Mm.

So one of the things that Concetta and I often talk about is we're asked to be more strategic.

Then ask yourself the question, do you understand the organizat- organization's strategic priorities? What are the three most important things your leader is trying to accomplish today, this week, this year, five years from now? And then how, how are you enabling, supporting, leading them to do that work? So again, very similar functions in that way.

So I w- I wish that we could be more demanding to say, "I need to understand the business."

They wrote, "How do I build a real relationship with HR without it feeling transactional or like I only show up when I need something?"

I mean, I...

Whenever someone approaches me, I take it as an opportunity to build a relationship with them, whether or not the conversation is transactional or whether it's they're just looking for a safe place to vent, or they are going through some sort of crisis that needs my professional intervention.

So I, I would encourage you to assume that HR is ready to receive you at any moment.

I'm curious if you'll share about a time when you realized, you know, that your way of leading or living, you know, no longer met the demands of work and life and you really, you know, growth was really needed.

Yeah.

So if you take a look at my CV, Ty, you'll see that I haven't held a job or stayed with one organization longer than three and a half years.

I was really hoping that my last gig would be where I retired, but that was not meant to be.

And for a long time, that was a liability for me.

People were like, she can't hold down a job, right? But these days, if you're somewhere two years, you can get a lot done and feel good about that and move on.

It's not so much of a dink.

Where are you feeling the most tested and stretched right now?