I should try that."

Yeah, that's a good question.

It, you know, it was born out of 32, 33 years of me working at the executive [laughs] levels in startups, primarily, you know, venture-backed startups, right? And seeing, you know, really seeing who the great leaders were and are, and why.

Who the ineffective leaders were and are, and why.

And, you know, them saying to me, at certain points of when I was a professional headhunter, "Well, Carol, what do you think I should do?" [laughs] You know, and I'd go into my memory banks and think, "Well, you know, let me see.

There's this, there's been this, there's been this." And often, sometimes my response would be like, "Well, what do you think you should do?" [laughs] Not that I'm afraid to tell them.

I mean, you know, partly, you know, they were hiring me as their advisor, as their partner in a, in a, you know, whatever retained searches I was doing for them.

Style matters.

You're found on the web at verticalelevation.com. Carol, please share with us your one big idea.

Josh, good to be with you.

My one big idea is that every CEO, whether you're in a large company or in the SMB space, needs a chief of staff.

And how that epiphany happened for me was that I actually had my own chief of staff for, gosh, about four years.

I was at the gym one morning and I was talking to my buddy, Ted, who's a fractional head of sales.

And we were just chatting about this, that, or whatever.

And I was grousing about something, I'm sure.

So what's the transformation? If you have a chief of staff in place, what happens? Paint for us a vision of why this is so powerful.

Mm-hmm.

She is actually willing to take some other stuff on.

The whole jealousy thing, I'll work with her the next time I...

You know, I mean, I'll work with her.

I'll be, I'll b- I'll be back out there with them in two weeks.

I'll take care of that.

But, you know, I think that, that y- there are a lot of people have that attitude, "Why should I do any extra work?" You know, "What, who's gonna...

Okay.