ahead. Oh, lucky for me, I had, I had my timer telling I had eight minutes and 30 seconds left. Um, in any event, um, this is the the idea. I bring them through, and I tell them experience it, and then I make them go around and in groups of three or four only, where they have to choose a scribe, someone's going to keep notes of what's being said. And the time keeper only do this for 30 minutes, which essentially gives them and I tell them to do it in bursts of three minutes. So that's the exercise. That's how I've adapted it to make it work for them, which means that there's basically 10 times people are speaking and feeling hurt and so on. And get that around with the three people or the four each has gotten a couple of times at least to experience that. Then I debrief. And and like in everything in business, we need to have. So I will ask them to talk about specifically what was useful in the content that was around this question, which I'll show in a moment, and then the second piece of the debrief, which, of course, is the most interesting one, which is about the format. What did they experience in this moment. And I give them this question, which is, how could empathy drive my business, and how to create a more empathic culture in my business? That's that's what they talk about for the 30 minutes. These are the things that typically come out in terms of the results, if you will, the outcomes they talk about, the the awareness, how, how or their listening skills are. It's even sufficient in 30 minutes for that to happen. How often they want to like I think it was Edwin was saying, you know, want to interrupt someone else. They're already starting to think about what they're already talk, you know what? The how they want to respond. There's also another thing which I'd like to add, Edwin, to your introduction of empathy, is empathy as a speaker, because we often the issue often, is that when you're the CEO, everyone is expecting you to have empathy. But sometimes there should be the opportunity speaker to have empathy for the listener, and also for the employees, to have empathy for the boss, even though they're the ones earning the big bucks. We talk about the bonds that are created even in the 30 minutes, the special feeling of actually being heard by somebody who's focusing on what is saying? How the reformulation helps me to actually get to the bottom of what I'm trying to say. It's amazing how often people words that comes out of their mouth aren't actually the ones that most represent what they meant. And in this process of reformulation, they come up with that and also this collective intelligence in 30 minutes, they're submit systematically surprised by how much they get out of it, as opposed to having done this individually with a blind, you know, blank sheet of paper on this question, there are a few things that I like to impose or tell them about when trying to bring empathy into the business. Yes, the first is empathy does use an important resource. It's not necessarily free, unlike what I think some people tend to believe, it requires your energy, your concentration, and the other one, which is supremely important in business, which is your time. Of course, it can save time. It can do many things for you, but you also need to be able to apply yourself and be ready to have that resource, that allocation of concentration and tension and time for the person or the persons you're listening to. I also tend to suggest that they have permission not to try to be empathic all the time with everybody in every situation. We have to stop being dogmatic about this and allow them to know that they are also imperfect beings and not expect to be perfectly empathic. As an author of a book, and those of you who also have written might also get those feelings sometimes when my wife, for example, says, Well, that wasn't very empathic. Of you mentor. I thought you knew all about it. Well, yeah, but it's very difficult to be empathic all the time. And then as getting into the self awareness in the organization, how empathic are they already? They I encourage them to start practicing empathy outside, especially at home, but also with strangers. And then when it comes to the work piece, if they're not a very empathic organization like the one I work for for 16 years, maybe focus where you want to drive your empathy according to strategic priorities in your organization, which helps focus the mind in business and make you a little bit more clean to practice empathy in business. I'm just going to finish for the last three minutes that I have talking about red can, where I was a CEO for a few years. I don't know if any of you know it. It's a hairdresser brand selling hair color and shampoos, and I had an extraordinary experience there. So when I talk about bringing empathy into the culture, I talk a lot about this inside out model, which means that you need to start modeling the behavior in the very core piece of your business. So that starts with you, Mr. And Mrs. CEO, your executive team, and then modeling that out throughout, rippling out throughout the organization, and your your channel, let's say of distribution, where you have in the beginning of the business, and then outside you might have your cost you know, business to business customers, your distributors. Then finally, the the clients, the end customers, who are using it. So try to have a culture that has consistency and coherence from the inside out. And I frequently talk about trying to align what you're trying to do inside your company with what you're trying to do outside the company. People get very focused on what they're trying to do outside, because that's where the money is getting the customers happy, but you should start with that, having that culture internally with your own employees, before expecting them to be empathic with your customers. And I'm going to finish with this pi model. The the in French, it's p, which is the magpie, but it's also the PI in English, p, i, e, which stands for Personal, internal, external, and it's consistent with my inside out model. Need to start with empathy personally. And one of the things that frequently comes out of my my seminars is the opportunity to be more empathic at home with my children, with my spouse, and because that's also about being consistent, being coherent as an individual, and then internally with your inside your company, and then externally towards your external stakeholders. And I talk about we, we you were talking about Meryl Streep. Was that Felicia talking about Meryl Streep? Or someone was talking about but that was Edwin, but the idea of reading fiction, these are different ideas as to how to improve your empathic skills. Practice active listening at home and try to get over this thing called the communication of the by the bias of close communication, where you tend to forget to listen to people you know for a long time because you think you already know what they're already saying. Chat with strangers when you're having difficulties with someone, think about identifying frequently. Promote the idea of practicing meditation and needing to be present, which is, again, is a resource you need to use sometimes in order to be able to be empathic. These are the characteristics of being an empathic leader. Leader. This is from a survey in business solver. But the way I used to do it when I was at Redken and CEO is being fair and firm. And very often people mistake empathy as being weak and and. And being rolling over. I think I think of empathy as being fair and firm in what I what I believe. It's not about being rolling over. That's it. And these are my books. And most recently, I did a collaborative book called Making empathy count, which was done with a woman called Lena renzewicz. And my other book is called artificial empathy. And of course, in the center of you lead is this notion of an empathic leader. You see now my ringer is on, I'm finished.