward it. Let ranchers, farmers, sportsmen, and local conservationists do what they’ve done for generations.

Did you know that 75% of America’s wetlands are on private land? Or that the most successful wildlife recoveries — whitetail deer, ducks, wild turkeys — didn’t come from Washington but from partnerships between private landowners and groups like Ducks Unlimited?

Private stewardship works. It’s local. It’s accountable. It’s incentivized. When you break it, you fix it. When you profit from the land, you protect it.

This is not about selling out. It’s about buying in — to freedom, to responsibility, to the principle of constitutional self-governance.

So when you hear the pundits cry foul over 3 million acres of federal land, remember: We don’t need Washington to protect our land. We need Washington to get out of the way.

Because this isn’t just about land. It’s about liberty. And once liberty is lost, it doesn’t come back easily.

This article originally appeared on TheBlaze.com.