Indra Nooyi

And if you say, oh God, I would have hated it, then change your behavior, okay?

So understand the roles of the CEO and understand the role of the board member.

And the third thing is, you know, when you're a board member of the company, remember that the shareholders are expecting you to play the role of, you know, setting the right strategy, picking the right leaders.

All of that are the roles that this company is expecting you to, the shareholders are expecting you to perform.

Focus on those things.

Focus on the strategy.

Focus on leadership development.

Understand the business so you can marry it with the strategy.

Focus on those things.

Don't try to get into the weeds and try to micromanage quarterly results, annual results.

It's just not your role.

You know, it's a nebulous concept, but it's a very clear concept on the other hand.

The strategy in my books is crafting a path forward for an entity that allows it to execute on that path forward with superior results.

You never craft a strategy so that your results are diminished.

You always craft a strategy to improve your results.

But if you craft a strategy which is not implementable, it's not a strategy.

So strategy requires implementation with it and a place that's better than where you are today.

Both are difficult to, because you have to almost anticipate what the outcome of the strategy could be.

It can be implemented and you're going to get to a better place.

And that's the challenge with strategy.