Bertha, what do the strongest boards do differently when it comes to overseeing talent, culture, and leadership from your perspective?

I think there are two really big differentiators.

One is that they're very future looking.

I think, Blair, you've talked about this in terms of what does our talent strategy need to look like to compete in the future, given artificial intelligence, in terms of looking at how quickly environments are moving.

There's a lot more volatility that we've been seeing, and the pace of change has really accelerated.

So being really thinking forward in terms of what's next.

The second thing is to be realistic as to where the company is now, because there is a lot of change and companies have constraints on them.

Bertha, in your experience working with both public companies and private companies, including family-owned businesses, do you see any differences in the conversations around human capital management?