And maybe they're trying to figure out that next thing and understand what does it look like when you do that new thing?

Yeah, it's funny.

A lot of my coaching business is people who are transitioning of some kind, right? Like getting ready for retirement or thinking they want to go off on their own.

I'm just going to be super honest because you know I am.

It's scary.

It's uncertain.

It's unpredictable.

university i mean i

[chuckles]

I mean, most people are huge Disney fans.

I always...

And that's the thing, when you work at Disney, particularly in a vertical, you know, owned and operated business like Disney Store was at that time, you feel a tremendous weight of responsibility with that heritage and culture.

And frankly, the gu- you know, we called our customers guests, Disney calls their customers guests, and the guest expectation.

Like, there is a expectation when you have a Disney experience, whether you're paying for it at a park or, you know, the cruise line, or you're going into a Disney Store, there is a big level of expectation.

And I really learned, it's not like I coined this word, but I really learned the word glocal at Disney Store, you know, global and local smashed together because Of course, as a retailer, there's efficiencies in global assortment planning, global buying, you know, global supply chain.

AI, agentic commerce, hyper-personalization, what actually feels new to you right now, and what's just retail's oldest problem wearing a new name? Does that problem look the same everywhere or in every market?

You know, so maybe we're, we're making progress on some of these diversity, you know, inclusion issues, um, but if we're remote, you know, h- h- h- how can we create and sustain a strong authentic workplace when we're, when we're dispersed the way we are now?

Mm.

Thank you, Ben, so much for this question.

I, I think this is a very real world challenge right now, and a particular management challenge for myself, uh, because I'm such a physical in-person manager.

I think most of the examples in the book and the people that have worked with me, you said there's people that have worked with me on this call, they know I love, like, pulling everybody into rooms.

I love small group meetings and big group meetings, and I read rooms really, really well, and I like to engage with people in that kind of setting.

And I've had to learn new skills in this environment with Zoom and Google Meet and Teams and, and working virtually.

What, you know, what would be your advice for, for those people?