Sujay Saha

If you treat it in that way, then that's like thinking about putting yourself at risk a little bit, potentially putting yourself in a position of vulnerability where you may be seen as not an enterprise leader who is contributing, but you're coming up with like the sense of purpose that it doesn't make sense to cut into the muscle of my part of the function, which is so critical and important relative to everything else and bringing in that, right?

If you treat it in that way, then that's like thinking about putting yourself at risk a little bit, potentially putting yourself in a position of vulnerability where you may be seen as not an enterprise leader who is contributing, but you're coming up with like the sense of purpose that it doesn't make sense to cut into the muscle of my part of the function, which is so critical and important relative to everything else and bringing in that, right?

Yeah. And I feel like there is so much of empowerment more than training that is needed for the leaders to feel that it's okay to have that high ground thinking in a lot of cases. And there are certain places, not everywhere do you want a lot of strategic thinking. Some places you just want to continue to kind of move on.

Yeah. And I feel like there is so much of empowerment more than training that is needed for the leaders to feel that it's okay to have that high ground thinking in a lot of cases. And there are certain places, not everywhere do you want a lot of strategic thinking. Some places you just want to continue to kind of move on.

Yeah. And I feel like there is so much of empowerment more than training that is needed for the leaders to feel that it's okay to have that high ground thinking in a lot of cases. And there are certain places, not everywhere do you want a lot of strategic thinking. Some places you just want to continue to kind of move on.

So I'm not saying high ground is always the way to go, but it would be nice for us to propagate this concept and have people understand that, hey, right now I'm thinking in a high ground, whatever you want to call it. I'm thinking in a strategic way for the organization.

So I'm not saying high ground is always the way to go, but it would be nice for us to propagate this concept and have people understand that, hey, right now I'm thinking in a high ground, whatever you want to call it. I'm thinking in a strategic way for the organization.

So I'm not saying high ground is always the way to go, but it would be nice for us to propagate this concept and have people understand that, hey, right now I'm thinking in a high ground, whatever you want to call it. I'm thinking in a strategic way for the organization.

And that's what brings in, Lauren, I know that you and I can jam probably for hours about the concept of purpose in an organization. So when you talk about high ground and strategic, you can't anchor the strategic to be around another $20 million that I can get you for the business. It needs to be sent, it should be going all the way to the impact that is indisputable.

And that's what brings in, Lauren, I know that you and I can jam probably for hours about the concept of purpose in an organization. So when you talk about high ground and strategic, you can't anchor the strategic to be around another $20 million that I can get you for the business. It needs to be sent, it should be going all the way to the impact that is indisputable.

And that's what brings in, Lauren, I know that you and I can jam probably for hours about the concept of purpose in an organization. So when you talk about high ground and strategic, you can't anchor the strategic to be around another $20 million that I can get you for the business. It needs to be sent, it should be going all the way to the impact that is indisputable.

And if the organization is setting up a sense of purpose, That I exist, like, for instance, an insurance company that said, I exist in this business because I want to give my insureds an opportunity to make, do anything in their business without having to worry about a heyday. That is very powerful.

And if the organization is setting up a sense of purpose, That I exist, like, for instance, an insurance company that said, I exist in this business because I want to give my insureds an opportunity to make, do anything in their business without having to worry about a heyday. That is very powerful.

And if the organization is setting up a sense of purpose, That I exist, like, for instance, an insurance company that said, I exist in this business because I want to give my insureds an opportunity to make, do anything in their business without having to worry about a heyday. That is very powerful.

And a lot of times organizations have that at the highest level, but it doesn't get translated down. It doesn't get cascaded down into the organization. So if there is a sense of what we could do over there, that could help in having everybody, all these leaders, be able to think in a high ground setting and connect it back to the impact.

And a lot of times organizations have that at the highest level, but it doesn't get translated down. It doesn't get cascaded down into the organization. So if there is a sense of what we could do over there, that could help in having everybody, all these leaders, be able to think in a high ground setting and connect it back to the impact.

And a lot of times organizations have that at the highest level, but it doesn't get translated down. It doesn't get cascaded down into the organization. So if there is a sense of what we could do over there, that could help in having everybody, all these leaders, be able to think in a high ground setting and connect it back to the impact.

In the simplest way, I'd say high ground thinking is strategic thinking connected to a sense of purpose or outcome. Low ground thinking is transactional thinking, thinking about what's right in the moment right now for me to make as I make this decision. Got it.

In the simplest way, I'd say high ground thinking is strategic thinking connected to a sense of purpose or outcome. Low ground thinking is transactional thinking, thinking about what's right in the moment right now for me to make as I make this decision. Got it.

In the simplest way, I'd say high ground thinking is strategic thinking connected to a sense of purpose or outcome. Low ground thinking is transactional thinking, thinking about what's right in the moment right now for me to make as I make this decision. Got it.