It's about repurposing time That's not being used as effectively as it could mean there are moments when important lessons can't necessarily be learned in an efficient way or when they can't really be talked about openly An open office rate almost none of us have actual office doors anymore. So how can leaders really create those kinds of moments first sort of deeper learning. Well, you could go out of your way to create some of those moments, says some of the leaders. I looked at where people that actually believe that you can go off-campus, so to speak in having somebody over for dinner or going over dinner, trying to take advantage of that opportunity by engaging by talking by pushing by providing these little little hints about what you should be thinking about most extreme cases where people like a Renee Red Sea P who's a famous chef from a Noma in Copenhagen. One of the most highly rated restaurants in the world, and he he would take his entire staff chefs and staff members to another country for a three or four week period of time where they'd open up a pop up restaurant Now until you're not gonna These Lee finding an equivalent, uh, for most people in in a company. But we do that already. If you think about retreats and offsites when we use them more, not only more effectively, But let's be Let's be alert. Let's be wise about how we try to use that time fit one another thing if I have been wondering about in this environment of many, many, many sexual her. Matt allegations being publicly means is I I know that even before all these allegations were coming out, some men were just very nervous about mentoring female, younger, female colleagues. I worry that's One unintended consequence of all. This might make some really good men, even more hesitant to mentoring younger women. And some of this teaching and learning does happen outside of the workplace. And I'm just wondering lent, What are your thoughts on that? And what was your sort of advice to other guys Be about how to mentor younger women in a professional way? Although is a very challenging concern, And I've spoken to a a lot of people lot of men that our leaders and many of them are confused. They're not quite sure what they could do. So the offsites become a little bit more complicated if they're one on one and maybe that's not the right thing to do at this point may be what you need to do is in the office in real time. So maybe it's about picking your spots, looking for the opportunities. I do think it's more challenging and may be a need. It needs to be because of everything that's happened. But I think it would be a shame if follow this lead to women, having fewer opportunities to be mentor and taught by great leaders. Now, how do you get the lessons air teaching people to stick, Right? Because there is telling someone what to do, then there's them actually doing it When you wanna make them Israel as possible. When it's something that you need to do to be more effective on the job, It becomes much more likely. Something's going to be part of your your your repetoire. And by the way they experts about learning in these are people that in many walks of life, including K, twelve education universities, and and elsewhere, they understand that the best learning is when there there's good content, But then you can apply it. It's critical to apply at the figure what works and what doesn't. And then the get feedback on those are the three steps that are essential to any effective learning great content application of those ideas and then feedback. And that's exactly what these leaders do with their one on one teaching. All at how does this approach change the way that we might think about feedback? The best way I think about it, I was talking to a former CEO of subsidies the other day in retirement feedback. And he he. Said, You know, uh, everyone knows the Rules of feedback. If you have something negative, the tell someone, well, you need to say two or three positive things to them, and then he hit them with what you really want. Well, Everyone knows that. So why bother with the two or three things that the good people are a know that you're just kinda treading water until you get to the good stuff? The best people, the highest aspiration people, They want to note. Tell me what you think. Tell me why back it up and tell me what you think I should do, And I'll decide whether I want to adopt that or not, but I know that there's an issue. And so being much more direct that certainly the case for these leaders that I studied and being clear on what you can get better at, I think is a big differentiator. Now, having said all that there are a lot of people are quite sensitive to feedback. Those are the types of people that I don't think you're going to be the leaders of future gains are staying. 'Cause I I have seen from surveys that really shell it managers hate giving critical feedback and try to actually avoid it much more. Then unlike the recipients of that feedback, feel like mostly recipients are interested in receiving They say at late Ellie. He said there Hingis it sitting receiving critical feedback, and I just wonder if thinking of it as leading as teaching as a way of getting around some of the awkwardness of giving critical feedback. It's a great day. Insights are in fact, if the managers were to say or think teaching involves, say, know helping people understand new things, but also learning what they could do better. It may be a way of reframing feedback that makes it a lot of a lot easier. Absolutely. How do you know if you are basically good enough at your job to manage that way? One thing and discover and you've got to be alert, self-aware, emotionally intelligent, all those other good things is pay attention to your class. Pay attention to the people that you're talking to. Our they taking it all in. Does it does it appear like it's adding some value and then may be more practically speaking. Does it lead to some change in their behavior, their action that you think is useful? So in a way, it's a bit of a market test. You may or may not know how good you are at this, And I'm not gonna say everyone is automatically going to be great added, But I also don't think it's all that difficult to do. And I notes. Extremely easy to try. It's just a mindset shift that says that's part of my job. What if your direct reports are, you know, bad students, so to speak and just aren't taking lessons to heart Danzig who paying attention aren't improving, then what when you do when them number one I'd say as well, Let's make sure you're reasonably effective at teaching. Let's make sure that your teaching reasonably useful ideas don't put the blame on team members automatically. It could be you and you could find that out through a coach by taught in your Bostock appears talking to colleagues putting that to the side, and you're actually really good at this a reasonably good of this. And nobody's taking it. Will we have we have a question asking That is Do you have the right team? And not everybody has necessarily the right team or to be more precise certain team members might not be as open to learning as high aspiration as as as the best teams need to be. And then there bunch of things you can do about that from a one-on-one conversation, we bring it up and you ask for feedback on what could I be doing better to share this point of view? With you because we're not seeing the type of change or adjustment that might be reached, maybe I'm missing something. So some humility goes a long way here And you after you've done that a couple of times, You still see no result. Then you you to start to think about the bigger picture. Is this person really actually producing and sometimes changes are going to be needed? Yeah, I do wonder about the communication piece of this, because I know managers will often say like, Oh, we had a real come to Jesus meeting. And I think we're in the same page now. And then you know, the person that they had the meeting with may have no idea that they supposedly have just been given a very strong lesson. They sort of walk out of thinking Hot thanked. That was an interesting meeting. They don't really get the message. So sometimes I just wonder Lake. How can you just make sure your message is really being received? It is actually amazing how often that's the case. And this is not just but businesses is called life. You think you've communicated effectively in your partner, your business partner, your team members, they're not getting it. And there are a lot of things you could do, but that number one again is well ask people to share with you what the messages that have them repeated back in their own words. Because you may not have communicated as effectively as you think you you have. You're not everything we say is going to be perfect. And fact, You know they're flaws all the time, but it's it's not about that. It's about doing everything we can to reinforce the message and try to make it as clear as possible. And I think one of the best ways is asking for feedback directly in in real time. And that also gives them an opportunity to add something or extend what you just said. And that's a great way to get a little bit of feedback from them on and allow them to be a little bit more independent and not just pared back what you said. And then you can continue the conversation. So we've been talking about this teacher leader approach, and it sounds sort of universally glorious, but I am a little bit of the mind that there is no such thing as a free lunch Are. There are cases where I ther This is really costly, or there's is risks involved or there is some kind of down five. Right, or some kind of trade-off involved, or is it truly that this is like universally glorious way to manage people? I have a tendency of talking about this is It's the greatest thing for since sliced bread. I that's probably been communicated right now. So the question ask is, What is the culture and environment of the team? How are they use the working? And if you start at all of a sudden the show up and start to do this one on one teaching, would they be wondering what the heck is happening? That doesn't mean it's a bad idea. It means a transition and try to do it a little bit is going to be a little bit A little bit bumpier take a little bit longer. So one of the things that I mean great teachers do the kind of flip the question who Little bit One of the things Great teachers do as they customize their lessons to the people on their team. And so I would say that you want to customize How you introduce or begin the process of thinking about yourself as a teacher. If you haven't done that as much or if you want to increase at how often you're you're behaving in acting in this way. You wanna think about the team, urine, and what's going to work on, what's knock and work, and kind of think about the sequencing of it. So I. If you're not paying enough attention to the people in your team and and how they behave and what they're doing, then I think that could, uh, make this much more difficult than might otherwise be as long as you can manage your time again, is weaved as we spoken about, I think there's going to be much more upside than the occasional hiccups that might occur. We'll said This has been a really fun conversation and I've learned a lot. Thank you. Thank you.