Kick us off.

And I wanna say, I think it starts with realizing that where we are now changes what I call the trust equation.

You know? So if you think about it, I was thinking about this, um, earlier this year, actually, and I said, "Okay, it used to be that it's expertise, it is track record, and it's judgment." Like, if you knew things, you were expert on things, hmm, that made people trust you, along with a combination of if you had a good track record, right? You delivered.

"Okay, that's a person, someone, a leader I can trust, I can stand behind." And it was a sound judgment, and usually meant that, okay, if you delivered and you knew things, you were going up into leadership.

That means, more than likely, you have good judgment.

And that's what I call the trust equation.

And I think that has totally changed right now because if we think about it with AI, right? None of us is ever gonna know more than AI does.

... kind of be a catalyst of change here.

I'm just curious, like, is it still the same equation, but each component is now just weights interpreted differently or has different weights or is it actually a different equation?

Well, I mean, it's, Okay, so I haven't thought about it.

I think it's the same equation, right? Because you still have expertise plays a role, but it's not what's going to make someone stand out.

Because again, expertise had to do with knowledge.

I mean, if we think years back, If you were someone that knew a lot, oh, wow, okay, you know a lot.

I'm going to listen to you.

I'm going to trust you.

Just curious your thoughts.

And

alignment is big, too.

We didn't talk much about that.

But alignment, because all of this is cross-functionally, that's a big one, too.

And you said it, Tim, accountability.

Yeah.

Sometimes, you know, sometimes when we talk a lot about these things like context, context is important.

Cheers.

And

alignment is big, too.

We didn't talk much about that.

But alignment, because all of this is cross-functionally, that's a big one, too.

And you said it, Tim, accountability.

Yeah.

Sometimes, you know, sometimes when we talk a lot about these things like context, context is important.

Cheers.

Do you have maybe one or two trips of like tips? How do you open up the door for curiosity? Because once you hit a certain level in organizations, sometimes they just expect answers and nobody's slowing down to really get curious about where could this take us? And I think that also aligns with your position being in strategic thought partner within this work that you're doing.

What a great question.

What a great aspect to think about, right? I think for me, what has helped most is really think about the other person, what will help them? Because then the questions that we ask the things that we say are different as well.

So when the other person understands that you're trying to help them, you're really trying to understand where they're coming from, what their pain point is, right? And you're really listening.

So again, the other, look at it, think of it, communicate about it from the other person's perspective but then also listen, ask questions, but also listen and try to understand what they're saying.

And in some cases, almost even read between the lines, pay attention to the words that they're saying.

And that can bring up another curious question.

So do you mind sharing that?