Being with students is so energizing, but also

challenging.

I love the back and forth, what you pick up from them.

and what they get from you.

Arthur Brooks talks about crystallized intelligence.

I think sometimes we have stuff we don't know we have, which is, I guess it's called experience, right? But it's like just so much time, so many different situations.

that I say, give it a try, mix it up with the younger people, because you and I both went through this at Stanford, right? They can turn around video, they can turn around all the tech stuff, right? And I just have to put my hands up with them and say, hey, can you get my, even when I'm in class, can you get it so the audio actually goes over the big things and not just my computer? Okay, boomer.

Who is that? What do they do?

Before I ask you about some specifics, can you give us insight into what your job was and any guiding principles that you followed to make sure your messages were clear and consistent?

I would say clear, consistent, and timely.

When I was brought into the Vatican, that was 2012.

It was a time when there were leaks of documents.

It was a sensitive period, and I think where the Vatican was often caught on the back foot.

And I think I was brought in to try to help it become a clear and a consistent message and a timely message, which is often not the Vatican's strong point because the institution's been around for 2,000 years and doesn't think the same way a startup here thinks.

Like, we have to be in this and do this now and react to this immediately, or the way a political party or a government necessarily thinks.

Can you share a story or two about crises that you've had to manage? And help us understand perhaps some best practices we can employ when we find ourselves in challenging situations.