Brooke Weddle

So, Susie, building on that, there was a story in the book where you framed it as my B plus life and that an OK life is not OK.

How would you encourage people to think about those passages that take away in light of kind of the current broader environment?

One of the things that we observed that was hard about managers becoming managers is not everybody's cut out to be a manager.

And in many organizations, the only way to succeed was you were a really great individual contributor, and now we're going to make you manage people.

And this is where we're seeing some organizations think they're saying, hey, if you're a really good individual contributor, why don't we create paths where you can grow in pay and responsibility without necessarily having to take on the broader managerial roles?

I loved the example you had in there about shipbuilding.

And you may not know, but Brooke is one of the foremost experts in shipbuilding labor.

And so, Brooke, I was wondering if you would, you know, bring in here a little bit of the isn't shipbuilding great?

Isn't this a great future and economically viable future, a growing field where you can make a lot of money and progress quickly?

One other thing when I was reading the book and I was thinking about enterprise application was how you talk about resilience.

And I was particularly struck by resilience being at the intersection of grit and forgiveness.

And I was wondering if we could expand on that a little bit for us here.

So have people been using the Becoming You process as they think through retirement?