So I'm assuming that is not the case, but can you explain why that's not? We were always told project confidence, that is presence, right? Is that not true?

I was in debate too, by the way.

I'm just reflecting on Mr. Treadway, our high school debate speaker, who was great.

It was great, sort of life-changing to be in high school debate.

But to answer your question, I think there are situations where showing up and projecting confidence is what executive presence looks like.

It's just that's not what's needed in every situation.

So that could be in a situation where it's more confrontational.

So I guess as leaders, how do we reconcile those two worlds? Like as far as the importance of leadership communication and how we work with that within an AI world?

What can you share with us about

that? Actually, Stanford Business School was one of my first clients when I decided to become a coach.

So it just so happened that in our congregation of the church that I led, which was near Stanford geographically, One of our members was running the communication program for the business school.

And so when I exited my leadership role, at some point he asked me, hey, would you like to? He had seen me as a public speaker a lot because I was the minister of a leader in his church.

He said, hey, do you want to come and work with us in the business school as a coach? And so I was like, great, that sounds like a great early client to put on the resume.

And so most of what I did there was leading workshops.

I also coached some students.

So those that are coming out of university, what should they start doing now to position themselves to be on path for that one day of when they are a leader, whether it's for their team, their organization, whatever it may be?

What was the conversation you needed to have? Why did you need to have it? And what were some of the challenges you came across?

Yeah.

So I, I was coaching in a fast-growing technology company, and I was working...

I started working with a member of the leadership team, and then I had a meeting with the CEO, who asked me to, would I like to coach everybody on the leadership team.

In other words, he had had an experience in the past where he had like a, almost like an embedded leadership coach for both himself as CEO and for everyone on his team, and would I like to do that for him? Have I done anything like that before? And the truth was, I hadn't.

I mean, I had done parts of that, but I had never done all of that before, and, and I was honest with him about that.

But I, over time, we built this relationship, and I ended up doing that, um, for this company, and it was, uh, really meaningful to me.

Who did you decide-- How did you decide to deal with it, and how did the conversation go?