So given that 11% of the nation's largest public firms changed CEOs last year and more than 80% were first-time public company CEOs, do you have any advice for those new members in this CEO club when it comes to this kind of im- imposter syndrome?

What is imposter sy- imposter syndrome all about? It's this belief that other people are going to discover that you're not actually as good as they thought you were.

You have to understand that the evidence that explains the gap between where you are and what you're catastrophizing just isn't there.

Carol Dweck's research on growth mindset is a real helpful, quick way to, to address folks who are struggling with imposter syndrome, uh, by redefining success in the role as it's okay to make mistakes.

It's okay to be wrong and not have the answer.

That's part of being vulnerable and knowing your limits.

That's normal and healthy in a CEO.

Who should be on this personal board, and, and how can you make best use of something like this?