Mm-hmm

... and, and this season and all that.

I, um, I tend to think of it as, uh, you know, like you said, it is a balance.

It's what keeps me sane.

It's kind of what I would be doing anyway, only I've found a way to channel it.

And I, I find that with our young people at Burson or like you say at, at Oregon when I'll go and teach class or whatever, there's...

People, like, can recognize that.

Mm-hmm.

Mm-hmm

... and, and this season and all that.

I, um, I tend to think of it as, uh, you know, like you said, it is a balance.

It's what keeps me sane.

It's kind of what I would be doing anyway, only I've found a way to channel it.

And I, I find that with our young people at Burson or like you say at, at Oregon when I'll go and teach class or whatever, there's...

People, like, can recognize that.

Mm-hmm.

You know, the, the, the billionaire heroes of business are also villains, right? [chuckles] Like, how, how concerned should leaders be about that, and kind of w- w- what can they do?

I think it's a very real thing.

If I go back in time to my time at Starbucks, I mean, I, I had never experienced a personal death threat before for doing my job.

I did then.

Uh, I did at Google, too, and I wasn't the only one.

The first conversation that I ever had with the late Susan Wojcicki, literally, the first conversation I ever had, is when I was at Salesforce, and I was interviewing for the Google job, and she very sort of secretly came up to me 'cause she was on the Salesforce board.

So at lunch, she kind of snuggled up to me and was just like, "You know, I hear Sundar wants to talk to you.

How does this period of disruption feel compared to those pandemic days, and kind of what's at stake for business leadership now?