Future-proofing leaders

The pandemic has given agile leadership the ultimate test. But while they have learned painful lessons, the brightest and best are using their self-disruptive skills to help their organizations adapt. How can businesses surround themselves with the leaders they need to thrive in an uncertain world? And what about even further beyond? The robust leadership pipeline and succession planning that they need to not only survive but thrive.

Donna Lehman

And now I'd like to introduce you to Laura Manson Smith, your host

Laura Manson-Smith

Thanks Donna and and welcome again to our final webinar in the series accelerating through the time and today we're focusing on future proofing your leaders.

Now as we head into the weekend. I want to recommend to you a really gripping TV show, which is perfect for a shelter up place Friday night.

And there's a strong connection to the situation we're in right now, as well as our content in this webinar today. Now the TV show is called counterparts. So here's a spoiler alert for about 30 seconds.

The premise of this show counterpart is that back in the 90s, a freak incident happens, which results in our planet Earth and everything on it being cloned. Imagine two identical planets with two sets of the same people living on each planet to have you. And to have me

Then, as time progresses people on each planet make different decisions and do different things and the world and the lives of these people start to diverge.

Now the show takes place in the present day. But what you learn quite early on is that one of the world's has suffered a global flu pandemic, a few years ago.

And in that world today, people still wear masks and the shopping, you know, the shopping mall, the empty and social distancing is still continuing.

Now I hope this is an engineering situation that we're going to face for a very long time, but it got me thinking, who in that world could have ever imagined that future reality.

It's fascinating to think how different those two worlds are based on day to day decisions that people made

So back here in our reality today. We have seen many, many examples of leaders stepping up during the crisis and every single day. Those same leaders still taking critical decisions while facing huge amounts of uncertainty about the world around them and how things are going to change.

So assuming this disruption and uncertainty continues. What leadership characteristics will be the most important

I'm really excited to have some fantastic colleagues with me today and you know I've got Khoi, and Albertina, Miriam and they've got great experience in things like leadership development succession management.

Talent Management and they work a lot with top team to and in this session today. They're going to discuss with us learnings about leadership performance during the crisis.

And then they'll get into aspects of leadership and talent practices that will help leadership make the shift that we need them to and then we'll finish up with how to set us up for success. So this will include some immediate actions. So things that you can get going on.

But before we get into that, I'm delighted again to hand over to our CEO Gary Burnison.

Gary Burnison

Talk to you talking about future proofing leaders. I mean, the future is right now. You know, there's going to be more change.

In the next couple years than probably in the last 20 years and, you know, at the beginning of a crisis. It's fine to go into command control.

And kind of a top down leadership style. I certainly did that weeks ago but but looking out now. You need the opposite, you need you need a bottom up leader.

Because there's going to be so much change and you're not going to know all the answers. You've got to tap, tap the collective genius.

Of others in the organization. You know, I saw this leader, the other day and he was talking for probably 40 seconds and he used the word i and i and i and i did this.

And it's, it's a pet peeve of mine, I get so turned off by that. The only time as a leader you should be using I is when you're taking responsibility for a decision that you're going to make that could have very, you know, bad consequences.

I mean, that's absolutely crazy no leader does this on his or her own you need followers to be a leader. And so where there's so much change and so much uncertainty and ambiguity fills the air.

The only way to find true north is to have bottom up leadership. It can't be me leadership, it has to be leadership, you know, I, I heard a story recently we were

Interviewing a candidate and the assessment, we typically do a Korn ferry. We've got this decades old research.

Based on millions of assessments 70 million assessments of distinguishing great from good and when we looked at this person's assessment.

We questioned their style, whether they were a consensus builder. So, so in the interview. The, the, the consultant, so. So give me an example.

Of, you know how you drive consensus, how you drive collaboration. And he said, well, it's it's it's really easy. You know, you know it works almost every time and

And the consultants in trade and says, Oh, yeah. So how do you do that. Well, you know, we have a decision like we had one a few days ago and

It's really simple. I go around the zoom you know deal and I say, Hey, you know, give me a thumbs up or a thumbs down and you know I I'll ask a question, and then I'll give my view, I'll put thumbs up or thumbs down and and he says, it's amazing. And the consultant says, really. So how does that work out. He says, well, they agree with me every time.

Well, of course they agree with you every time you know i mean there's there's certain characteristics that are timeless for a leader for a CEO, you've got to set vision and strategy.

You got to drive growth. You've got to have financial acumen, the one that's that people don't focus on is managing a crisis that that is that's number four. And that's, you know, that deals with with ambiguity.

So I would say in terms of this future proofing the future proofing is today. It's not the future.

There's going to be a tremendous amount of change that change is not going to come top down, it's got to come bottom up. And so what I would point to, to kind of six degrees of leadership in this time.

Anticipate navigate communicate. Listen, learn and lead and that listen piece is really, really important because the answers are obvious. And the only way you're going to get those is by tapping the collective genius.

Of those in the organization. So without have a great webinar and happy May Day

Khoi Tu

Thank you, Gary.

A few real highlights there as we listen to you. The future is indeed now and it feels like the world has some level been turned upside down.

Covered 19 has been a huge disruption. It's called stress too many people communities as well as to the economy and business.

And as Gary alluded to, it's a situation that is filled with continued uncertainty changes a fast volatile. There are no easy answers and too many tough trade offs.

Perhaps most of all, it's become clear that the conventional and established ways of working no longer apply.

Some of the core assumptions that we have about how the world works, and our mental models of it have been up ended and rendered obsolete in a matter of months business is far from being usual

So a couple of reflections on this and to build on what Gary has said a takedown response has some merit, but it also has its limitations, especially as the situation evolves leaders cannot answer every question they cannot foresee every eventuality nor manage every situation.

And certainly not in a direct command and control approach Gary spoke of unleashing the collective genius bottom up in the organization.

And what we've seen in this turbulence is some standout acts of leadership examples that I found really powerful.

One is a broadband mobile provider, where the CEO is really leading with purpose, the firm's purpose is rooted in connections that matter.

And it's seeing them bringing to life that idea in many different ways. They've been providing additional bandwidth to hospitals and upgrading all customers to ensure, as the CEO says everyone can stay at home, stay safe and stay connected. I know that's vital for me. And my three teenagers.

And the Prime Minister of Norway Erna Solberg also had a fantastic example of leadership, I think.

She held the kids only press conference.

And addressed in it questions that they have, which included when they might see their grandparents again whether a vaccine would hurt and how they could get involved to help displaying real empathy I she underlined the notion that it was okay to be scared. In the face of this adversity.

And what this demonstrates to us here is that leadership in a coven world is also transformed a new normal demand a new model of leadership.

So I'd like to hand over to Albertina and ask her, What does effective leadership in this age of disruption really look like and what can we do to get more of it.

Albertina Vaughn

Thank you so much. Hi. Hi, everyone. That was a wonderful inspiration of examples of strong leadership.

And I think it's clear that we really need leaders who, you know, as a matter of practice.

Are challenging themselves and the organization to really think and act differently, not just to survive this crisis, but also to find the opportunity and to bring others along

So when we think about the future leader, the leader of today actually really interesting for us because we were very curious about this.

At Korn Ferry and wanting to build on the research last year around the future of work. And so we asked the same question. What is, what is the leader look like

So being Korn ferry we we conducted a heap of evidence based research to tackle this question and we identified a new model. And this is what we call the self disruptive leader.

Now, when we started this study, of course, we were thinking that the future was a few years away, and it would evolve and you know different industries would have different challenges and maybe God geographically, it'd be different.

But here we are considering considering where we are today. And I think you're going to find this model highly relevant and really interesting

So let's get started and talk more about what we mean by the self destructive leader.

The overall theme here is that it's a more agile and inclusive leader who creates energy through purpose and builds trust.

All across the organization and really let go of control so that new ideas can can really flourish and take hold and this is in contrast

To a more traditional model of leadership, one that really emphasizes consistency control and closure, which really only works when the future.

Can be predicted from the past. And frankly, where work is structured in a more hierarchical and linear fashion, which we know is just, you know, it's really not the case anymore. That's not, that's not how work gets done.

So there are five dimensions to this model. And it's all the DAP anticipate drive accelerate partner and trust. Now I'm going to briefly share a little bit more about each of the five dimensions. And as we go through. I would like you all to think about the leaders in your organization.

Where are they showing up strong. Where are there opportunities for development.

And at the end, we'll do a poll and that way we can we can view that collective feedback from the group on how we're doing with with our self disruptive leadership.

So let's get started. The first one is anticipate and this is really about providing clarity. When the business environment is volatile and ambiguous.

When you don't know who your competitors are and what could disrupt your business tomorrow. It's not really about knowing what's going to happen. It's more about

How you manage through that. So I think in the context of the pandemic we've we've seen some leaders who really

Start kind of hunker down and thought, you know, we'll just wait. We're going to wait for this to pass and then everything is going to get back to normal everyone

And you know as the weeks are evolving. We really realized that we need leaders. Now that can anticipate that this will be a new normal. We need to bring some energy to create new opportunities for stability and growth.

And even when there's no experience that we can fall back on. So as you see here on the slide, we have a

Sort of statements around moving from two, so two is kind of what we're aiming for, in terms of self disruptive leader and you can see these are mindset and

I picked these for the slides for this webinar because I think it really brings it to life a bit more so as we're going along. You can read through and really get a sense of, of what we mean here.

The next one is Dr. Now, Dr. If you think of the word. You might be thinking of, oh, Dr. You got to push really hard and you know have have

Lots of deadlines and everyone's got to be really busy and that's really not what we mean here we mean drive in a different way.

And this is actually about energizing people when they're constantly asked to give up their routines and re still themselves. They might be chained weary and fatigued from the environment. And so with Dr.

Leaders keep people hopeful and optimistic in a world of just constant disruption and they do that by creating purpose and community.

And if you think about all the dramatic shifts that we've had just in the recent weeks, really moving to remote working social distancing health concerns.

Fear and anxiety about what's going to happen in the future. We're really hungry for DR leaders. It's not about pushing harder. It's about connecting the purpose

For accelerate. I don't think you know, accelerate is really about

Knowing that you don't just have one chance to get it right. You never can. You never reach perfection. This is about nimble processes. This is about iterating and doing that at the same time letting go of control so that new ideas can really flourish in the organization.

Failure is seen as practice to get better. I absolutely love that and it really maps to how how we're working today with with Agile prophecies

For partnering. It's a great story right now. And if you've heard that Apple and Google really they're known as very fierce rival and they teamed up to build software into our smartphones to help

Do contact tracing for the coronavirus. This is amazing. They came up with it and just two weeks time and

This is really the kind of leadership that we need in a crisis to scan beyond your peripheral

Scan beyond your ecosystem, even in your own organization look in the periphery look to other organizations even nonprofits and for profit and education and

You know, really look for for those areas of sources for innovation and to solve problems. This is Gary had mentioned this in the opening right it's really about tapping the collective no one is smart enough to be right 100% of the time. And this is where we need partnering

Trust is really self explanatory, but here it's not just about bringing people together and aligning on, you know, securing their commitments, it's really about doing it in a very diverse environments.

Workplaces have become much more diverse and people want to be recognized for their own purpose ambitions and self expression and

And I actually think this is my favorite mindset shift of all. And so it's a nice one to end on for me. And that's the differences do not divide people, the inability to recognize them does

So I want to leave you with that. And there you have it in a nutshell. This is a self disruptive leader and our adapt model.

And hopefully that sparks a new thinking around how you're viewing leadership in your organization. So why don't we

Why don't we shift to the pole. Now I think this will be fun. We've got thousands of you on the line. And I want you to think about the leaders in your organization.

And select, you know, let's say the top, you know, one, two, or three, maybe not more than three. So we get some opinions here.

On where you're showing up strongest, where are the leaders showing up strongest in your organization under anticipate drive accelerate partner and truck. And what I want you to remember here is that

You know the word, of course, when you say have it as one word. We all have a meaning associated behind that I want you to remember that.

Anticipate it's about rapid action. It's about providing clarity. It's not just about knowing what's going to happen is providing clarity for others and drive it is moving forward, but in a different way. Right. It's, it's about purpose and energy and moving people in the right direction.

So they want to move in that direction. You're not just helping them. And then, of course, accelerate. It's not just go fast, it's it's doing it in a different way, as well. So let's see the results. Let's see where we've come up here. Okay. Very interesting. We've got very

You can see that on your screen here coming in highest with Dr. That's wonderful connecting with purpose.

Love that anticipate coming up next and actually pretty close between anticipate partner and trust and accelerate. Very interesting. I was expecting actually thought that partner would be would be higher.

Maybe that's a maybe about come up in the second question. So the next question that we have in the poll is the flip side. So let's look at where would you like to see more of in your leaders.

And think about the five areas anticipate drive accelerate partner and trust you have on your screen. Please vote again, not more than three.

And I want to, I want to mention here a fun fact that if you're wondering, you know, how many, how many leaders are self disruptive.

In business today and we actually did measure that as part of our study we measured up quite a few other things. We have a country score you can

Go in and look at that, after the webinar. If you're interested, but we did mention supply, but it turns out it's pretty rare that leader score really high on all sides. It's actually only 15%

So don't be. Don't be to put off if you didn't take all five here and. All right. We've got some of the results coming in here and. Yeah. Interesting. We've got

Trust being the highest that nice would like our leaders to work on. And actually, I'll make the connection later. But this is one of the hot topics for development. So

I'm glad that worked out in terms of your feedback. Wonderful. Well, thank you so much and I'm going to turn it over, actually, here's the fact on

The 15%. So what we want to do in this webinar and the next section.

Thinking about leadership and what it takes to be a self destructed leader in the background, want to shift into that 85%

Developing the 85% as well as how do you, how do you get the most out of the 15% that are already

Self disrupted leaders and of course in your organization, you're going to have a different different mix, but will work with a global database here. So the next part of the webinar.

We're going to cover these topics we want it from the lens of the organization as well as the individual. And what we want to do is really give you practical you know tactical action items information that you can use.

Today, and I'll turn it over to Miriam to set the stage around some of the things you can do as an organization as you're looking at your talent.

Miriam Nelson

Thank you Albertina Hello everyone, let's hit the gas.

What to talk about two things. First of all, one is conducting an emergency succession.

Review and the other is measuring what matters. And I'm going to make a bid for collecting data now. Spoiler alert.

So emergency succession. We're talking about imminent talent risk here.

Leadership gaps that you still might have. And you might continue to have. It's easy to think about a few scenarios.

Yeah. The first one is a hard scenario leaders and their families have come down with a coronavirus they might not be able to work.

Then there's other scenarios where leaders might not be able to perform or fully perform I'm working with one newly appointed VP of operations in a convenience store chain right now.

He was given a stretch assignment, a week before Corona hit. He's been working out of his basement for the last eight weeks and not able to travel through the stores. So yes, he's able to work but

There's new there's new leadership that needs to also be put in place and then there's other other scenarios that create an imminent talent risk.

We could think of GM is now making ventilators Ford is making p p

They were able to redeploy talent, they were able to redeploy their expertise but they also needed new leadership expertise new credentials to be able to really do this and pivot so quickly.

So these are a couple examples out of industrial manufacturing, but in every single industry they're happening and they're continue to happening and they're not going to stop. So what do we want to talk about is filling important chairs for leadership immediately. This is emergency succession.

So we've actually been working on this with a number of organizations recently and have created a methodology and I wanted to share with you a few key tips that we've learned and are working on.

One is thinking about emergency succession is about protecting the most critical roles and the most critical people. So start with your critical roles.

Who keeps your business solvent, who will help your business progress and make that pivot. Now think about if you're like most organizations, you've been thinking about succession at the top.

broaden that think about those critical roles with greater depth and with greater breath. And also, if you can, to the extent that you can think about multiple ready now successors to be able to take things over.

Then think about various scenarios. Do that scenario planning. Think about the what ifs. Because again, things are different. You need to expand that thinking. The third one is be radically realistic about the capability of your talent. What are the talent risk that you're able to take on

You might need somebody right now. Who's going to be able to just execute who has the the track record to be able to deliver based on their experience.

It. What I'll also say if you take Ford and GM is the example in Michigan. They asked a leader on the brink DAYS AWAY FROM RETIREMENT to lead the effort.

They also brought off late brought back laid off workers from other geographies, to be able to step in.

They also created collaborations, which we all already mentioned, there's a lot of that going on. So think broadly consider your options build by borrow yes bought

Think about retirees thing around boomerangs, there's lots of people out there and there are lots of resources you can pull in

And then lastly, you also want to be realistic around the challenge risks.

So not every decision will be right, but think about mitigating the risk of the leaders, you're really putting into place so rapidly. So think about the ecosystem around them.

You know, are there mentor ships that can be formed Partnerships Collaboration teams. The like

So that's the first tip. That's the emergency situation. Now let's hit the gas to future proof your workforce for the longer term.

So I know I don't need to tell this group of business priorities dry drive talent needs.

Businesses are under widespread and rapid transformation and you are on this call. I know it because you know that leaders make transformation happen leaders are the critical lever.

So how can you hit the gas here two key points. Number one is redefine and think about the talent that you need.

The examples that I just gave you talked about creating new roles restructuring the organization getting an entirely new businesses. So you want to update

And create future focused. I would recommend strategic success profiles, you want to think about what are the new skills that are needed.

What are the experiences that are needed. What sort of drive is really going to foster success. Now, what are the key challenges that a leader needs to conquer.

Think about the adapt model that we just learned from from Albertina to really push you're thinking about the leader of the future.

Just going through that act of creating success profiles will really make you align inside of your organization about not only the transformation. But the challenge that is needed to fuel that transformation.

Next, review your talent. Do you have the talent that you need against your new yardstick.

So this graphic is your common nine box we were using it here because just about everybody's probably familiar with it, and it's a simple example.

To drop a really important illustration. So with this crisis, you have the opportunity to see your people in a new light. You have the opportunity to get new data.

Partly, partly as I just mentioned, because the yardstick. What you need them to do has changed and partly because the crisis has challenged leaders in extraordinary ways from the earlier webinar. We talked about transforming to performing

So you've seen your leaders work right. Some have jumped in and figure it out new solutions to new challenges, others are just falling on their old playbooks some things are working. Some things are not

People you thought of is your high potentials, as you see in this illustration may be disappointing you you're consistent stars from before might not be so consistent

You might have knew what were hidden gems that are now true stars, maybe even heroes.

So here's my assignment for you gather this new data. Now before you lose it while you're still in the moment we're going to come out. But right now, you're in the moment and you have access to it. So what does this mean

Use your formal and systematic methods assessment engagement pulses customer data business metrics, there's so much data and it's new and it's fresh and it's here.

And then there's informal ways walk around gain insight, talk to your people talk to your people about what how they're watching other people perform, there's a lot

And you might even as we see other organizations doing a quick talent review to really capture it to find it. Make sure it's there for you.

And I promise you, you will use that data for all sorts of talent reasons for talking talent for closing gaps for stretch assignments, the list goes on.

So in that spirit, I'd like to talk to turn it over to clay, who's going to talk to us about hitting the gas for your next 15% self disruptive leaders play

KT

Thanks. And I suppose if if as Miriam has advocated you've identified the best talent for this new this new kind of world that we live in and

you've gathered that data. Our view is, you can add now by identifying your highest priority campaigns and ensuring you resource to most agile talent against them.

The idea of aligning your top adaptive talent on these big priority projects is not new.

It's common sense. But in our experience, it's not really common practice and if we see why that is. There are three core challenges that we think this this kind of makes it easy to say, but hard to do.

First up, individuals that are self disruptive are by definition, different to think outside of the box, you may need people who don't traditionally fit inside

You need people who think differently because they are different. Second, those that color outside of the lines can be challenging. There are often quite spiky

And as I sometimes tell my boss, the best are often the most difficult

Finally, too often we elevate or recruit these difference makers and then work tirelessly to try and make them fit in and conform to what the organization finds most comfortable

In a way we doll, the very edge that made them attractive in the first place. So rather than trying to shake these leaders to the existing norm.

successful companies will need to stretch and even break the mold to be more inclusive of these diverse talents. It does a call to action here that I think for me is the most important is to ensure organizations make room for the disruptive tons. We need for these disruptive times

And if we want to enable these leaders to step up and Bettina. How do you think we might develop them.

AV

Thank you, Khoi. Yeah, I mean if you if you're gonna if you want these projects to be successful, these leaders to be successful, don't leave them out on their own provide them with a level of support.

That they can use and so that is that comes in with development. So in response to the crisis. What we're seeing is rather than just waiting it out.

Kind of shelving here development to be dusted off when everything settles down, it's important to provide some, you know, sharp short

Virtual offerings that your leaders can use now and that's kind of the topics that we've got here on the left hand side of the slide.

Which are the topics for navigating in the crisis are really, really seeing a lot of demand for leading virtually in disrupted time

We have a virtual classroom that we do on this session. And then we're also seeing clients. For example, one of the large financial services organizations created their own curated series around leadership around the topic so

Really great way to give your leader, something that they can use immediately that's relevant. And then as you're thinking about

You know, accelerating through the turn. And as we're coming out as as the work has changed and the world has changed. You really want to hit deeper on some of the topic areas that you see here on the right.

That really helped to develop and create more self destructive leaders in your organization. So topics such as agility and, you know, decision making and chaos and complexity.

Communicating with vision. All of these topics are really important today and will be even more in the in the months to come.

And of course I'd be remiss without saying that this development. It needs to be done in the context of, you know,

How we're working differently now we're working virtually there's lots of more iteration happening speed has increased.

And your development programs are not immune to that. And in fact, we're we're viewing here at Korn ferry we view that virtual

This isn't just a phase to convert your face to face development to virtual it's here to stay and and we're kind of excited about it. Actually, it's

We're doing a lot of experimentation. And what we're finding and one of the points I want to leave you with is that

The principles of development and adult learning. Don't go away when you move to a virtual environment.

So I think it's a mistake to think we can just push push out content virtually and and and you'll have change happen. It takes practice. It takes peer connections. It takes collaboration experimentation, coming back to gather reflection.

And all of that can be done in a virtual environment so very exciting.

And I'll turn it back over to you coach to kind of wrap us up from the section.

KT

So we've run through

What we would see as for vital actions we can take today and accelerating through the turn.

Some of them you will already be executing some we would urge you to push it, push forward on right now and for all of us as our Bettina mentioned this crisis has been

Perhaps the biggest agility experiment of our lives planet pandemic has disrupted our patterns and habits at home.

And also at work. I mean, who would have thought our chief Commercial Officer would be sharing TV show reviews to thousands of clients and I didn't know that a lot of the questions were just double clicking on what the program was

I mean this crisis is severe, no doubt, it's a tragedy for many of the communities in which we operate.

But it's also a crucible moment for leadership, it's one where we choose to become better leaders ourselves and develop better leaders around us.

Today, we believe that means becoming leaders who can pause

And question our own assumptions about how the world works. We need to dwell in possibility, otherwise our future will be just an extension of our past.

And as we accelerate through the turn. We believe we need leaders who, as a matter of practice are creating a culture of Engagement doing or Gary recalled energizing the collective genius to think and act differently.

We all know that strategy business models will need to change. But we also know leadership comes first. So, above all, we need leaders who are not just reacting to disruption, but who are actively shaping a future that we all want to belong to. Thank you. And back to you, Laura.

LMS

Thank you, Khoi. So I'd like to step back now and reflect on the series as a whole with you.

And we would love to hear your ideas or insights or the actions that you have now because of the the content. You've been absorbing and we just asked you to put them into the Q AMP a box and what we'll do is we'll, we'll gather those up.

And we'll kind of summarize them and actually next week we're going to be issuing report, which covers kind of all of the content that we've addressed. So please do that and we may, if we have time, just pull out one or two at the end.

While you're doing that, I'm going to share one of my personal observations from each webinar. And I'll start with today's work backwards. So in today's webinar, you know, I was really struck by coins idea of common sense versus common practice.

So, you know, most businesses, it is common practice that there's a lot of focus on really understanding business data and analyzing it, and customer behaviors and asset performance and cash flow cash flow trends.

But what if businesses made it common practice to put that same focus on their leaders to to really assess

Leaders again for you that capabilities understand how they can be supported and developed and so that they can really focus this precious leadership resources on the areas will have greatest impact.

Yesterday, if you joined us. We were talking about shaping the future workforce and I remember Gary Burnison saying in his introduction that the future of work is today.

And you know, I think he's right. And he kind of emphasize Adam is opening today as well. So, you know, things like digitalization accelerating.

The fact that our preferences as employees, the customer and consumer preferences are changing is going to impact work and we need to act now to start to prepare our people and work better for that.

And in the first webinar which was transformed perform. We talked about ways to really hardwire certain behaviors into your organization structure. So in particular, agility and how leaders could role model and reinforce those behaviors and we ended with the idea that you should go where the energy is

That your people instinctively know what the right thing is to do and that our role as leaders is to create the right conditions for those positive behaviors to flourish.

Okay, so I think we've got quite a few things coming up in the Q AMP a book. So we've got about 50 added. So thank you very much.

And so a couple of ideas and one of them is to mix up committee members to maximize experience and collaboration going where the energies and keep looking for people who rise in this environment.

And how I'm imagining how it can be developed. So, you know, a lot of themes coming through there. But as I said, what we will do is we'll put all of those together and make sure you get the benefit of that crowdsourcing

An activity that so in wrapping up

Again, if you weren't with us on on Wednesday, or yesterday, you may not be aware that we were providing access to the Korn ferry organization scan and this is where you take your phone, your smartphone. You hold it up, you open the camera.

And it will take you through to our websites and a diagnostic that you can do to help you think about actions to move your business forward and it will give you an incident report back

We had a couple of people asking about the self disruptive leader that's also available on our website. It's a fascinating read and it cuts down data by countries and so on. So please take a look at that.

Again, I saw a few things in the chat box about the recordings and the slides, they will be emailed to you to all registrants and if you didn't get them check that they're not in your in your room, your junk file.

If that doesn't work, go to our Korn ferry website to the covert hub and where you registered or the on demand recordings, the website will look a little bit different. Next week, and you can go there and pick up those recordings as well. Then

So, and I just wanted to thank you for joining us. It's been an absolute pleasure. And thank you for your engagement loved all the hollows from around the world. This morning, but we wish you well. Thank you. Goodbye.

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