Clark Murphy

You have your own cabinet that you think about the

the operating issues of education and business and insurance and legal or whatever it might be.

And so you trust the leaders to give you good advice and to challenge you, which is what great leaders do.

Everyone needs to have their say so that we can be decisive, but you can't be passive, as you said.

Leaders need to be decisive, energetic, and great listeners.

Where there are issues, the organization must find decisiveness and have trust that you'll make the right decision.

rowing the boat.

Well, faith may head the boat in the right direction.

Somebody's got to pull the oars, whether it's in a church or in a company.

Your thoughts as a leader of engendering trust so others can develop as leaders, I think is particularly important.

And when you've engendered that trust and ability to lead, then they will take risk to go do things and do them on their own.

And so cultivating trust can't be taken for granted.

Fascinating when you talk about the conclave and selecting Pope Leo, you define this group of people that it's not a political convention.

but a lot of conversations that develop consensus.

You define the challenges of the church, the needs of the church, and through conversation, who is the leader best suited to lead?

What do we do in picking CEOs with our clients?

Where does the company need to go and how will it get there in the future?

What competencies are needed for that leader to achieve that?

And then we go help our clients find that leader.

Very, very similar.