What Psychedelics and AI Have in Common with Dr Melissa

[00:00:03] Welcome to the Quick Take Podcast, the show where you get targeted advice and coaching for executives by executives. I'm Susie Tomenchok.

[00:00:12] And I'm James Capps. Give us 15 minutes and we'll give you three secrets to address the complex topic of issues that are challenging executives like you today.

[00:00:22] Hey, welcome to Quick Take. I'm here, Susie, with my co-host James. How are you, James?

[00:00:28] I am super excited today. Fun, fun episode.

[00:00:30] It's very fun. We have a new friend, a new friend, a very new close friend, Dr Melissa.

[00:00:38] Dr Melissa, I'm going to call you Dr M at least once here to really make our people understand that the people we hang out with are pretty cool and really smart.

[00:00:47] So tell us a little bit about you. Give us some background and then we'll get going.

[00:00:53] Well, thanks for having me. I'm really touched to be here.

[00:00:55] So I'm excited to talk about a thing I'm a little bit obsessed with.

[00:01:00] I am definitely a psychological flexibility proselytizer.

[00:01:04] So I am a vintage trauma therapist that has my own practice and I've spent decades listening deeply to people in a variety of sectors.

[00:01:12] I tend to work with business owners and leaders across a variety of sectors now.

[00:01:17] And the very thing that brings people back from the brink is also what helps people lead companies and cultures and help them thrive.

[00:01:26] So I'm always looking for ways that things have synergy and align across disciplines and sectors.

[00:01:31] So I'm super excited about this.

[00:01:33] We are excited.

[00:01:35] Yeah, we're excited because as we were talking about how do we pull this together?

[00:01:39] People are going to be like, what? You're putting all this together and we're going to talk about AI and psychedelics.

[00:01:45] This is like blowing everybody's mind when we think about how are you going to tie this all together?

[00:01:50] But let me just say, I'll just I'll throw it out.

[00:01:53] And then, James, you can you can jump in.

[00:01:55] You know, when I think about negotiation and leadership, but leadership specifically,

[00:02:00] when executives go up in their organization or they go up in their careers and they're at the executive level.

[00:02:08] One of the things that's really important is to get their ego out of the way so that they can really understand the impact that they're having around them.

[00:02:16] And that's a difficult shift.

[00:02:18] And part of that is being able to get out of your own self and be able to see what's in front of you, not through the lens of your eyes,

[00:02:26] but really having this agility and thinking about what do you need to do to serve the people in front of you.

[00:02:34] So what would you add to that, James?

[00:02:36] Like the whole piece of framing this up?

[00:02:39] Yeah, I think, you know, the conversation and Dr. M's got some great experience about how we are looking at psychedelics,

[00:02:48] the way that that creating that that behavioral flexibility, psychological flexibility.

[00:02:54] And and it occurred to me that that a lot of the interesting space that we're in now as it relates to AI,

[00:03:01] the the thinking about how we implement that at a corporate culture has a lot of parallels to this.

[00:03:07] And and I think that, you know, when I when I think of new ideas and disruptive ideas and things like AI,

[00:03:15] I think that there's really three levels of maturity in this.

[00:03:18] And we've been talking about AI in this capacity quite a bit where there's first, obviously, the productivity gains.

[00:03:24] We're trying to use AI to be more productive.

[00:03:27] Then there is the the ability to differentiate.

[00:03:29] We're going to differentiate our product using AI.

[00:03:32] And then there's the disruption.

[00:03:33] And and so that those three approaches towards AI, I think, have a very similar.

[00:03:40] We can look at at psychedelics and and this space in a very similar way.

[00:03:46] So I want to talk about how leaders should look at new and and very different things that are coming across their table.

[00:03:56] And when you think about psychedelics, think about the journey you're on with AI and ultimately come at it with an open mind.

[00:04:04] And I think both of these have the opportunity to radically change your job as a leader.

[00:04:11] And both of these need to be looked at with the same level of scrutiny and intelligence,

[00:04:16] because I think they both can play a role in how you and your company grow.

[00:04:21] Yeah, super interesting.

[00:04:23] And as humans, how do we integrate these things to make us be more impactful in what we do?

[00:04:32] Dr. M, what do you bring to this?

[00:04:34] What do you think?

[00:04:35] So, I mean, you both said a couple of things I would like to riff on.

[00:04:38] So, Susie, your comment about when you're leading an organization, a team, a business, you're you're first in line.

[00:04:48] No one is in front of you.

[00:04:50] No one, no one is before you.

[00:04:52] Exactly.

[00:04:53] And the human brain is set up like this, this thing up here on top of our neck, a hundred billion neuronal connections going on.

[00:05:03] And it is not efficient.

[00:05:05] I think about our brain, first generation Hummer, like four miles per gallon.

[00:05:10] Okay.

[00:05:10] And so in order to resource conserve, we come up with these little like cheat pathways, like, you know, those dendritic trees, they're just locked in and the brain wants certainty.

[00:05:21] Leader, it's okay.

[00:05:22] This is not a flaw.

[00:05:24] I tell leaders all the time.

[00:05:25] The fact that what got you here isn't going to get you there and your uncomfortableness in that is not a failing.

[00:05:32] This is not some moral failing, but it is about building capacity, which I call psychological flexibility.

[00:05:40] So this like this, how do we get from where we are to where we want to be?

[00:05:45] I mean, I think that is basically every leadership conundrum in a nutshell.

[00:05:49] And so I loved the James framing of the productive differentiation and disruption as the maturity levels.

[00:05:57] That's great language.

[00:05:59] And I think about the attitudes about psychedelics in a similar way.

[00:06:03] So we have folks who they just want to think about something old in a new way and they know it and they are open to trying something like a ketamine induction series or ketamine infusion,

[00:06:13] which is a dissociative anesthetic that functions like a psychedelic and it creates 72 hours of psychological flexibility, like literally biologically in your brain.

[00:06:23] Like your synapses are a little, you're just juicier up there.

[00:06:27] So you're more likely to be able to think about an old idea in a new way.

[00:06:31] And then in that middle camp would be my K curious, you know, maybe they just kind of feel like crap.

[00:06:35] They call have, they have what I call walking depression where, you know, they're still leading, they're still running PTO meetings, they're still doing the thing, but they realize that they're not optimized yet.

[00:06:46] So that might be kind of that middle like differentiation category and for AI.

[00:06:50] And then when somebody feels terrible, when they have depression, when it is a slog to get through a day, these are the folks looking for disruption.

[00:07:03] They want it to be wildly different than their current lived experience.

[00:07:08] So we kind of have these three camps or maturity levels when it comes to approach to psychedelics as well.

[00:07:14] So I can kind of map that in my head on what James was saying.

[00:07:19] Yeah, that's so interesting.

[00:07:20] And I think that when I, if I'm sitting in my car in traffic right now, listening to this podcast, and I'm thinking about my company as a, I'm a tech, I'm a leader trying to figure out how I'm going to implement something I don't understand.

[00:07:37] And I think about my peers.

[00:07:40] And we have had these conversations.

[00:07:41] I could not, you can't swing a dead cat right now without a podcast or a conference about AI.

[00:07:47] And, you know, AI is the new work from home.

[00:07:50] That's all we're talking about.

[00:07:51] And, and yeah, there's, there's really, people are doing one of two things, right?

[00:07:55] There are companies who are doing nothing.

[00:07:57] They have shut down.

[00:07:58] They have totally, they are, they are blinders.

[00:08:00] They are fearful.

[00:08:01] They are not prepared and choosing not to engage.

[00:08:04] Then there are companies who are in that middle that they're a little more progressive, maybe looking more slowly at it.

[00:08:10] But then there's companies who are all in.

[00:08:12] And I think that obviously there, it's a, it's a little bit of a matrix there.

[00:08:16] Your company can be in one of those places.

[00:08:18] You as a person can be in any one of those places, but still have that maturity level of, of, of where you're going to implement that.

[00:08:27] You know, if I'm the, on that far right of that nine box and I'm really very interested in, in disruption.

[00:08:34] And also, you know, that disruption could be, you know what?

[00:08:37] I need to really change the way I think about, you know, myself and I'm struggling with depression, or I need to completely turn upside down our company because we are going to get destroyed by the competition.

[00:08:47] Those are really very similar radical ways of thinking.

[00:08:51] And, and as leaders, we have to figure out where we are on that spectrum.

[00:08:56] So we can look at these things in a way that allows us to be successful.

[00:09:00] When you speak with patients, how do you determine where they are on that, that spectrum, the K curious versus the all in?

[00:09:07] And talk to me about that experience and, and how do you, how do you do that?

[00:09:11] I love that question.

[00:09:12] So the ketamine practice that I opened with my partner, Dr. Caldwell here in Columbus, Ohio, we've been open a year.

[00:09:19] So we have gone through hundreds and hundreds of infusions at this point and have, I think now we got some experience in how do people engage, not engage when people call and they're just mildly curious to really K curious.

[00:09:36] They've done some research too.

[00:09:37] Oh yeah.

[00:09:38] That first phone call has got to be crazy.

[00:09:39] Yeah.

[00:09:39] Just that moment.

[00:09:40] That's the moment.

[00:09:41] That's so interesting.

[00:09:42] Folks who are like, please get me in tomorrow.

[00:09:44] I, you know, and they will, they will email me here are all the podcasts I've listened to.

[00:09:48] Here are the books that I've read.

[00:09:49] I have done my research.

[00:09:51] This is the milligrams per weight I want.

[00:09:53] Like they, oh my gosh, they know their stuff.

[00:09:57] So I think that for me sitting with some of my longtime clients, I, they trust me.

[00:10:02] So like there's this trust.

[00:10:04] Okay.

[00:10:05] Dr. M isn't going to tell me to do something that is not going to have an upside or an advantage.

[00:10:10] It neutral at worst.

[00:10:13] Transformative for my life at best.

[00:10:15] So I, I think that the, for me, given what I do, there's a baseline of trust.

[00:10:20] And I'm sure Susie can relate to that as a coach.

[00:10:22] If you work with folks for a long time, there's this implied, okay, so you have some expertise

[00:10:28] in this area.

[00:10:28] I trust that what you're telling me is going to add value.

[00:10:32] The folks that didn't know me before they came, I think I have to earn the trust and give

[00:10:38] them the data.

[00:10:39] And they, I have yet to have somebody decide not to trust me after they go through this

[00:10:45] experience.

[00:10:45] So is that answering your question, James?

[00:10:47] Is that what you mean?

[00:10:48] Like how do you approach it?

[00:10:50] And can I ask just to take a step back because there could be people that are listening to

[00:10:57] this and be like, what you go and you give me psychedelic, like explain like what I'm,

[00:11:04] I want it.

[00:11:05] I'm curious.

[00:11:06] Okay.

[00:11:07] How do I go and, and what happens?

[00:11:10] And then I'm like, but if I have no experience at all, what happens when I leave?

[00:11:14] Do I still feel weird?

[00:11:16] Like help people understand the whole thing so that we don't leave that unsaid.

[00:11:22] Oh, yeah.

[00:11:22] Great.

[00:11:23] Thank you.

[00:11:23] I appreciate you letting me explain this because it's, it's a big tent.

[00:11:28] Okay.

[00:11:28] So, you know, that, that term psychedelics, there are a variety of plant medicines, you know,

[00:11:34] chemicals that were constructed in a laboratory.

[00:11:36] Like there, it's a big, it's a big family.

[00:11:39] Okay.

[00:11:40] What I can speak to with a great deal of authority is what a ketamine infusion series looks like.

[00:11:46] So an infusion is in our office happens.

[00:11:49] It's about a 60 to 90 minute experience.

[00:11:52] And the goal is that you get six infusions in, in four to six weeks.

[00:11:57] And we do that because people work, they have vacation, they have travel.

[00:12:01] Like we just, the research kind of gives us a little bit of this window.

[00:12:04] You can't drive home afterwards.

[00:12:06] We don't want you to be doing that, but you're fine.

[00:12:09] Like you're going to pop up out of the chair and you're going to walk home.

[00:12:12] We do not like it when people go home to a house full of toddlers or go and try to run

[00:12:17] meetings.

[00:12:18] I had a client literally leave and go to a, a Muay Thai fighting match like that night,

[00:12:24] but he, I like you, you're fine.

[00:12:27] You, when you leave ketamine infusion, the way that we do it now, I, as far as I know,

[00:12:33] we're the only practice that's very integrated, where we want you to have your, a therapist

[00:12:37] or an executive coach or somebody that knows you're doing this, that can help you integrate.

[00:12:41] Great.

[00:12:42] So we are not, I am not in the room with you.

[00:12:44] Some people lay there like a vampire, like literally hands on chest.

[00:12:47] Don't say anything.

[00:12:48] Some people try to dance saying yell out.

[00:12:52] It's this huge range.

[00:12:53] If we are not, I am not in there with you during the hour, but I might talk to you the

[00:12:58] day before and give you a mantra.

[00:13:00] I'm going to want to talk to you about three days after your infusion.

[00:13:03] So we can talk about some people.

[00:13:05] It's like an Epcot ride.

[00:13:06] They, they come in with copious notes.

[00:13:08] Oh my gosh, I saw this.

[00:13:10] Oh my gosh.

[00:13:10] My emails were like birds chasing me through a tunnel.

[00:13:14] And then I got to the end of the tunnel and they stayed stuck.

[00:13:16] And I was in this open field.

[00:13:17] That's a true story.

[00:13:18] And he turned off the notifications on his phone finally, which is what I'd been telling

[00:13:23] him to do for three months.

[00:13:25] And he was like, it was so free, you know, I felt.

[00:13:27] And so we were able to plan and talk about and integrate what that visual could mean for

[00:13:33] him and without having, it's, it's like, I'm like the Virgil to their Dante.

[00:13:39] They are taking the ride.

[00:13:40] I'm just there to kind of help Sherpa them through their life.

[00:13:43] I'm less into have a cool experience and more into change your mind, change your mindset,

[00:13:50] change your life.

[00:13:51] Like that's, I want your wife or your husband to say to you, oh my God, you're a different

[00:13:57] human being.

[00:13:57] Thank you for returning to me.

[00:13:59] That's what I want.

[00:14:00] I don't want you to be like, that was awesome.

[00:14:02] And there are plenty of spaces where I don't hate on that at all.

[00:14:07] That's just not what I think is.

[00:14:08] I think the business leaders aren't necessarily looking for that.

[00:14:12] I think they're for what we do.

[00:14:15] Does that help Susie?

[00:14:16] Does that totally a little bit better?

[00:14:18] Yes, totally.

[00:14:19] And it's so interesting.

[00:14:21] It's, it's really about how do you get yourself to think differently?

[00:14:24] How do you get yourself to unlock some of the things that are blocking you?

[00:14:30] And so that's what it's all about.

[00:14:32] It's this ability to kind of come broader.

[00:14:36] And doesn't generative AI do that for people?

[00:14:38] I can't tell you how many clients have said to me, I had writer's block or I couldn't figure

[00:14:44] out how to write that letter or whatever.

[00:14:45] And I typed it in and it got the juices flowing.

[00:14:49] And then I was able to create this wonderful document.

[00:14:53] So I think some of that AI can function in a very similar way to shake up how you're thinking

[00:15:01] about something.

[00:15:01] Like your, your brain is wired for efficiency.

[00:15:04] So you do the same thing and think the same thing over and over and over again.

[00:15:08] So you don't have to waste glucose changing your mind.

[00:15:12] So this psychological flexibility framework of changing how you think, changing how you

[00:15:16] feel, changing how your body indexes on what's going on in those other two.

[00:15:21] So you can change your behavior.

[00:15:22] Like for me, those are the four tiles that that's how we get to be a human and how we

[00:15:28] toggle around those tiles is everything.

[00:15:31] I think it's everything.

[00:15:31] You know, when you, you were talking about people coming to you with their, their list,

[00:15:36] they know their dosage, their nine books they've read.

[00:15:39] I couldn't help but think of some of the leaders that come to me and say, Hey, we want AI

[00:15:43] to do this.

[00:15:44] And so often it is, I appreciate that.

[00:15:47] And, and yes, you read something on the in-flight magazine or your neighbor's kid told you,

[00:15:51] AI could do this, but that's not, that's not what AI is.

[00:15:55] And I'm interested in the challenges you have with, you know, as you, well, you have

[00:16:01] educated clients.

[00:16:02] Certainly we, the people we all work, we tend to work with are, for all of us are smart and

[00:16:07] educated.

[00:16:08] How do you, how do you negotiate with them?

[00:16:11] How do you have that dialogue to say, yes, I appreciate what you think you're doing here

[00:16:15] and why you're here, but let me help you really reframe this.

[00:16:18] I know what you think you're doing or what we're going to do, but this is really what it

[00:16:22] is.

[00:16:22] Do you have that, that need to, to, to adjust them?

[00:16:25] This is my, this is my biz, man.

[00:16:28] I am in the business of how, not what.

[00:16:32] And so for my folks that come in with, you know, stacks of stuff, I'm like, that's so

[00:16:38] awesome.

[00:16:39] How cool that you care so much about this.

[00:16:43] I want to talk about how this was important to you.

[00:16:47] Tell me how are you, do you like to have the data?

[00:16:51] Do you like, oh my gosh, it's requirements elicitation.

[00:16:53] Elicitation.

[00:16:54] She, this is software development one-on-one people.

[00:16:56] This cracks me up.

[00:16:57] It is literally saying, yes, I appreciate what you want your website to do.

[00:17:01] That let's talk.

[00:17:02] What are you, what are you trying to accomplish here?

[00:17:03] Let's go back to the basic.

[00:17:05] How?

[00:17:05] Yes.

[00:17:05] And it is, it's the how.

[00:17:07] I love it.

[00:17:07] How over what?

[00:17:08] I mean, I think that that's, you know, psychotherapy with a trained listener and an expert who's,

[00:17:15] who won't let you leave those bookends.

[00:17:18] You know, it's exhausting.

[00:17:20] I mean, I know, cause I know people that do your line of work and they, when,

[00:17:23] after a six hour meeting with a company, you're trying, you're always just trying to pull

[00:17:28] them back into the sandbox.

[00:17:30] Yes.

[00:17:30] Like, okay, okay.

[00:17:32] That's nice, but let's do this.

[00:17:33] And so I think an hour of, you know, high level executive coaching is sort of feels like that

[00:17:40] too.

[00:17:41] Like, okay, okay.

[00:17:41] I understand.

[00:17:43] And that is really cool.

[00:17:45] And I admire it and I respect it, but can we talk about more?

[00:17:49] Let's, let's come back.

[00:17:51] What do you think about the word rigidity?

[00:17:53] Like, you know, you're a really open-minded, rigid guy.

[00:17:56] Like, let's talk about that.

[00:17:58] And let's talk about the discordances and let's talk about, you know, X, Y, Z.

[00:18:04] So, so I, I think there are some things that's that path can look very similar.

[00:18:09] Yeah.

[00:18:10] I just love the idea that, that we are crossing the same, you know, new ground where these are,

[00:18:19] are, are, are tools that we can do crazy things with.

[00:18:22] And as humans, they are the common denominator here.

[00:18:26] And we're looking at this uncharted territory the exact same way.

[00:18:31] Right.

[00:18:31] And, and I think it's fun for leaders who are listening to think, Hey, I've kind of got

[00:18:36] my arms around this AI thing, or I think I do, I, I can say Gen AI in a meeting and people

[00:18:41] don't snicker.

[00:18:42] Now, can you say psychedelics in a meeting and people don't snicker?

[00:18:45] Can you speak to that with intelligence and authority, not being a dosage expert, but appreciating

[00:18:51] the opportunity to disrupt, to differentiate, or to accelerate your, your business.

[00:19:00] And I think that that's worth examining.

[00:19:02] Well, I, I think that in many ways, the AI dialogue and conversation is ahead of this,

[00:19:08] like in what you just said, it's ahead.

[00:19:11] It is.

[00:19:11] Because there are very few leaders that I think would walk into their board meeting and

[00:19:17] announce to their board chair, Hey, so I just did this, like, you know, whatever, a

[00:19:22] matchup trip with psilocybin shaman, or I just doing a ketamine induction.

[00:19:28] Now, has that happened?

[00:19:30] Yes.

[00:19:30] Over the last year, I have definitely had leaders talk openly across their team, maybe, you know,

[00:19:37] a safer, kind of smaller cohort.

[00:19:41] I think the sector that you're in really matters.

[00:19:43] I mean, the presidents of banks that sit in my office, I mean, I don't even know how long

[00:19:48] it's going to be before they would be willing to talk about that.

[00:19:51] But you know, you're, you're a young startup in the sneaker biz, like, you know, absolutely

[00:19:57] probably going to be a little more, like open about your usage.

[00:20:03] So if you are a CEO or a CTO of a large bank, yeah, you're not willing to put all of your

[00:20:08] data into a generative AI, a large language model.

[00:20:12] So you're not going to go into your boardroom and tell them that's what you're doing, because

[00:20:15] people are going to freak out.

[00:20:16] But if you're the CEO of in the shoe biz, then yeah, we can take some risks and put the

[00:20:21] data in a large language model and see what we can do.

[00:20:24] So it's really about the mindset of the leadership.

[00:20:29] It's about the opportunity.

[00:20:31] Certainly, there are things that you can't control, you know, the SEC and the FDIC and,

[00:20:37] and, you know, various organizations have issues, etc.

[00:20:41] But at the end of the day, I think there's a really fun opportunity for people to think

[00:20:45] about it in a, in a slightly similar way.

[00:20:49] Yeah, I love that.

[00:20:49] And I think that, you know, you don't know what state legislatures are going to do with

[00:20:54] legalization across the right, you know, what the federal government's going to do.

[00:20:58] You don't know what, you know, testing for certain stuff.

[00:21:00] And I mean, these are all things you maybe can't control.

[00:21:04] But if you want to change your mindset, so that you can, you know, function differently

[00:21:08] in your community, in your neighborhood, with your partner, spouse, with your kids, you

[00:21:13] know, the quality of our relationships dictates the quality of our life.

[00:21:16] Esther Perel is like well known for saying that.

[00:21:19] And your relationships are a function of your behavior, which is a function of your psychological

[00:21:24] flexibility.

[00:21:25] Can you toggle around in those tiles of behavior, thought and body so that you can behave forward

[00:21:31] to your best next, whatever that might be.

[00:21:35] And I think that the, you know, the ketamine in the psychedelic world is a tool in service

[00:21:41] of psychological flexibility in the same way maybe AI is a tool in service of the companies

[00:21:48] doing what they do best.

[00:21:49] So that's maybe another way that there's sort of this parallel journey right now between these

[00:21:55] two disciplines.

[00:21:56] I think about just in negotiation and how when you are facing something that's high stakes,

[00:22:03] what happens is you, it's really difficult to look at it from another perspective, but

[00:22:10] your own.

[00:22:11] Because it's so important to you.

[00:22:13] Anything that's high stakes means it's important to you.

[00:22:16] And so that adds so many layers of emotion and stress.

[00:22:20] And you don't know what the other party knows.

[00:22:23] Like you don't know.

[00:22:24] That's part of negotiation that makes people nervous is because it's like, are they telling

[00:22:28] me everything?

[00:22:29] Are they showing their cards?

[00:22:30] And so it's so interesting to me to be thinking about at this time, I'm signaling, I need some

[00:22:37] other way of thinking outside of myself, whether it is psychedelics or using something like

[00:22:45] an AI platform to just explore what might be on that other side of the table.

[00:22:52] What might be some other options?

[00:22:55] What are some additional leverage?

[00:22:56] What are their interests?

[00:22:58] Like when you think about all of that, exploring that, all that does is it also just gives you,

[00:23:03] it might not give you the answer, but it might give you some ways to ask the right questions

[00:23:08] and to move into something because you've allowed yourself to shift your mind.

[00:23:13] Super interesting.

[00:23:15] Yeah, that's a way to bring it home.

[00:23:16] I think that's a really great way to tie it back to some stuff that we deal with on

[00:23:20] a regular basis like negotiation.

[00:23:22] But yeah, this has been a great conversation.

[00:23:25] Melissa, I think we could do this for another nine hours, but I think we'll get kicked off

[00:23:30] the pod universe.

[00:23:31] But what a fun conversation around how we as leaders need to be thinking about having

[00:23:38] a different way of a little bit of psychological flexibility to ensure that we look at these

[00:23:44] new uncharted territories to both improve ourselves as leaders, but also improve the outcomes for

[00:23:50] our companies.

[00:23:51] Thank you so much for joining us.

[00:23:59] Hey, Susie, I got a question for you.

[00:24:00] Yeah.

[00:24:01] Have you ever been in prom court or anything like that?

[00:24:03] I knew that was coming.

[00:24:05] I knew that was coming.

[00:24:06] Actually, I have.

[00:24:08] What?

[00:24:08] Really?

[00:24:09] I actually have.

[00:24:09] I know.

[00:24:10] I had no idea.

[00:24:11] I know.

[00:24:12] I was prom queen.

[00:24:13] I actually have a tiara that my daughter actually stole from me.

[00:24:16] She's right behind me.

[00:24:17] So she hears this and she hasn't returned it yet.

[00:24:19] And if I had it here at my house, I would put it on for you.

[00:24:23] You could show it right now.

[00:24:24] Well, that's, I had no idea you were that popular.

[00:24:27] I mean, you are amazing, intelligent, athletic, all the things that prom people need from

[00:24:34] court, I think is the phrase, but thanks for sharing that.

[00:24:37] Thank you for asking.

[00:24:40] Thanks for listening to this week's episode of Quick Take, where we talk about the questions

[00:24:44] that are on the minds of executives everywhere.

[00:24:47] Connect with us and share what's on your mind.

[00:24:49] You can find us on LinkedIn, YouTube, or whatever nerdy place on the internet you find your podcasts.

[00:24:54] All the links you really need are in the show notes.