Dandapani

saw in them and how they projected themselves. A great example of this was when I was at Lowe's. One of my mentors was this guy, Steve Szilagyi, who at the time was senior vice president over distribution systems. He wasn't even in technology, but what I really loved about him was how he treated people as if they mattered.

He would see him and the way he cared for people, the way he remembered them, the way he motivated them, the way he got people to do the impossible were just skill sets that I didn't have. So when I saw him embodying them, of course, I wanted to learn from him. And sometimes You know, people always say, well, how do you approach someone about being a mentor?

He would see him and the way he cared for people, the way he remembered them, the way he motivated them, the way he got people to do the impossible were just skill sets that I didn't have. So when I saw him embodying them, of course, I wanted to learn from him. And sometimes You know, people always say, well, how do you approach someone about being a mentor?

He would see him and the way he cared for people, the way he remembered them, the way he motivated them, the way he got people to do the impossible were just skill sets that I didn't have. So when I saw him embodying them, of course, I wanted to learn from him. And sometimes You know, people always say, well, how do you approach someone about being a mentor?

Well, sometimes you don't even have to do it. It just comes naturally by putting yourself in their presence, that the more you're around them, the more you start learning. And then it gradually just turned into something where he would share more and more with me just because he saw I was becoming a disciple of what he was trying to accomplish.

Well, sometimes you don't even have to do it. It just comes naturally by putting yourself in their presence, that the more you're around them, the more you start learning. And then it gradually just turned into something where he would share more and more with me just because he saw I was becoming a disciple of what he was trying to accomplish.

Well, sometimes you don't even have to do it. It just comes naturally by putting yourself in their presence, that the more you're around them, the more you start learning. And then it gradually just turned into something where he would share more and more with me just because he saw I was becoming a disciple of what he was trying to accomplish.

And so sometimes it doesn't have to be as formal as I think people need it to be.

And so sometimes it doesn't have to be as formal as I think people need it to be.

And so sometimes it doesn't have to be as formal as I think people need it to be.

I'll just tell you a simple statement. I'll give you just a simple example from someone I really admire just by watching how intentional he was, and that is Burrow Sr. I got to meet him a few times over the years before he died, and when I met him, he was an older man, and he would still come into Perot Systems every single day. He didn't have a leadership role at that point.

I'll just tell you a simple statement. I'll give you just a simple example from someone I really admire just by watching how intentional he was, and that is Burrow Sr. I got to meet him a few times over the years before he died, and when I met him, he was an older man, and he would still come into Perot Systems every single day. He didn't have a leadership role at that point.

I'll just tell you a simple statement. I'll give you just a simple example from someone I really admire just by watching how intentional he was, and that is Burrow Sr. I got to meet him a few times over the years before he died, and when I met him, he was an older man, and he would still come into Perot Systems every single day. He didn't have a leadership role at that point.

But what was so intriguing about it even then was he was constantly trying to learn. And so every single day he would come to the cafeteria. He was always dressed in a suit and he would pick a different random table to sit at. And when he was there in front of the people he was sitting in, it wasn't about Ross. He was there to learn as much as he could about

But what was so intriguing about it even then was he was constantly trying to learn. And so every single day he would come to the cafeteria. He was always dressed in a suit and he would pick a different random table to sit at. And when he was there in front of the people he was sitting in, it wasn't about Ross. He was there to learn as much as he could about

But what was so intriguing about it even then was he was constantly trying to learn. And so every single day he would come to the cafeteria. He was always dressed in a suit and he would pick a different random table to sit at. And when he was there in front of the people he was sitting in, it wasn't about Ross. He was there to learn as much as he could about

the people who he was sitting with, and then he would share connection with them. And to me, it was just such a fascinating gift to see him give to others. And you could see how much it meant to him that he was receiving that connection back. And it was one of my favorite aspects of observing this great man who had so many accomplishments

the people who he was sitting with, and then he would share connection with them. And to me, it was just such a fascinating gift to see him give to others. And you could see how much it meant to him that he was receiving that connection back. And it was one of my favorite aspects of observing this great man who had so many accomplishments

the people who he was sitting with, and then he would share connection with them. And to me, it was just such a fascinating gift to see him give to others. And you could see how much it meant to him that he was receiving that connection back. And it was one of my favorite aspects of observing this great man who had so many accomplishments

But when it came down to it, I think he knew that the most important one was the connection that we have with others.