David Ko

Right?

Right?

Yeah, yeah. So I had two people in particular. So John Sculley, for example, the former CEO of Apple. he talked about how in the book he was chief listening officer. And I was like, really? And he's like, yeah. Like Steve asked that we make our own business cards and I wrote chief listening officer. And I sat there and I was like, wow, that was great. You listen.

Yeah, yeah. So I had two people in particular. So John Sculley, for example, the former CEO of Apple. he talked about how in the book he was chief listening officer. And I was like, really? And he's like, yeah. Like Steve asked that we make our own business cards and I wrote chief listening officer. And I sat there and I was like, wow, that was great. You listen.

And so, cause so often, you just start talking, right? And he's like, no, I became a lot more purposeful if I just listened first, said probably less, but that impact was greater because I heard what was happening. And I thought that was great. I had Jack Rowe, who was a former CEO of Aetna in the book, he came over and he said, sometimes you have to put yourself into neutral.

And so, cause so often, you just start talking, right? And he's like, no, I became a lot more purposeful if I just listened first, said probably less, but that impact was greater because I heard what was happening. And I thought that was great. I had Jack Rowe, who was a former CEO of Aetna in the book, he came over and he said, sometimes you have to put yourself into neutral.

And he's like, and you have to give yourself space because you can't run at a hundred miles an hour. And if you don't give yourself a little bit of a break, no matter what position you're in, you're going to find yourself upside down and you're not going to figure out how to turn back up.

And he's like, and you have to give yourself space because you can't run at a hundred miles an hour. And if you don't give yourself a little bit of a break, no matter what position you're in, you're going to find yourself upside down and you're not going to figure out how to turn back up.

And I appreciated those conversations with them because they're a little bit more old school in their approach. They think we're a little bit more in the middle now. And then there's a younger generation, right? That's coming up with things about things completely different.

And I appreciated those conversations with them because they're a little bit more old school in their approach. They think we're a little bit more in the middle now. And then there's a younger generation, right? That's coming up with things about things completely different.

It's been such a privilege to be able to kind of talk to so many different people who are in that continuum to kind of hear how they're managing it, right? Even like how you think about things today and how you manage all that, right? It just must be a lot coming at you today from many different angles when they're like, Jay, what do you do, right? Yeah, yeah, yeah.

It's been such a privilege to be able to kind of talk to so many different people who are in that continuum to kind of hear how they're managing it, right? Even like how you think about things today and how you manage all that, right? It just must be a lot coming at you today from many different angles when they're like, Jay, what do you do, right? Yeah, yeah, yeah.

That's right.

That's right.

And a lot of times too, when you talk to people, they have no idea what's happening outside the workplace.

And a lot of times too, when you talk to people, they have no idea what's happening outside the workplace.

But so much that happens outside the workplace affects the workplace. It's really important for companies, too, to have mental health support tools for employees. So when they need things, people to talk to, applications, whether they're calm or others, therapy if they need it. If they just make those available and known, that's another step in the process.

But so much that happens outside the workplace affects the workplace. It's really important for companies, too, to have mental health support tools for employees. So when they need things, people to talk to, applications, whether they're calm or others, therapy if they need it. If they just make those available and known, that's another step in the process.

So that's why I always tell people it's not just one thing. It's kind of like a number of things you have to put together because people may take bits and pieces of each to make it their own. But it kind of shows them when they need it, it's there. And a lot of times people will go look for things on their own. They'll search and they'll see if you got tools and what companies.

So that's why I always tell people it's not just one thing. It's kind of like a number of things you have to put together because people may take bits and pieces of each to make it their own. But it kind of shows them when they need it, it's there. And a lot of times people will go look for things on their own. They'll search and they'll see if you got tools and what companies.