00:00:01
good morning wasn't planning on doing a
00:00:03
walk today but I've been thinking about
00:00:05
town halls especially in large companies
00:00:07
and man they are just torture so I
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figured let's just have some fun on
00:00:12
today's walk and post some questions
00:00:15
that you should avoid asking in the town
00:00:17
hall at work I'm talking about the
00:00:20
hardest possible questions I can think
00:00:22
of to to ask your sea levels posed as
00:00:25
innocently as possible and after I laugh
00:00:29
about it for a little bit B what you can
00:00:31
learn by thinking critically about the
00:00:34
underlying question okay so let's start
00:00:37
off with uh question number
00:00:39
one how do you balance Investments
00:00:42
between running the business and growing
00:00:44
the business start off in simply because
00:00:47
from our seats it looks like our grow
00:00:50
Investments are always severely severely
00:00:53
limited by how much we have to spend on
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running the shop
00:01:00
this is a fun Sinister question because
00:01:03
it scratches off all the
00:01:06
scabs on the wounds from budget season
00:01:10
and those wounds are like wounds on top
00:01:14
of wounds on top of wounds it's ptst for
00:01:18
all the losers of budget battles because
00:01:20
if you're on the inside it feels like
00:01:24
the exact same execs always win the
00:01:27
yearly battle and the losers well they
00:01:30
they bottle up all that rage great
00:01:33
question just a wonderful way to
00:01:36
innocently stir a pot of hot grease and
00:01:38
throw some water on it but what can we
00:01:41
learn from asking it earnestly quietly
00:01:46
of
00:01:46
ourselves high level it Taps into what
00:01:50
the business literature calls Visionary
00:01:52
leadership the funny thing is that
00:01:54
literally everyone answering the
00:01:57
question of how like how does the annual
00:02:00
budget sausage get made uses the
00:02:03
language of balance and that concept
00:02:07
balance which we use all the time to
00:02:09
explain pretty much everything in
00:02:12
business and
00:02:13
Leadership no one explains balance
00:02:16
because obviously we're all adults
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especially if we're reading business
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articles and working full-time and we
00:02:23
all know how to find balance do we
00:02:27
though it's a skill one part mindset one
00:02:31
part discipline one part humility and
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most of us especially ambitious folks
00:02:37
who subscribe to channels like this suck
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at balance every model of success we've
00:02:45
ever experienced in our lives every
00:02:47
inspirational leader we've ever worked
00:02:51
with and admired has been the Bizarro
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version of balanced so I'm calling it
00:02:59
balance is just new age business jargon
00:03:03
it's it's a nonsense word lacks meaning
00:03:05
and depth it's a
00:03:07
placeholder people use it to well they
00:03:11
use it as a crutch myself included
00:03:14
because it's hard to explain how to deal
00:03:17
with
00:03:18
complexity I published a picture book a
00:03:20
couple years back that was my very
00:03:23
personal meditation on balance don't buy
00:03:26
it this isn't an ad if you want to read
00:03:28
it just DM me and us send you a digital
00:03:30
copy for free the point the hardest part
00:03:34
of balance at work and in life isn't the
00:03:37
whole work life thing it's that every
00:03:42
single day the Urgent will necessarily
00:03:46
suffocate the
00:03:48
important as a CIO or at any level
00:03:51
really you're pulled in to a metric
00:03:54
ton of different directions managing
00:03:58
budgets staying on top of addressing the
00:04:00
Relentless demands of stakeholders
00:04:02
clients anyone with a fire because
00:04:05
people who succeed and climb to the top
00:04:08
of the corporate world are usually the
00:04:11
ones who run towards the fire the ones
00:04:14
who consistently survive the fire or
00:04:16
calm in its presence that somehow don't
00:04:20
burn or burn out or at least don't give
00:04:24
the impression that they've burnt or
00:04:26
burnt out themselves firefighting can
00:04:29
and turn your hair gray give you these
00:04:34
very attractive eye bags jealous
00:04:37
firefighting can drag you into a
00:04:40
constantly reactive mode where long-term
00:04:43
vision is just a bullet or a slide in
00:04:45
some long lost deck and nothing more
00:04:50
and what do we all know
00:04:53
intuitively without working on Vision
00:04:57
you will necessarily become
00:05:00
transactional is probably the best word
00:05:02
your organization will stagnate and you
00:05:05
as a person as a leader will stop
00:05:07
learning and growing so how do you carve
00:05:11
out space to actively think about the
00:05:14
future when today is so
00:05:17
overwhelming the
00:05:19
answer
00:05:20
balance getting cious the answer begins
00:05:23
with recognizing that this tension isn't
00:05:26
something to solve once and for all it's
00:05:28
something to manage every single day how
00:05:31
do you get the make Allen actionable
00:05:36
with systems structures processes
00:05:40
thinking Frameworks that protect your
00:05:43
time and energy I'll give you a simple
00:05:46
example actually let's make it a
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list block time in your calendar for the
00:05:52
future for strategy set aside
00:05:55
non-negotiable time each week maybe even
00:05:58
each day for strategic thinking for
00:06:01
making progress on the vision front this
00:06:04
isn't just about brainstorming new ideas
00:06:07
it's about stepping back to assess
00:06:11
whether your current trajectory at work
00:06:14
aligns with your long-term goals both at
00:06:17
work and outside work
00:06:21
reflecting is a stepchild of meditation
00:06:25
so like meditation you need to keep
00:06:28
doing it daily Orly until you do it well
00:06:34
religion got that right what else can
00:06:36
you do two delegate execution without
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abdicating responsibility surround
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yourself with trusted operators who can
00:06:47
execute at a high level and then trust
00:06:51
them Empower them to own the daytoday
00:06:55
operations help them with Cals because
00:06:59
without comms trust is harder and by
00:07:02
help I don't mean like help them write I
00:07:05
don't mean help them craft the perfect
00:07:06
story because life is storytelling I
00:07:10
mean help them articulate their key
00:07:13
metrics and Milestones what they're
00:07:15
going to judge themselves by and then
00:07:18
figure out how they can best maintain
00:07:21
visibility into those metrics and
00:07:23
Milestones between you and them between
00:07:26
them and their stakeholders it's all
00:07:29
about the
00:07:31
numbers sence got that right what else
00:07:34
three create feedback loops and teach
00:07:38
your directs to create feedback loops
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Vision fails when it's disconnected from
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reality that's why stakeholders need
00:07:46
those constant coms we just talked about
00:07:48
back there build mechanisms to test and
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iterate on your vision pilot everything
00:07:56
long before it's ready because user
00:07:59
feedback is just Priceless cross
00:08:02
functional collaboration Priceless
00:08:05
Healthcare and education got that part
00:08:07
right what else Lees to balance as a
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practice four prioritize
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ruthlessly every idea is great I'm not
00:08:18
second guessing that at all and
00:08:22
99.9999% of them do not deserve
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execution do not deserve your attention
00:08:28
so the single word that is most helpful
00:08:31
with balance is no you want to balance
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vision and practicality practice saying
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no to projects to cool TCH to the
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loudest most impactful
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stakeholders to your boss if saying no
00:08:50
to your boss is a career limiting move
00:08:53
find another boss another job maybe even
00:08:55
another company
00:08:57
prioritize ruthlessly
00:09:00
the military got that part right and the
00:09:03
hardest answer to what else leads to
00:09:07
balance as a
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practice
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five let go of
00:09:14
control Visionary leaders have ego
00:09:17
problems at saying it really mildly they
00:09:20
fall into the Trap of micromanaging
00:09:25
execution because they're human and they
00:09:28
fear their vision will be diluted or
00:09:31
misunderstood it will and it will fear
00:09:35
is the wrong response trust feels risky
00:09:39
because it is risky it exposes it
00:09:43
exposes you to failure but failure is
00:09:47
like Thanos
00:09:50
inevitable
00:09:51
both Vision setting and execution will
00:09:56
see failure again and again what matters
00:10:00
isn't that you might fail you definitely
00:10:04
will what matters is how you respond to
00:10:07
it when things go wrong when things go
00:10:11
up in flames and they will you need to
00:10:15
resist the urge to
00:10:17
retreat run to the fire use failure as
00:10:21
an opportunity to recalibrate your
00:10:24
understanding and approach and if we're
00:10:27
going to talk controls at the deepest
00:10:30
level because I'm super
00:10:32
cheesy I'd say that balance needs
00:10:36
clarity about your
00:10:38
why balance goes hand
00:10:42
inand with creating something meaningful
00:10:46
that serves people your employees your
00:10:49
customer Society at large when you
00:10:51
follow a higher purpose it becomes
00:10:53
easier to prioritize and execute because
00:10:57
you're no longer chasing Trends or
00:10:59
reacting out of fear of irr
00:11:02
irrelevance fear of failure instead
00:11:05
you're Guided by an energized by
00:11:08
something enduring like a North star so
00:11:13
back to the original question how do you
00:11:16
find
00:11:17
balance it's a rhythm it's a daily
00:11:20
practice it's intentionality I was
00:11:23
raised in a religious tradition that
00:11:25
teaches that work is a form of worship
00:11:29
so yeah no one asked but work like
00:11:32
balance can and should be spiritual just
00:11:36
keep that to yourself okay questions to
00:11:39
avoid asking in a town hall what happens
00:11:43
when the war for Tech Talent has a
00:11:46
multi-year
00:11:47
ceasefire I don't mean a CH company I
00:11:49
mean
00:11:51
everywhere I was lucky enough to grow up
00:11:54
in banking banking Tech specifically
00:11:56
during a time when there was a constant
00:12:00
Relentless War for engineering Talent it
00:12:03
was in your best interest as a tech
00:12:06
leader at any level to always be hiring
00:12:09
to always be growing and protecting your
00:12:12
people to be a talent magnet who rewards
00:12:16
loyalty and hard work with as many cible
00:12:19
reasons for top talent to stay to
00:12:22
encourage every outperforming employee
00:12:25
in your org to follow you forever ever
00:12:29
as you move up the corporate
00:12:31
ladder and something changed over the
00:12:35
last couple of years it wasn't AI it was
00:12:38
economics it was a dramatic cooling of
00:12:42
markets kind of like the decade Japan
00:12:44
had back in the 1990s but in our case
00:12:48
there hasn't been a commensurate cooling
00:12:50
of the demands for every company to be
00:12:54
growing at Hyper Speed hyper scale I'll
00:12:58
come back to that
00:13:00
if you've ever used or heard of the term
00:13:03
the war for talent I can confidently say
00:13:06
that we're now in the early parts of a
00:13:09
decade long
00:13:10
ceasefire in that war don't get me wrong
00:13:13
Talent is still important but the game
00:13:16
has changed for anyone who grew up with
00:13:20
wartime expectations of jobs of Plenty
00:13:24
you've probably already figured out to
00:13:26
stop waiting for the old normal to
00:13:28
return when there's a ton of business
00:13:31
uncertainty which is a fancy way of
00:13:34
saying that your sales folks are having
00:13:37
tougher time selling your service folks
00:13:39
are having a tougher time retaining
00:13:41
their customers your customers are
00:13:43
asking for more and more discounts
00:13:45
because their future feels less certain
00:13:48
well when that happens senior Business
00:13:51
Leaders switch to budget cutting to
00:13:54
creating efficiencies to give their
00:13:56
bottom lines you know lipstick
00:13:59
the appearance of continued and
00:14:02
continuous growth and the markets reward
00:14:05
that behavior so be wary of the weird
00:14:08
circular narrative about over hiring
00:14:10
during covid it's either ill-informed or
00:14:13
intentional misdirection because every
00:14:15
one of those businesses hired based on
00:14:17
their growth expectations their
00:14:19
understanding of their Market their
00:14:20
growth Ambitions and they sobered up
00:14:22
when a flailing Market flap them in
00:14:25
their big fat faces and that is a jargon
00:14:28
fre explanation of a cooling of the
00:14:30
labor market the larger point the search
00:14:33
for efficiency is always about economic
00:14:37
uncertainty it's always about changing
00:14:41
demand patterns for whatever it is you
00:14:44
you sell if you're neck deep in a
00:14:47
culture that's focused maniacally on
00:14:49
creating efficiencies your business's
00:14:51
Market demands have cooled and your CEO
00:14:56
who has their own sen of bosses has
00:14:59
bottom line targets to hit so getting
00:15:02
back to hard question number two what
00:15:04
happens when the war for Tech Talent has
00:15:07
a
00:15:09
ceasefire how do you as a
00:15:12
leader switch from grow gr grow to the
00:15:16
thing that keeps you awake at night I
00:15:18
know what I did I took the advice I
00:15:20
always give it's a Martin fer quote
00:15:22
change your organization or change your
00:15:25
organization I I applied it at the
00:15:28
industry LEL picked healthcare because
00:15:31
it's meaningful and because it's
00:15:34
meaningful it'll never pay like more
00:15:37
Hollow Industries like banking or Tech
00:15:40
so there'll always be demand where the
00:15:43
currency of trade is meaning and purpose
00:15:46
and you'll sleep like a baby but what do
00:15:50
you do during this ceasefire if you're
00:15:52
still leading in banking or
00:15:55
Tech the answer isn't pretty and it's
00:15:57
certainly not you know comfortable which
00:16:01
is what makes it so great for taking all
00:16:03
the wind out of a room of sea levels
00:16:05
when you ask the question the question
00:16:07
is really about navigating a complex
00:16:11
situation where every decision could
00:16:13
potentially damage your team's morale
00:16:15
your company's morale everyone's
00:16:18
productivity
00:16:20
because in this ceasefire this narrowed
00:16:25
focus on efficiency creation the real
00:16:28
casual ual y isn't headcount it's
00:16:32
psychological safety remember that
00:16:35
culture of constant growth I grew up and
00:16:37
it wasn't just about fancy perks and
00:16:39
Rising salaries and career progressions
00:16:41
Gore it was a breeding ground for
00:16:45
psychological safety people felt secure
00:16:48
enough to take risks to voice
00:16:50
unconventional ideas to push boundaries
00:16:54
why because they knew their value was
00:16:59
recognized we made sure they did we
00:17:02
being Management in the markets and they
00:17:05
employees who knew they weren't the
00:17:07
bottom 5% knew their jobs weren't
00:17:10
constantly at
00:17:12
risk now in this Brave New World of
00:17:15
efficiency creation that safety net it
00:17:19
went bye-bye and the funniest irony if
00:17:23
you were tied eyes when you get home
00:17:24
from a corporate gig funniest irony as
00:17:28
leaders scramble to cut costs in
00:17:30
streamline operations
00:17:34
they're unknowingly kicking off a
00:17:37
vicious cycle less psychological safety
00:17:40
leads to lower performing teams which
00:17:43
leads to more pressure to create
00:17:45
efficiencies which further erodes that
00:17:48
safety it's your classic downward spiral
00:17:51
that's incredibly difficult to
00:17:54
escape Japan the decade starting in the
00:17:58
1990s
00:17:59
the only thing
00:18:01
keeping your bottom 80% at your company
00:18:05
is that everyone who wants to jump has
00:18:09
no place to jump to and they probably
00:18:11
won't for another 5
00:18:13
years so what's a leader to do if
00:18:17
they're still in banking or
00:18:19
Tech
00:18:21
first recognize that everyone's job just
00:18:24
got h a lot harder not just yours
00:18:27
everyone's the corporate job is no
00:18:29
longer just about managing delivery
00:18:33
dates and stakeholder expectations it's
00:18:36
now about trying to do something that we
00:18:39
were never successful at before the
00:18:42
economy tanked we're trying to cultivate
00:18:45
trust but
00:18:47
now in an environment that's inherently
00:18:50
undermining it at every
00:18:53
turn that's infinitely harder that's why
00:18:57
you feel the way you do that's why
00:18:59
Employee Engagement scores in banking
00:19:01
and Tech are
00:19:02
abysmal the answer or half answer you've
00:19:06
got to become a master of
00:19:09
transparency without inducing panic a
00:19:13
gentle sense of humor helps share the
00:19:17
realities of the market pressure explain
00:19:20
them but also explain your vision for
00:19:25
navigating through them create
00:19:27
opportunities for your team to be heard
00:19:30
to contribute ideas for weathering the
00:19:32
storm together because let's face it if
00:19:35
they're smart enough to build your Tech
00:19:37
they're smart enough to have insights on
00:19:39
Surviving together most importantly you
00:19:41
need to double down on recognition and
00:19:44
growth opportunities even when the
00:19:46
budget for both seems to have evaporated
00:19:49
find creative ways to reward good work
00:19:51
to celebrate your best people to
00:19:54
sincerely and authentically show your
00:19:58
folks
00:19:59
that their efforts matter because in
00:20:01
This Global Talent ceasefire the
00:20:04
currency of
00:20:05
loyalty isn't money never was it's
00:20:09
feeling valued it's feeling safe it's
00:20:12
feeling like you're a part of something
00:20:14
meaningful okay let's do the bonus track
00:20:17
you can also Darth Vader the end of the
00:20:20
tech Talent War let me use the language
00:20:23
I picked up in
00:20:24
banking a language of Performance
00:20:27
Management on that Spectrum you have
00:20:31
like meets expectations in the middle
00:20:33
exceeds expectations on one end and does
00:20:36
not meet expectations on the other end
00:20:39
you with me during peace time when the
00:20:41
war for talent is taking a breather
00:20:45
meeting expectations the center is
00:20:48
hitting your efficiency Targets in play
00:20:51
English when your boss says you know
00:20:53
give me 10% of your people they need to
00:20:55
go you deliver that heartless outcome
00:20:58
and if you're in banking that's never
00:21:01
once and done there will be a regular
00:21:03
Cadence of those asks there were back
00:21:07
when times were good when the economy
00:21:10
was hot so expect more and more often
00:21:14
when the economy cools and if you work
00:21:18
for a tech company expect that too
00:21:22
because Tech is taking its cues from
00:21:25
banking okay so on that performance
00:21:28
Spectrum let's get back to it exceeding
00:21:31
expectations is exactly what you
00:21:34
dread exceeding your efficiency targets
00:21:38
when you get asked for like 10% you give
00:21:41
up 20% of your
00:21:43
team exceeding is not delivering
00:21:46
something amazing after you give up to
00:21:48
10% that's wartime
00:21:51
thinking amazing as defined by Darth
00:21:55
Vader is giving up 20%
00:21:59
and how do you do that because those
00:22:02
good people aren't sitting on their
00:22:04
hands if you're going to be
00:22:06
Darth the how is that you negotiate
00:22:10
different delivery time frames different
00:22:12
slas for the services you provide
00:22:14
internally and externally and if you're
00:22:16
super smart and Darth
00:22:19
wasn't we don't talk about it but Darth
00:22:22
wasn't a
00:22:23
chef I call him Darth
00:22:27
waiter stupid
00:22:29
stupid if he lived in the midwest we'd
00:22:31
call him Darth Tater also a dad so I I
00:22:34
could go on like this for days my point
00:22:37
is that if you're smart farth you
00:22:41
reframe your deliveries with your
00:22:43
stakeholders so they're small and
00:22:46
iterative if you never thought about it
00:22:49
switching from waterfall to Agile is a
00:22:52
career prolonging move in this
00:22:54
environment why because the longer you
00:22:58
take to get back in front of your
00:23:00
stakeholders the more likely in this era
00:23:03
of efficiency creation that you'll be on
00:23:06
the next
00:23:07
list but that's a dark dark Universe in
00:23:13
galaxy far far away and in times like
00:23:16
this we need light if you're Yoda and I
00:23:19
hope you are and you rely solely on
00:23:22
internal promotion which if you've tried
00:23:25
this like I have means that you will
00:23:27
need to actively Mentor the up and
00:23:29
cominging Jedi you promote because they
00:23:32
don't have the exact right experience
00:23:34
yet but you do and they just need that
00:23:38
commitment from you not Darth
00:23:42
trainer in in conclusion like this is
00:23:45
some kind of high school essay um while
00:23:49
the intensity of the talent War has
00:23:52
diminished I'd even say disappeared the
00:23:55
importance of taking care of your own of
00:23:57
making this about about the light not
00:23:59
the Dark Side of effective talent
00:24:02
management remains kind of important
00:24:05
there'll be fewer Jedi to take care of
00:24:08
but their Ambitions are yours
00:24:13
to it's a good
00:24:15
word it's a good word for the force to
00:24:18
end this with yours to harness
00:24:22
Channel choose to stand for the force
00:24:27
don't Sith
00:24:30
I'm
00:24:31
stupid questions to avoid asking in a
00:24:33
town hall is religion an important
00:24:37
dimension of diversity at work and why
00:24:40
does it feel in the corporate world like
00:24:42
being Christian is Corporate
00:24:45
cringy that's a city in Texas I think
00:24:49
why why does having a Christian identity
00:24:52
at work feel like a cultural disability
00:24:55
seems to be okay to be Jewish or
00:24:59
great if you're Muslim you get points
00:25:01
for a headscarf for
00:25:02
sure so the question
00:25:05
is Christianity specific and I'm not
00:25:08
trying to Fan Maga Flames here I'm not
00:25:11
even
00:25:12
Christian it's glaringly obvious that
00:25:15
certain identities are not celebrated in
00:25:18
the corporate world and you know I think
00:25:20
they should be I think I get why they're
00:25:23
not on some level it's it's because
00:25:25
being Christian is Association
00:25:28
was like being white or male It's
00:25:33
associated with the ruling majority the
00:25:37
people in theory with power but again
00:25:40
that's not rooted in the reality of of
00:25:42
everyday folks like you and me the only
00:25:44
people I know who identify as Christian
00:25:48
not who were born Christian but who
00:25:49
identify actively as Christian
00:25:53
are powerless culturally in the same way
00:25:57
as most men are powerless most white
00:26:01
people are powerless
00:26:03
most everyone is powerless regardless of
00:26:08
their race their gender identity
00:26:10
politics is just separating the
00:26:13
powerless people of color from the
00:26:16
powerless white males
00:26:19
from the powerless
00:26:22
women it's all pretty clever
00:26:24
misdirection if you ask me but what do I
00:26:28
know
00:26:29
anyway the cringiness around being
00:26:31
Christian as a dimension of diversity at
00:26:33
work starts with so many
00:26:37
misunderstandings about global global
00:26:40
power dynamics and local cultural
00:26:43
perceptions yes Christianity is still
00:26:48
the dominant culture in the west but
00:26:50
there's little to no local power or
00:26:54
local privilege associated with it
00:26:57
anymore
00:26:58
can you give me some examples where
00:27:01
there is of course you can everyone can
00:27:04
but it's out weeded by The Narrative
00:27:09
about privilege being dominant like
00:27:13
Anyway Business Leaders tread lightly
00:27:17
around this stuff because they fear
00:27:20
appearing biased but to
00:27:23
whom not to non-christians Jews and
00:27:26
Muslims because people who are religious
00:27:28
just don't care if other religious
00:27:30
people celebrate their faith Business
00:27:33
Leaders tread lightly mostly because of
00:27:36
that one non-religious super sensitive
00:27:40
person who also doesn't exist it's
00:27:44
misapplied risk
00:27:46
management it might seem so much safer
00:27:49
to secularize corporate culture to view
00:27:52
religion as a private matter that should
00:27:55
be kept separate from professional life
00:27:59
but that's hard to reconcile because the
00:28:02
dominant culture in the Work World
00:28:06
Dei genuinely wants you to bring your
00:28:09
authentic self to work Dei is designed
00:28:14
intentionally to overcompensate for past
00:28:17
biases and one of my less popular
00:28:21
beliefs Dei is based on the false
00:28:24
assumption that you can train away bad
00:28:27
behavior which you can't the only good
00:28:31
those trainings do is to reduce legal
00:28:34
liability for the company again not my
00:28:38
most popular opinion if so in some
00:28:42
well-intentioned effort to correct
00:28:44
historical imbalances Dei
00:28:49
inadvertently
00:28:50
marginalizes Christian identities and
00:28:53
the irony of course is that many
00:28:55
Christians particularly those who
00:28:58
actively identify with their fate feel
00:29:01
culturally
00:29:03
powerless in corporate settings so Dei
00:29:08
the power player is
00:29:12
unintentionally punching
00:29:13
down the challenge for leaders who
00:29:17
really care about inclusion and Justice
00:29:20
is to broaden their definition of Dei to
00:29:23
recast work Life as a safe space that
00:29:26
recognizes and values all aspects of
00:29:29
diversity including drum roll
00:29:32
please religious identities
00:29:36
heck including being white and powerless
00:29:39
being male and Powerless if you have to
00:29:44
go and work for a living it's a pretty
00:29:47
good chance you're
00:29:49
powerless can you
00:29:51
imagine Dei affirming the completely
00:29:54
invisible corporate Maga
00:29:57
folks I can't but I should to avoid
00:30:01
hypocrisy to extend it values into all
00:30:03
those uncomfortable
00:30:05
places you can listen to this and think
00:30:08
I'm Hy wo I'm Notch I'm also Pro Dei
00:30:15
because I'm cool with acknowledging that
00:30:18
power and privilege are not monolithic
00:30:21
Concepts and that regular people within
00:30:24
seemingly dominant groups can also
00:30:27
experience you also experience
00:30:32
marginalization I just think we all need
00:30:34
to be a little more nuanced when we
00:30:36
think about power and privilege
