Right.

Even if they are different, do they appreciate each other's differences? Do they have the ability to say, you know, in the Caitlin of it all, and that's something my team used to do, where we basically would say, like, I know Con Maria enough to know that, you know, if that is off half a pixel, her eye is going to twitch.

Let me go ahead and fix that.

right? I had somebody, but I had somebody on my team, you know what I'm saying? And so like when you, when you can accommodate for each other, when you can laugh, when you can have vulnerable moments of giving each other feedback, that's really what you want.

Because when a team works well together, they're going to take care of the results.

Performance is not predictable.

I know we like to pretend that it is.

So your last question, Maria, is what is one truth about leadership and culture that you hope every leader remembers after today's conversation? What is one truth that everybody remembers?

Anybody wanna agree or disagree? Jump in.

I'm gonna add to that, and I'm gonna say a couple of things that might seem a little weird.

So first, I don't think that the HR function is properly staffed to be the strategic partner that it wants to be.

So way back in the day, I know, uh, uh, Yogi's gonna be like, "Not as old as me.

I'm an old lady." I remember when, as an L&D professional, you owned end to end the process of going out, meeting the client, understanding the need, scoping the solution, building, facilita- You owned it end to end.

And what happened over time, so it, it started off to me as very strategic work, and then in the spirit of efficiency, we decided, you know what'd be even better? If we just had designers and just had facilitators and we just had whatever this is.

And what happens is that you lose line of sight to why you're doing it.

So I think to be really astute in our world and get that seat at the table is you really have to understand what drives that leader in that organization.

Yeah

... a reason or rationale for almost every decision.

Even if I were to say like, and I'll take it out of newsletter and put it in my own language, in instructional design, there is a reason, a rationale, there is a thought process between everything that I create.

Every learning objective, every activity, I've really thought it through.

And so if I then delegate that to AI and say, "Build me a course on X, Y, and Z," first and foremost, the learning objectives, nine times out of 10, say things like, "Learn" or something that's we all know is not a good learning objective.

The examples may be shallow.

It does something-

This is true