Mita Mallick

Like everybody has a director title and you just push them against different projects.

Listen, I think smaller companies are, and you are coaching a lot of founders so you see this, smaller companies are more nimble and able to do this.

I'm really interested in the very large companies.

I think that they're going to start thinking about division-wide how they might do something like this as well.

Well, I mean, I think the U.S.

government is similar, right?

Like when did you ever hear about someone from the government being laid off?

Like I know friends who went into the government knowing that they'd have a stable job, right, for years.

So it's really interesting.

Or education, right?

I'm talking about like universities, like private, you know, like, wow, layoffs there.

So absolutely.

I mean, I think you still, here's the thing.

We still have a leadership crisis.

Like we still need people to lead, right?

Like you can do this sort of model I'm talking about, but who's going to step up and lead and how are you going to train and coach those?

And I think as we hopefully embrace AI more and more, it actually frees people up to be human.

It frees people up to apologize, to repair relationships, to actually coach and teach people on the things that I think in my lifetime AI is not going to be able to teach, right?

And so I hope we think about that.

But it is also making leadership more attractive for individuals because they think, as I talk to people, I know a number of people who are like, I just want to stay on the individual contributor track.